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Bsbmgt615 Contribute To Organisation Development PDF
Bsbmgt615 Contribute To Organisation Development PDF
Q1. Analysis of strategic plans and other relevant data about the organisation
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.
When analysing qualitative data, you must keep your analysis as simple as you
possibly can. You will need to complete calculations including:
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.
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.
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.
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
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.
Job Redesign
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
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.
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
Initiator
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
Sponsor of development
The sponsor is the coordinator of the organisational development.
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.
To meet these criteria, all the followings must be included into the
communication plan
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:
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.
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.
The design of the organisation will change as the organisation changes size
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.
Issue: expected chorionic staff shortages this winter due to new flu strain.
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.
Action research: This is where individuals work with others in teams to improve
the way they address issues and solve problems.
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.
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
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:
Team Development
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:
1.Inclusion: All members of the team should be involved in the problem solving.
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
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.
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.
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.
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.
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.