BSBMGT615 CONTRIBUTE TO ORGANISATION DEVELOPMENT

ASSESMENT 1: PREPARE AN ORGANISATION DEVELOPMENT PLAN

Q1. Analysis of strategic plans and other relevant data about the organisation

Strategic analysis: It reviews environment of the organisation and it may contain tahe political,
social, economic and technical environments and they are used by organisations to determine what
they are doing, where they are planning to go and how they will get there.

Analysing Quantitative Data

1. Organise the Data: this is where you organise the information so that you can understand it. This
could include having taped notes transcribed, or putting figures into charts .Once done, you should
be able to see the overall picture.

2. Shape the Data into information: Next you look for themes or trends in the data. You can sort the
data by using folders to hold different categories or by storyboarding the different categories. When
complete, reduce the number of categories until a useful few emerge.

3. Interpret and Summarise the Information: At this stage ,it is important to keep the figures clearly
expressing their content. Do not try to quantify the information such as ‘half of the widgets…’unless
you have the figures to substantiate your claim. Instead, you could say ‘a large number…’ or ’a more
than desirable number…’. Ensure that all information is represented in the summary.

4. Explain the Information: It is always a good idea to discuss your findings with others to avoid
personal bias and present a more complete assessment. Avoid jumping to conclusions or making
broad assumptions. Discussion with knowledgeable individuals will the quality of the explanation.

Analysing Qualitative Data

There are several computer programs specifically designed to analyse qualitative data The one that
seems to be the most commonly used is called ‘NUDIST”.

When analysing qualitative data, you must keep your analysis as simple as you possibly can. You will
need to complete calculations including:

 Frequency :The Frequency with which something occurs means the number of times that it
is repeated at specific intervals.
 Mean(or average) :The mean (or average) of a group of numbers is the sum of those
numbers divided by the total number of those numbers.
 Percentages: A percentage means a part in relation to its whole, or a proportion .To
calculate a percentage, divide the number of people or things in a group by the total.

When your analysis is complete , you are ready to define your objectives and develop strategies to
continue the process of organisational development.
Q1a) Objectives such as strengths, weaknesses, opportunities and threats will be conducted to
clearly understand the situation of the organisation. Identify the objectives; the objectives are
different from the goals in that they describe the observable or measureable outcomes expected by
the organisation in response to its strategies and action plans.

Identify and implement consultative Processes to maximise participation in the organisation

development process

Gaining collaborative Participation to maximise the involvement of stakeholders: In the 1970s it was
realised that only way to effectively get buy-in from teams and individuals in the workplace was to
develop strategies to encourage participatory consultative and cooperative workplaces. It has since
been widely recognised that workplaces promoting employee participation in decision making are
usually more successful because they understand that employees have a right to be involved in
decisions that affect their working lives and that positive gains also accrue to business.

In 1996 Lawler provided research and supported the key factor in participative management as
being better management practices could provide critical completive advantages to public and
private sector organisations.

These gains include:

 Improved employee performance resulting from greater motivation

 A positive workplace culture as an outcome from grater information sharing
 Improvements in productivity when employyes are consulted over changes to job design and
work practices.

It is clear that if a move is to be made to a more consultative and participatory organisation, this will
require involvement of all employess. The development,as we discussed in element 1,is led from the
top and driven from the bottom, a top-down initative.it must involve all people at all levels in
informing, sharing, being heard and problem solving.

You should have addressed this in your communication plan.The implementation of that plan,
precisely as you intended, is the next step. However, as you implement,remember that the
overriding goal is to establish a consultative relationship.This relationship must include the input of
others into the plans.There must be constructive feedback as well as positeve reinforcement and
provision of information.

Some methods you may consider for inclusion are:

 Encouraging discussion around work-related issues

 Building your personal relationship witj employees and committing time to hearing their
problems and concerns,their ideas and aspirations.Of course,the decision on wheter to actin
their must remain in your hands.
 Ensuring the scheduled staff meeting do take place and are interesting,relazed encounters
where employees are actively encouraged to participate
 Discussions between employees,etither individually or as a group,and their managers.these
could be incorporated into the regular performance reviews or when reviewing training
needs for the implementation
  Nominating a third party to permit employees to express their views without having to
indentiy themselves .The third party may be their union representrative,a counsellor,or
advocate.Attitude serveys and suggestion schemes are also useful here.
 Using team leader meeting and information discussions to clarify issues
 Acknowledging employyes of the outcoes of any improvements
 Informing employees of the outcomes of any strategies they have proposed
 Continually reviewing and improving upon strategies to encourage participation
 Delegtating and encouraging employees to take a level of responsibility for organising and
doing their jobs without constant reference back to management
 Regularly seeking employee feedback and then acting upon it
 Regularly newsletters

Q1b) Selecting appropriate change management techniques; this unit requires examination of
various techniques that are used to develop organisations when large changes are to be made.
Business Re-engineering or organisational redesign: This is used when an organisation needs
dramatic improvement in performance and increased customer satisfaction through a reinvention of
its operations, culture, technology and systems. The emphasis in this model is on balancing the
customer needs and the operational performance to achieve the organisation goals and objectives.it
is usually initiated by the chief executive or board after future planning activities are undertaken.it
means that the organisation will undergo dramatic change through the re –engineering to achieve
the major improvements in performance and customer satisfaction. Often the business re-
engineering process is divided into two phases

1. Design: The first stage including the positioning of the program assessing the present state and re-
engineering the values of the organisation. This is where the managerial operational social, and
technological development is managed.

2. Implementation: in this phase the piloting is completed, the transition plans are developed and
the development is implemented and measured.

Consultative Process

This technique is usually used when the development impacts on the staffing arrangements for a
smaller area, such as a unit or department and relies heavily on the input and feedback from
stakeholders impacted by the development and those currently involved in the process.

In this process there are six steps;

1. Identification of the workplace Development: This includes ‘Meaningful Consultation’ where the
manager invites staff members ‘comments and feedback on the draft change proposal. When staff’s
constructive feedback is received, the manager should be sent to those overseeing the charge and a
adjusted draft change proposal should be made.
 2. Preparing the draft development proposal: here, the options are prepared and the contents of the
draft development proposal agreed this should include: the background and reasons for the
workplace development, Existing structure of the unit or department, proposed structure of the unit
or department, impact on staff members, development and planning for the development and
implementation of the development

3. Communication with staff members : the draft development proposal is communicated to staff a
working party is formed and meeting with staff members conducted to discuss the draft
development proposal

Communication is the most important aspect of the development process for staff. They must
clearly understand the rationale for development. To ensure all staff receive the communication,
meet with staff in some form of face-to-face contact and then follow this up in writing or by email.

The methods for communicating face-to-face may include any of the following dependent on the
size of the department and development proposed. Some options include:, staff forums, straff
planning day, discussion paper, Communication through emails and Working parties

4.The final development proposal is prepared: once the staff members have benn consulted and
been given the opportunity to provide feedback of the draft development proposal, the department
must make a decision on whether to go ahead with the development proposal.These decisions must
be made with consideration to outcomes of the consultation process and also the aims of the
development process. It is important at this stage to discuss ypur plans with the development
Sponsor,as there may be impacts on staffing.

5.The development proposal is implemented:Staff must be informed of the decisions taken from the
development proposal,what effect these decisions will have on the workplace,and details of yhe
implementation plan.

6.The development process is Reviwed: if continuous improvement is sought, the reviews are
mandatory. Staff feedback and effect on the operations of the area should be evaluated and
reviewed 6 to 12months after the development has been implemented.

Job Redesign

Job redesign is used to improve organisational effectivess,problem solving,and the ability of an

organisation to cope with a continually changing environment.It is said that a well redesigned job
has an effect on:

 Internal work motivation

 Organisation commitment
 Work satisfaction
 Level of performance

A number of factors affect job satisfaction. These include:

 The work itself, pay

 Promotion
 Supervision
 Work group
 Working conditions

Sensitivity Training

This technique was very popular in the late 1960s. It was used to enable members of a diversified
workforce to work together more productively by learning to relate to ech other through
understanding the values and differences of other groups. They request that participants put
themselves in the shoes of the other in the hope that the learning will allow the growth of better
relationships. This training may be focused on specific issues such as gender, multicultural or
disability sensitivity.

System Redesign

System redesign is used when an organisation wants to better and more efficienyly meet customer
needs without loss of quality or productivity. This often requires the redesign of system and the
external environment to provide product or services that are high quality, effective, safe, customer-
centred, timely, efficient and equitable.

Systems are often very complex and experience dynamic changes in their environment and
interactions among internal systems. The internal systems include people, physical settings,
technologies and the organisation.

Q1c) Identify the required roles in the plan and how you will confirm their commitment

Key roles in the Organisational Development Process

The introduction of the new strategic plan can quite simple if there are only small changes. That is
not usually the case. An organisational development model is often required because the strategic
plan will often uncover areas where great differences to current operation are required. In order to
develop, organisations must undergo significant change and this can destabilise the workforce if not
well managed.

Such changes might include

 The addition or removal of major unit or the way it performs its processes
 Changes to the organisations strategic plan
 Workforce changes brought about by factors outside the organisation’s direct control

Organisations go through cycles during their development. Each of these changes will impact and
require development to ensure better, more effective, implementation and less loss of customers
and skilled staff. The leaders and managers are at the forefront of such changes.it is they who must
deliver the communication and implement the plans. Often, this is all given to resistant staff by
reluctant leaders.

To effectively implement an organisational development program there must be specific people

linked to defined roles.

Initiator

The development will be in response to something. In the case of business this may be a loss of a
leader, an economic crisis, massive drop in sales, or any other impact that makes things ‘difrent’.It
does not have to be a negative influence- the awarding of a huge government contract, for example,
may mean that resources from people right through to supply and delivery may need to be changed.

Anyone within the organisation may suggest the development and become the Initiator, but this will
usually come from the Board or chief Executive. This person may also become the development
agent.

Development Agent

Once is agreed development is required, someone has to oversee the process. This is essentially a
project and the development agent effectively becomes the project manager.

Champion for the development

The role of champion for organisational development is to sustain and maintain the exciment and
enthusiasm about the organisational development.

Sponsor of development

The sponsor is the coordinator of the organisational development.

Leadership, Supervision and delegation

This role is all about setting the direction and influencing the teams to follow. These are the guides
who will supervise the development and productivity of the teams.

Q1d) The communication strategies/plans to achieve your communication objectives.

Developing the communication and education plan

Your communication and education plans must be effectively communicated using the right
information, the right channels and in the right time. You need a documented plan or list of activities
designed to ensure all affected groups and individuals, other relevant parties and stakeholders,
understand what is happening and why so they are able to participate where appropriate.
A good place to begin is by reviewing what effective communication entails. There are four parts to
sharing meaning:
1. The sender must present the message clearly and in detail with integrity and authenticity.
2. The receiver must choose to listen, question for clarity and trust the sender.
3. The delivery method must suit the circumstances and the needs of both sender and receiver.
 4. The content has to resonate and connect, on some level with the already-held beliefs of the
receiver.

To meet these criteria, all the followings must be included into the communication plan

 Communication must be consistent, frequent and through as many channels as possible

 Everything that is known about the development communicated as quickly as the
information is available.
 Encourage people to ask questions
 The vision, mission and objectives of the organisational development effort must be clearly
communicated.

Communication plan
Routine communication is where you will discuss how day-to-day communication, updating status of
tasks, issues and conduct of meetings will occur.
Budget communication is where you will keep the relevant stakeholders informed about the budget
of the program versus the actual cost.
Risk and communication is where things that go unexpectedly wrong are discussed. Who needs to
be informed? When? Where? How?
Summary of objectives and keys to communication is where you list a summary of how your plan
meets the objectives and key points of the communication plan.

Q2. Consult with Relevant Groups and Individuals to Profile the Organisation’s Culture and Readiness
for Organisational Development
Who Should Be Consulted?
A Management committee would be appointed by the Board or Chief Executive and they be charged
with selecting the most appropriate individuals to be involved in the process. Typically, it will
involve:

 Management and staff who will be implementing the plan

 Customers, users, members who will be affected
 Management Committee who will monitor its implementation
 Special interest groups, experts, etc. who can contribute to its development.

Once those involved have been decided, the Management Committee must decide at what level and
how different stakeholders will contribute. There are various approaches that are used to ensure
that the opinions of customers and stakeholders are clearly heard.

 Stakeholders can be involved in different ways:

 Workshop held on an open day
 Consultation meetings with groups
 Requests for written submissions
 Questionnaires sent to selected groups or individuals
 Stakeholders who have formed a steering groups .A steering group is responsible for providing
guidance on strategic direction. It is usually made up of direct customers and organisational peers or
indirect stakeholders.

Determine and Agree on Objectives and Strategies For Organisational Development

Establishing Objectives: Establishing the objectives and gaining the agreement of stakeholders is
another process of four steps :

1. Identify Workforce Issues :using the data that you have collected and analysed,clearly define the
nature and scope of the issues that must be addressed.The primary mistake at this step is to rush to
develop proposals, strategies, and plans without proper research and consultation.

2. Identify the goals: These goals should be high-level statements that address the key issues.yhey
are the desired results but do not contain strategies or measures.there should be a limit to these
goals as they are used to address only the most critical issues.Consultaion with stakeholders to
ensure acceptance is the final step before moving on the step3.

3. Identify the objectives :the objectives are different from the goals in that they describe the
observable or measurable outcomes expected by the organisation in response to its strategies and
action plans.these should address the SMART criteria discussed earlier under ‘Strategic
Plans/2.Establish Strategic Directions.

4. Identify Workforce strategies: Now the methods for achieving the goals and objects must be
developed. These strategies will each require an Action Plan. Care must be taken to select only a few
strategies and to choose those which are most likely to improve performance.

Commonly, the areas requiring strategies for staff for are redundancies, new staff requirements and
recruitment, training and development, deployment, succession, performance asseesment,
management and retention.

Infrastructure will often need reviews and developments in the classification or hierarchical
levels,salaries,incentive programs,rules, and policies and procedures.legislative changes can also
have a great impact here.

The design of the organisation will change as the organisation changes size

---expansion or contraction will all require reorganistaion and impact on work process design.

Cultural development may be required if there was a values or diversity issue a previous
organisational development, or employee engagement issue .An ‘engaged employee’ refers to the
commitment of the individual to their organisation.the engaged employee is fully involved in and
enthusiastic about, their work and understands how their work fits to achieve their organisation’s
interests.

And finally, rist management may be required,which could include any contingency reponse to a
critical incident,workplace violence,safelty,employee health and wellness,and employment
litigation.again, changes in legislation will force changes here.
Strategy Clusters

As started earlier, strategies should be few and address the most criticak issues.Clustering is another
method of keeping the goals and objectives clear,but include or ‘cluster’ the interrelated strategies
around a more complex problem.obviously this is preferable to developing a single strategy that only
addresses part of the issue.

An example might be:

Issue: expected chorionic staff shortages this winter due to new flu strain.

Goal; reduce the impact of anticipated staff reductions.

Objectives: provide flu vaccinations free of charge to staff and families

Provide more multi skill training

In this example,both the goals of keeping production levels normal during a period of staff shortage
and an opportunity to up skill staff is achieved.the areas of production and human resources have
been addressed and included.

Action plans:action plans were discussed earlies and address the step that must be taken to achieve
the goal.they will usually include who is responsible,clealy define what must be accomplished in
each step, and establish a timeline for completion.an example of an action plan template can be
wiewed in element 1. Again,consultaion with stakeholders must be undertaken at the completion of
the step to ensure acceptance.

Q3) Undertake interventions in accordance with the organisation development plan

When learning is required, a development agent may introduce interventions as part of an

improvement program. Interventions are the primary learning processes used during the
implementation stage of an organisational development. Structured activities may include but not
limited to:

Action research: This is where individuals work with others in teams to improve the way they
address issues and solve problems.

Brainstorming: this is a group problem-solving technique in which members spontanesouly share

ideas and solutions.

Career planning: this is a combination of structured planning and the active management choice of
one’s own professional career.

Inter-group team building: working with more than one team to enhance understanding and
working together through building respect, trust and confidence in each other.

Job redesign: This is the deliberate, purposal planning of the job including all its structural and social
aspects and their effect on the employee.
Quality circles: a group of employees who perform similar duties and meet at periodic intervals
often with manager.

Sensitivity training: this is traning designed to make people aware of the group dynamics and their
own behaviour.

Succession planning: This is a process whereby an organisation ensures that employees are recruited
and developed to each key role within company.

Surveys: detailed study of an area to gather data on attitudes, impressions, opinions etc. by polling a
section of the population.

Team building: it refers to a wide range of activities, usually in a business context for improving team
performance.

Training: the term training refers to the acquisition of knowledge, skills and competencies as a result
of the teaching of the vocational or practical skills and knowledge that relate to specific useful
competencies

Transition analysis: this is an investigation of the component parts of the development and their
relations in making up the whole.

Q3a)

It will take training and development activities to teach employees the skill to work with others to
reach workable decisions. Good Managers in organisation that encourage consultation build optimal
teams. These teams function with very little intervention. It is a sensible balance of consultation and
firmness that achieves the best result. The elements or choices are:

Reward versus Punishment

Pleasure versus Pain

Opportunity versus Threat

Encouragement versus Coercion

Team Development

Teams are composed of a number of different personalities, ambitions, work ethics and abilities.
Different people bring together different elements. The best team cultures develop where team
members recognise that everyone else also has important contributions.

In some cases, specific training may be required to up-skill staff for new positions and
responsibilities. This might be useful for newly formed teams if diversity is an issue. Other soft skill
training may also be useful. This could include team building, problem solving, communication aor
many others required. Hard skills are another type of need that may require formal traning and
qualifications.
Rewards systems are another way to promote team participation. Formal rewards are usually
focused on achievement of major or key goals such as bonuses paid for early completion. Secondary
reward systems are often at the discretion of the manager and can be used in several ways:

 Token gifts or treats eg. Bottle of champagne, shopping vouchers

 Members of the team at any level can nominate a colleague for doing something special which
contributed towards the success of the program.
 Celebrating the completion of major phases of the implementation is an important element of
team building.

Q3b) managing conflict to achieve consensus or agreement

Consensus is defined as ‘an opinion or position reached by a group as a whole ’ by the Oxford
Concise Dictionary. Consensus decision making is the process used to generate widespread
agreement within a group.

To achieve a consesnsus , you must start by meeting five requirements:

1.Inclusion: All members of the team should be involved in the problem solving.

2.Participation: All members should be expected to contribute ideas, suggestions and opinions. Each
has a stake in the final decision.

3.Cooperation: All members must collaborate (work together on a common enterprise or program)
and use the ideas of the others as a base on which to build further ideas.

4.Egalitarianism : (Affirming, promoting or characterised by belief in equal political, economic ,social

and civil rights for all people.) All input is equal and all have an equal opportunity to amend , veto or
block ideas.

5.Resolution /Solution Focused: All members must intend to work toward a common solution
despite their differences. Proposals are shaped until as many needs as possible are met.

Next, participants in the decision making must understand the benefits of using a consensus process
for making decisions. Consensus requires discussion , rather than an aggressive debate, by all parties
who are focused on working together to get to a common solution. The benefits include:

 The perspectives or mental views of the entire group are considered and taken into account
and the proposals address the concerns of all as much as possible
 Relationship building through the use of collaborative techniques rather than competition.
Rivalry and resentment is minimised between perceieved winners and losers
 Improved implementation of decisions because there is agreement and all stakeholders
have contributed to that agreement reducing the risk of sabotage by unhappy losers.

Q3c) Facilitate groups to articulate problems and to propose means for resolving the problems

Helping groups to state problems and find solutions

A facilitator helps others move forward, in this instance it is the individual who assists the groups to
define problems and find ways to resolve those problems. They should be able to think laterally and
strategise – rather than be experts on the actual tasks of the team.

The facilitator is important to aid teams in learining how to effectively manage problems in
conjunction with others. The emphasis here is on gently guiding and encouraging exploration. They
teach process but let the actions be completed by the team. They do not influence except in terms
of the process.

Q4) in order to evaluate the development plan first step needs to be the defining the appropriate
adjustments. Analysing the strategic plan is essential to begin the development plan and followed by
the determining the roles in the organisation. Defining the problems and finding solutions with
collecting data. Additionally management techniques are the keys to lead the organisation and keep
the work environment satisfied.

ASSESMENT 2: KNOWLEDGE QUESTIONS

Q1) Brainstorming helps overcome barriers to new processes and the number of new ideas could be
generated in order to find better solutions. The use of this process with teams brings the diversity
and expertise if each into play. Effectively managed, group brainstorming can be useful for bringing
the creativity and full experience of all participants together to resolve issues. When a stalemate is
experienced by individuals, other members can continue to stimulate the thinking. Ideas are
developed in more depth by a group. It helps all the participants to feel involved and feel that they
have made a contribution to the solution and allows people to explore their creativity while enjoying
the process.

Communication is the key and good communication skills are imperative. In order to involve into a
negotiation, the right attitude and preparation must be taken. Firstly the timing of negotiation is
crucial in order to achieve success. Secondly self management. Thirdly to understand client’s
attitudes, beliefs, habits. Fourthly, two-way communication is very effective and lastly aiming a win-
win could be very stressful therefore do not allow yourself to be pressured.

Q2) The senior management should be reminded by mentioning their support is very important. It is
essential that senior management continue an involvement, although they may at times be
distracted by day-to-day events. A timely reminder in this fashion may be appreciated.

Q3) Organisational change impacts on people and how people work. Therefore it is important to be
aware of legislation that may impact on change management program. For example ethics, ethics is
a system of moral principles that helps to determine right from wrong, good from bad. Ethical
principles refer to the values of openness, honesty, integrity, impartially, accountability, tolerance,
respect for people, fairness and personal responsibility.

Q4) Culture us critically important to business success. However, there is a clear disparity between
the way organisations view culture and the way they treat it. While culture is resistant to change,
culture can be a great enabler of organisational change. Overall, change initiatives are only adopted
and sustained about half the time. But when organisations tap into the energy and emotional
commitment that are bound up in their cultures, change initiatives are far more sustainable.
Organisations that can be able to build momentum and create lasting change will eventually
increase the speed, success and sustainability of their transformation initiatives.

Q5) Organisational behaviour can play a vital role in organisational development, enhancing overall
organisational performance as well as individual and group performance, satisfaction and
commitment. It is particularly relevant in the field of management due to the fact that it
encompasses many of the issues managers face on a daily basis. Concepts such as leadership,
decision making, team building, motivation and job satisfaction are all facets of organisational
behaviour and responsibilities of management. Understanding not only how to delegate tasks and
organise recourse but also how to analyse behaviour and motivate productivity is critical for success
in management.

Q6) Cost-benefit analysis is process of identifying and listing the potential costs of the planned
development program and what benefits the implementation of the program is expected to reap. In
regard to development programs, there are usually four cost areas(cost of the project team,
procurement of methodology and tools, purchase and materials and cost and time for traning) and
four areas(return on investment from the people, avoiding costs, mitigation of risk and probability of
meeting budgets) that are likely to benefit that can be attributed to it. Opportunity costs are the
cost of passing up the next best choice when making a decision. For example, if an asset such as
capital is used for one purpose, the opportunity cost is the value of the next purpose the asset could
have been used for. It is important but not effective for the actual cost.

Q7) Training is a crucial component of the organisation development plan and more so if there are
changes to the business process or new skills will be required. Employees must be prepared and
trained before they are required to perform. Additionally consult with relevant groups would help
individuals to get to know and adapt the company.

Q8) The success cannot be measured in numbers but is the best measured by the changes in attitude
and continuing support for the program. Evaluation can be done by measuring the quantity and
quality or some item, perhaps signatures on a petition or numbers of purchases of a particular
product. A communication program can wrongly be labelled a failure even through it was, in many
ways successful. An example of this could be sampling too large an audience where the message is
too light or too little was spent on the initiative.