TO MAKE THINGS HAPPEN

AN OD INTERVENTION

WHY? DEMOTIVATED WORKFORCE CAN

SEVERLY HAMPER GROWTH. UNCLEAR STRUCTURE WILL HAMPER

ROLE CLARITY OF WORKFORCE. INEFFECTIVE PROCESSES WILL BE

TAXING ON THE EMPLOYEES AND THE CUSTOMER.

DIFFUSED VISION AND UNCLEAR STRATEGYWILL LEAD TO CONFUSION AMONG PEOPLE.

WHY?

BECAUSE PEOPLE CAN MAKE OR BREAK AN ORGANISATION...

...EMPLOYEES WITH PASSION WILL TIDE THEIR ORGANISATION

THROUGH BAD TIMES…..

ORGANISATIONAL DIAGNOSIS PERSPECTIVES

CULTURE

TRANSFORMATIONAL FACTORS

EXTERNAL ENVIRONMENT LEADERSHIP MISSION & STRATEGY ORGANISATION CULTURE INDIVIDUAL & ORGANISATIONAL

PERFORMANCE.

TRANSACTIONAL FACTORS

MANAGEMENT PRACTICES STRUCTURE SYSTEMS WORK UNIT CLIMATE TASK REQUIREMENTS & INDIVIDUAL

SKILLS / ABILITIES MOTIVATION INDIVIDUAL & ORGANISATIONAL

PERFORMANCE.

LEADERSHIP VISION IMAGE POWER INNOVATION STYLE RISK TAKING

STRUCTURE ROLES RELATIONSHIPS

PROCESS PLANNING OPERATIONS CONTROL COMMUNICATION AUTOMATION EDUCATION ALLOCATION REWARDS

WORKFORCE VALUES / ETHICS SKILLS / COMPETENCIES KNOWLEDGE MOTIVATION COMMITMENT

EMPLOYEES TODAY VALUE ...

INDEPENDENCE JOB SATISFACTION FLEXIBILITY OPPORTUNITIES FOR

ADVANCEMENT OPPORTUNITY TO INNOVATE.

CUSTOMERS TODAY VALUE ...

SUPERIOR QUALITY WHAT HE WANTS - NOT WHAT THE

COMPANY WANTS TO SELL. SERVICE FLEXIBILITY

VITAL SIGNALS

POWER Do employees believe they can affect

organization.Do they believe they have the power to make things happen?

IDENTITY Do individuals identify narrowly with their function

or they identify with the organisation as a whole? CONFLICT

How do members of the organisation handle conflict?

LEARNING How does the organisation learn? How does it

deal with new ideas.

INTERVENTIONS INCORPORATING EMPLOYEES - fully into

the process of dealing with business challenges.

LEADING FROM A DIFFERENT MINDSET - so as to sharpen and maintain employee involvement and constructive stress.

INSTILLING MENTAL DISCIPLINES - that will make people behave differently and help them sustain their new behaviour.

ACTION PLAN

A RECIPE FOR CHANGE

ACTION PLAN - STRATEGY BUSINESS PLANNING / GOAL SETTING /

TACTICAL STEPS. FOCUS ON BUILDING CORE BUSINESS

CAPABILITY. LEAN & FOCUSSED COMMITMENT OF HUMAN /

PHYSICAL ASSETS. HIGH COMMITMENT OF RESOURCES -

INFORMATION & COMMUNICATION. REVIEW MECHANISMS. PERIODIC FEEDBACK & CORRECTIVE

INTERVENTIONS. TRANSFER / SHARE CRITICAL LEARNING

EXPERIENCES

ACTION PLAN - SYSTEMIC

STRUCTURE FLAT STRUCTURES HIERARCHIES DEMYSTIFIED COMMUNICATION CHANNELS - ALL

DIRECTIONS GREATER ROLES AND

RESPONSIBILITIES.

ACTION PLAN - SYSTEMIC

PROCESSES INFLUENCING RESOURCE MARKETS

THROUGH INFORMATION ABOUT THE GROUP.

INFLUENCING PRODUCT MARKET THROUGH CUSTOMER AWARENESS.

MANAGEMENT STYLE AND CULTURE. ORGANISATIONAL LEARNING.

ACTION PLAN - PEOPLE MORALE / MOTIVATION UNCERTAINTY MANAGEMENT

Communication Participation

STRESS MANAGEMENT Job Design / Role Clarity Career Development

CONFLICT MANAGEMENT Peaceful Co-existence Problem Solving Compromise

MORALE BUILDING STRATEGIES

CELEBRATIONS ON MILESTONESACHIEVEMENTS GALLERYOPEN FORUMS - VENT FOR

FEELINGSFRIENDLY & TRUSTFUL CULTUREMAINTAIN DIGNITY TO THE

INDIVIDUALPRAISE IN PUBLIC

MOTIVATION STRATEGIES

BE A PART OF THE PROCEEDINGS.FLEXIBLE WORK ENVIRONMENTGOOD JOB CONTENT - LOT OF

FREEDOMJOB ROTATION / CAREER PLANNINGRECOGNITION SCHEMESCROSS FUNCTIONAL EXPOSURE

MOTIVATION STRATEGIES

TASK FORCE - FOR SPECIAL ASSIGNMENTS

TOP MANAGEMENT PARTICIPATION - HANDS ON.

ENCOURAGE SOLUTIONS FROM THE RANKS

CULTURE TO FOSTER A PASSION TO WORK

COMMUNICATION STRATEGIES

ANNOUNCEMENTS NEWSLETTER TRAINING PROGRAMS

THEME PROGRAMS CULTURE BUILDING EXERCISE VISION & VALUES EXERCISE

COMMUNIQUES / SEMINARS GOALS / VALUES / VISION - TO BE

EMPHASISED ON ALL FORUMS.

COMMUNICATION STRATEGIES

FUTURE STRATEGY SHOULD BE COMMUNICATED DOWN THE LINE.

OPEN HOUSE SESSIONS ENCOURAGE EMPLOYEE

SOCIALIZATION ORGANISATIONAL LEARNING

EXPERIENCES.

TRAINING STRATEGIES

MODULE 1 : SOCIALISATION & INDUCTION

GET TO KNOW THE ORGANISATION. SOIL HANDS AT THE GRASSROOT LEVEL. REINFORCEMENT OF VISION & VALUES.

MODULE 2 : BASIC KNOWLEDGE & SKILLS

TRAINING RELEVANT TO AN INDIVIDUALS RESPONSIBILITIES.

IMPROVES KNOWLEDGE & SKILLS. INPUTS IN ACHIEVEMENT & AFFILIATION

TRAINING.

TRAINING STRATEGIES

MODULE 3 : CROSS FUNCTIONAL OVERVIEW

INPUTS ON INTERNAL & EXTERNAL ENVIRONMENT.

SIGNIFICANT AFFILIATION TRAINING.

MODULE 4 : OVERALL BUSINESS APPRECIATION

SPECIALIZATION IN PARENT FUNCTION. INPUTS ON POWER & LEADERSHIP

TRAINING.

TRAINING STRATEGIES

MODULE 5 : BUSINESS STRATEGY & ENVIRONMENT.

TRAINING ON STRATEGY FORMULATION. LEADERSHIP & POWER MANAGEMENT.

RELEVANT PROCESS INTERVENTION AS APPROPRIATE TO THE ORGANISATION SHOULD BE PROVIDED FROM TIME TO TIME.

STRESS MANAGEMENT

JOB DESIGN / ROLE CLARITY Reducing the scope for placing people

under stress and clarifying roles.

CAREER DEVELOPMENT Placing people in jobs with which they can

cope and advance their careers in accordance with their capabilities.

CONFLICT MANAGEMENT PEACEFUL CO-EXISTENCE

Encouragement to work with one another. Maximum exchange of views & information. May not be practicable all the time.

PROBLEM SOLVING Joint development of solutions. Sharing responsibility for achievement. Arises need to find a genuine solution to a

problem. COMPROMISE

Splitting the difference by negotiations. Assumption that there is no right or best

answer.

CULTURE STRATEGIES

BUILD AN INTRICATE UNDERSTANDING OF THE BUSINESS

ENCOURAGE UNCOMPROMISING STRAIGHT TALK.

MANAGE FROM THE FUTURE. HARNESS SETBACK - RECONTEXTUALIZE

FAILURE. PROMOTE INVENTIVE ACCOUNTABILITY -

RESPOND TO UNREASONABLE CUSTOMER REQUESTS

UNDERSTAND THE QUID PRO QUO. CREATE RELENTLESS DISCOMFORT FOR

THE STATUS QUO.- SURPASS BENCHMARKS.

LEADERSHIP ROLES TASK / VISION - Achieve the task / vision with

the group. GROUP MAINTENANCE - Hold the group

together. Build up team spirit and morale. IMAGE BUILDING -Build up a strong image of

the institution. SITUATIONAL LEADERSHIP - Follow the

situational leadership role of : Tell / Sell / Consult / Join / Delegate.

POWER MANAGEMENT - Diffuse Power Centres

MECHANISMS FOR ABSORBING HUMAN IMPACT EARLY IDENTIFICATION OF …

JOBS / PROCESSES LIKELY TO UNDERGO A CHANGE.

COMPETENCIES LIKELY TO BECOME OBSOLETE.

NEW COMPETENCIES NEEDED. RETRAINING. REDEPLOYMENT TO SUBSTITUTE HIRING

WHEREVER POSSIBLE. EXIT OPTIONS.

CREATING A WELCOME CLIMATE FOR THE CHANGE INFORMAL COMMUNICATION

PROCESS THROUGHOUT. LEAD BY EXAMPLE PERIODIC FORUMS FOR

CONSULTATION WITH ORGANISATIONAL MEMBERS

TOP MANAGEMENT TO KEEP TALKING ABOUT THE FUTURE.

THE ENVIRONMENT SHOULD GIVE THE MESSAGE THAT IT IS A “FUN” PLACE TO WORK

THE SMILE SHOULD BE ALWAYS THERE ON THE FACE

- THE CHESSIRE CAT SYNDROME

Valuing People, Not AssetsLoosening Steering and ControlOrganizing for LearningShaping the Human Community

VALUING PEOPLE, NOT ASSETS

Assets and profits - are like oxygen necessary for life but not the purpose of life “Stora” was in the copper business in order

to exist; it did not exist to be in copper

LOOSENING STEERING AND CONTROL The organisation must give people the

space to develop ideas Freedom from

Control Direction Punishment for failure Taking risks with people

• e.g. rose buds

ORGANISING FOR LEARNING

How to learn The members of the species should move

around in flocks or herds and not individually

Some must have potential to invent new behaviours - new skills

Must have established process for transfer of learning to the entire communityShell spends about $ 2,400 per employee

LIVING COMPANY MEMBERS Are aware that they hold values in

common. whoever cannot live with the Company’s values cannot and should not be a member.

Essence of underlying contract is mutual trust.

Money is not considered a positive motivator.

Management becomes stewardship.

Living, Learning Companies stand a better chance of surviving and

evolving in a world they do not control