Bsbmgt615 Contribute to Organisation Development

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 topdown 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:

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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:

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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 influencethe 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 alreadyheld 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.

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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: 

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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.