Odi i
- 1. TO MAKE THINGS HAPPEN AN OD INTERVENTION
- 2. 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.
- 3. WHY? BECAUSE PEOPLE CAN MAKE OR BREAK AN ORGANISATION... ...EMPLOYEES WITH PASSION WILL TIDE THEIR ORGANISATION THROUGH BAD TIMES…..
- 5. CULTURE
- 6. TRANSFORMATIONAL FACTORS EXTERNAL ENVIRONMENT LEADERSHIP MISSION & STRATEGY ORGANISATION CULTURE INDIVIDUAL & ORGANISATIONAL PERFORMANCE.
- 7. TRANSACTIONAL FACTORS MANAGEMENT PRACTICES STRUCTURE SYSTEMS WORK UNIT CLIMATE TASK REQUIREMENTS & INDIVIDUAL SKILLS / ABILITIES MOTIVATION INDIVIDUAL & ORGANISATIONAL PERFORMANCE.
- 8. LEADERSHIP VISION IMAGE POWER INNOVATION STYLE RISK TAKING
- 10. PROCESS PLANNING OPERATIONS CONTROL COMMUNICATION AUTOMATION EDUCATION ALLOCATION REWARDS
- 11. WORKFORCE VALUES / ETHICS SKILLS / COMPETENCIES KNOWLEDGE MOTIVATION COMMITMENT
- 12. EMPLOYEES TODAY VALUE ... INDEPENDENCE JOB SATISFACTION FLEXIBILITY OPPORTUNITIES FOR ADVANCEMENT OPPORTUNITY TO INNOVATE.
- 13. CUSTOMERS TODAY VALUE ... SUPERIOR QUALITY WHAT HE WANTS - NOT WHAT THE COMPANY WANTS TO SELL. SERVICE FLEXIBILITY Remember: They have more choice in the market
- 14. 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.
- 15. 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.
- 16. ACTION PLAN A RECIPE FOR CHANGE
- 17. 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
- 18. ACTION PLAN - SYSTEMIC STRUCTURE FLAT STRUCTURES HIERARCHIES DEMYSTIFIED COMMUNICATION CHANNELS - ALL DIRECTIONS GREATER ROLES AND RESPONSIBILITIES.
- 19. ACTION PLAN - SYSTEMIC PROCESSES INFLUENCING RESOURCE MARKETS THROUGH INFORMATION ABOUT THE GROUP. INFLUENCING PRODUCT MARKET THROUGH CUSTOMER AWARENESS. MANAGEMENT STYLE AND CULTURE. ORGANISATIONAL LEARNING.
- 20. 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
- 21. MORALE BUILDING STRATEGIES CELEBRATIONS ON MILESTONES ACHIEVEMENTS GALLERY OPEN FORUMS - VENT FOR FEELINGS FRIENDLY & TRUSTFUL CULTURE MAINTAIN DIGNITY TO THE INDIVIDUAL PRAISE IN PUBLIC
- 22. MOTIVATION STRATEGIES BE A PART OF THE PROCEEDINGS. FLEXIBLE WORK ENVIRONMENT GOOD JOB CONTENT - LOT OF FREEDOM JOB ROTATION / CAREER PLANNING RECOGNITION SCHEMES CROSS FUNCTIONAL EXPOSURE
- 23. MOTIVATION STRATEGIES TASK FORCE - FOR SPECIAL ASSIGNMENTS TOP MANAGEMENT PARTICIPATION - HANDS ON. ENCOURAGE SOLUTIONS FROM THE RANKS CULTURE TO FOSTER A PASSION TO WORK
- 24. 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.
- 25. COMMUNICATION STRATEGIES FUTURE STRATEGY SHOULD BE COMMUNICATED DOWN THE LINE. OPEN HOUSE SESSIONS ENCOURAGE EMPLOYEE SOCIALIZATION ORGANISATIONAL LEARNING EXPERIENCES.
- 26. 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.
- 27. 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.
- 28. 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.
- 29. 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.
- 30. 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.
- 31. 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.
- 32. 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
- 33. 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.
- 34. 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.
- 35. 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
- 36. Valuing People, Not Assets Loosening Steering and Control Organizing for Learning Shaping the Human Community
- 37. 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
- 38. 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
- 39. 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 community Shell spends about $ 2,400 per employee
- 40. 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.
- 41. Living, Learning Companies stand a better chance of surviving and evolving in a world they do not control