Effective organization in a context of organizational development

the effectiveorganization

I N T H E C O N T E X T O F O R G A N I Z A T I O N A L D E V E L O P M E N T

A L O N Z O C A C H O C A S U G A

T H E E F F E C T I V E O R G A N I Z A T I O N

organizationaldevelopm

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. . . . . . . . . . . . . . . . . .WHAT IS ORGANIZATIONAL

DEVELOPMENT?Organizational development is the process through which an

organization develops the internal capacity to be the most effective it can be in its mission work and to sustain itself over the

long term.



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WHY PURSUE

ORGANIZATIONAL SURVIVAL

whether improving basic systems or providing space to understand

and address critical transitions, organizations credited OD work with their very survival.

ORGANIZATIONAL DEVELOPMENT?



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WHY PURSUE

“BEING THE BEST WE CAN BE”

by improving the quality of their work through human or

technical investments, organizations built their credibility and accountability in the eyes of

their constituents and supporters.




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WHY PURSUE

RAISING MORE RESOURCES FOR THE MISSION WORK

as organizations strengthened their capacity

for evaluation, communication, collaboration and fundraising, they attracted more resources

to increase the level and impact of their program work.




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WHY PURSUE

“WALKING OUR TALK”

by focusing on the values that are the foundation of the mission work,

OD led organizations to make a commitment to practice internally what they are seeking to

accomplish externally.




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WHY PURSUE

DEVELOPING STAFF AND BOARD MEMBERS SO THEY CAN IMPROVE PROGRAM RESULTS


by creating an environment where people feel valued and seek continual learning and

improvement, staff and board members increased their energy and effectiveness towards the achievement of mission.



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A VISION OF ORGANIZATIONAL

HEALTHManagement Systems and

Structures

COMPONENTS OF AN EFFECTIVE ORGANIZATION

VISION, VALUES & MISSIONSTRATEGIC THINKING

AND PLANNING

Program Development and Implementation

Legal Compliance, Fiscal Management and Public

Accountability

Evaluation, Learning

and Accountabil

ity

Human Resource ManagementOrganizational Culture

GOVERNANCEResource Development

CONSTITUENT RELATIONSHIPS

Collaboration



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MABUHAY

ALONZOWEDNESDAY

CASUGARICHARD RONALD

CACHO



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DESCRIPTIONS

VISION, MISSION AND VALUES

CORE COMPONENTS

An organization’s values and vision express the essential commitments of people in the organization and form the

foundation for the organization



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DESCRIPTIONS


CORE COMPONENTS

Its values are the core beliefs that

shape the vision and guide the organization’s day-to-day actions.



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DESCRIPTIONS


CORE COMPONENTS

The vision describes an organization’s preferred future, the future its board, staff and constituents want to help create.



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DESCRIPTIONS


CORE COMPONENTS

An organization’s mission, the role it will play in creating the preferred future, flows from its vision and values.



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DESCRIPTIONS


CORE COMPONENTS

The mission should reflect a realistic but farsighted determination of who the organization is, who it serves, what it does, and what

it can accomplish.



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DESCRIPTIONS


CORE COMPONENTS

In strong organizations, vision, values and mission are shared, understood and embraced by the board, staff, and members or constituents. They are the touchstone for every organizational

decision. They are reflected in policies, procedures and practices.



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DESCRIPTIONS


CORE COMPONENTS

Creating and continually assessing and reaffirming its vision, values and mission may be the most important organizational

development work an organization can undertake.



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DESCRIPTIONS

GOVERNANCE

CORE COMPONENTS

A strong board and governance structure can help an organization weather critical program, staffing and funding crises



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DESCRIPTIONS

GOVERNANCE

CORE COMPONENTS

. On the other hand, many organizations with weak, ineffective boards fail to remain effective over the long run, regardless of how strong their programs, how healthy their funding base, or

how skilled their staffs



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DESCRIPTIONS

GOVERNANCE

CORE COMPONENTS

The relationships among board and staff members contribute to

or undermine an organization’s effectiveness.



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DESCRIPTIONS

GOVERNANCE

CORE COMPONENTS

The most effective organizations

build and nurture trusting

relationships among their board,

staff and constituents as the

foundation for making and

acting upon good decisions.

The structures and policies for decision

making should reflect the values of the organization.

An organization’s

governance sets the tone for

the organizational culture

and expresses the

organization’s understanding

of power relationships.



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DESCRIPTIONS

GOVERNANCE

CORE COMPONENTS

OD work related to governance includes

Clarifying board roles and responsibilities

Negotiating relationships between

board and staff

Understanding and addressing racism and

other oppression

Developing governance systems and structures

Developing skills of individual board

members

Planning for board and leadership

development



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DESCRIPTIONS

STRATEGIC THINKING AND PLANNING

CORE COMPONENTS

Effective organizations periodically take stock of their strengths and weaknesses and the

environment in which they work in order to set clear goals, objectives, strategies and tactics.



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DESCRIPTIONS


CORE COMPONENTS

Strategic thinking and planning are integral to the way the organization works day-in and dayout.

The strategic plan is a living document that informs annual and monthly work plans and

forms the basis for periodic evaluations of staff, board and programs.



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DESCRIPTIONS


CORE COMPONENTS

Daily decisions, from program implementation to fundraising priorities, must be consistent with the strategic plan.Even so, the strategic plan is flexible enough to

respond to new realities.

The organization recognizes the importance of adapting to change, internally and externally, to keep

its work effective.



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DESCRIPTIONS

PROGRAM DEVELOPMENT AND IMPLEMENTATION

CORE COMPONENTS

Program planning and development is the responsibility of staff, but it should involve constituents to whom the program—and the

organization—is accountable.



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DESCRIPTIONS


CORE COMPONENTS

Participants have a stake in the outcomes and are the best gauge of the program’s effectiveness.



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DESCRIPTIONS


CORE COMPONENTS

Board members may be important resources for guidance and support. In an effective organization, program development,

evaluation, and strategic planning are interconnected for continuous learning.



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. . . . . . . . . . . . . . . . . .Components of an Effective Organization

EVALUATION, LEARNING AND ACCOUNTABILITY

Evaluate - to determine the significance, worth, or condition of usually by careful appraisal and study (Merriam-Webster).

Accountability - an obligation or willingness to accept responsibility or to account for one's actions (Merriam-Webster).



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. . . . . . . . . . . . . . . . . .Effective organizations are active in evaluating their work and

learning from success and failure.

The ultimate evaluation of any program is its effectiveness toward reaching the organization’s mission.

Effective organizations document their work, report and communicate in timely and appropriate ways, and aspire to be

transparent to their internal and external publics.

The points of decision-making are determined by such factors as ability, sense of responsibility and availability of information.

On-the-job learning; feedback and advice are freely sought and given; each member has potential and something to contribute.



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HUMAN RESOURCE MANAGEMENT

CORE COMPONENTS

the organizational function that deals with issues related to people such as compensation, hiring, performance management,

organization development, safety, wellness, benefits, employee motivation, communication, administration, and training

(humanresources.com)



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CORE COMPONENTS

People are often the most valuable resource an organization has. How they are developed and managed is critical to their productivity

and to the organization’s success.



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CORE COMPONENTS

Effective organizations provide individuals with avenues of service and opportunities for personal development that match their skills

and interests. They offer training, mentoring and professional development support.



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CORE COMPONENTS

Supports the notion that people must take care of themselves and not be exhausted by the work.



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CORE COMPONENTS

Personal needs and relationships are valued by and matter to the leadership.



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ORGANIZATIONAL CULTURE

CORE COMPONENTS

Organizational culture includes written and unwritten rules that shape and reflect the way an organization operates. In short, it is

how people do the work of the organization.



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CORE COMPONENTS

In effective organizations, the physical and spiritual expressions of organizational culture are in alignment with the organization’s core

values.



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CORE COMPONENTS

To change organizational culture, board and staff members must recognize the current culture, analyze the consistency between the organization’s values and its culture, then take steps to change the

culture.



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CORE COMPONENTS

Members are free to voice their concerns and observations; members expect that problems will be addressed and are optimistic

about the outcome.



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CORE COMPONENTS

Relationships are honest; members care about each other; sense of community exists.



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MANAGEMENT SYSTEMS AND STRUCTURES

CORE COMPONENTS

Organizations develop systems and structures for governance, human resources, information management and technology, communications, finance, training and development, planning and evaluation, and much more.



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CORE COMPONENTS

In effective organizations, these systems and structures are aligned with the organization’s vision, values and mission. They are reviewed and adapted regularly so that they stay

responsive to the current needs of the organization.



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CORE COMPONENTS

As part of organizational development, organizations may analyze and adapt existing systems, develop new systems or structures, or document what is already in place. Any of this work must be done in

the context of the organization’s core values, vision and mission.



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CORE COMPONENTS

Organizational structure, policies and procedures are designed to assist members complete the task and to protect the long-term

health of the organization.



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Legal Compliance, Fiscal Management and Public Accountability

CORE COMPONENTS

Effective organizations are accountable to ethical standards that may not be legallyenforceable, but are consistent with the

organization’s values.



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Legal Compliance

CORE COMPONENTS

Compliance to DTI, BIR, DOLE and other government institutions



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Fiscal Management

CORE COMPONENTS

The planning, directing, monitoring, organizing and controlling of the monetary resources of an organization (Business Dictionary)



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Public Accountability

CORE COMPONENTS

Members/Employees Board

(Customers)Community



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RESOURCE DEVELOPMENT (BUDGET ALLOTMENT)

CORE COMPONENTS

Effective organizations have clear plans for resource development (budget allocation) and the human capacity to implement those

plans.



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RESOURCE DEVELOPMENT (BUDGET ALLOTMENT)

CORE COMPONENTS

Sustainable resource development (budget allocation) requires clear program and financial objectives, a long-range plan and an annual

plan for budget, active and trained board members, skilled staff, and effective systems for record-keeping, communication, evaluation and

reporting.



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Constituent (Customer) Relationships

CORE COMPONENTS

This component permeates all other core components in effective organizations.



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CORE COMPONENTS

Effective organizations are serious about their accountability to their constituents (customers). They are responsive to changing realities

in their communities and seek to change that reality as well.



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CORE COMPONENTS

In effective organizations, close relationships with constituents (customers) are woven into the fabric of the organization, providing

day-to-day and long-term accountability.



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COLLABORATION

CORE COMPONENTS

Organizations must collaborate—by planning together, sharing resources, and using complementary strategies—to amplify their

work.



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CJ Cariola

The following diagram attempts to capture the interrelationships of the core components andtheir alignment with the vision, values and mission, which is the core of the organization. Theorganization’s relationship with its constituents and its collaboration with other communitygroups form the “line” between the organization and its community. This line is permeable,reflecting the impact of the organization on the community and vice versa.



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Characteristics of an Unhealthy and Healthy Organization

Source: J.K. Fordyce and R. Weil, Managing with People. Reading, MA.: Addison-Wesley, 1971. pp 11-14. Edited by J. Gagnon, 5/90; revised by M. Wiseman, 8/06.

1. Goals are widely shared by the members; there is a consistentfocus on the goals.2. Members are free to voice their concerns and observations; members expect that problems will be addressed and areoptimistic about the outcome.3. Problem-solving is highly pragmatic; members work together informally; leaders are frequently challenged.4. The points of decision-making are determined by such factors asability, sense of responsibility and availability of information.5. There is a noticeable sense of team play in planning and inperformance – responsibilities are shared.6. The thoughts and opinions of the general membership are soughtand valued by the leadership.7. Personal needs and relationships are valued by and matter to theleadership.8. Collaboration is the model; members readily ask for or offerassistance.9. The membership comes together in a crisis and works together untila resolution is reached. Conflicts are seen as part of the development of the organization; with conflict comes growth.10. On-the-job learning; feedback and advice are freely sought andgiven; each member has potential and something to contribute.

1. General membership has little investment in organizational goals2. Members see what is wrong but do not offer constructive actions to assist organization; members discuss issues outside of the group3. Members operate on a superficial level –look to leaders to solve the problems rather than working together.4. Leaders try to control as many decisions as possible; decisions are made with inadequate information.5. Leaders feel alone; delegated tasks are not completed as intended.6. The thoughts and opinions of the general membership are not respected by the leadership.7. Personal needs and feelings are secondary to organizational concerns.8. Members compete when they need to collaborate. Seeking or accepting help is seen as a sign of weakness. Distrust and mean-spiritedness reigns.9. Members withdraw or cast blame upon others when there is a crisis. Conflict is mostly covert and managed by group politics/norms; there are endless arguments.10. Learning is difficult. Members learn from own mistakes rather than learning from their experienced peers; very little feedback is offered. Feedback is avoided or not helpful.



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Characteristics of an Unhealthy and Healthy Organization

Source: J.K. Fordyce and R. Weil, Managing with People. Reading, MA.: Addison-Wesley, 1971. pp 11-14. Edited by J. Gagnon, 5/90; revised by M. Wiseman, 8/06.

11. Relationships are honest; members care about each other;sense of community exists.12. Members are excited about the organization and are there by choice; members are optimistic; organizational meetings and events are productive and enjoyable.13. Leadership is flexible and shared; situation and context are considered; adviser serves appropriate role.14. High degree of trust exists among membership; sense of freedom and mutual responsibility;15. Risk is accepted as a condition of growth and change for the organization and the members. “What can we learn from each mistake?”16. Poor performance is confronted appropriately – through a feedback process with participation of all parties.17. Organizational structure, policies and procedures are designed to assist members complete the task and to protect the long-term health of the organization.18. There is a sense of order, yet a high rate of innovation; practices are evaluated and revised.19. Organization adapts to opportunities; awareness of environment and changes; anticipating the future.20. Frustrations are the call to action. Membership takes theresponsibility to save the organization.

11. Relationships are jeopardized by self interests; members feel alone and have a lack of concern for one another. There is an undercurrent of uncertainty and fear.12. Members feel locked into their roles in the organization. Members are bored and tired but stay with the organization for a sense ofsecurity; often do not participate in meetings or formal work of theorganization; meetings and events are painful; poor membership retention.13. The adviser is the parent figure to the organization.14. The leadership tightly controls expenditures and group process, demand excessive justification, allow little freedom to make mistakes15. Minimizing risk has a very high value. “One mistake and you are out!”16. Poor performance is glossed over or handled arbitrarily.17. Organizational structure, policies, and procedures hinder the advancement and development of the organization; members use to own advantage instead of using them as they were designed.18. Tradition – “We’ve always done it that way…”19. Innovation is not widespread or encouraged. 20. Members swallow their frustrations or refuse to play an active part in rescuing the Organization.

Date post:	16-Dec-2014
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