organizational development

11. ORGANIZATIONAL DEVELOPMENT

Definition:

Planned à effort

To improve = org effectiveness --- Org. capability

Through designed process - for problems solving

- for self renewal

Main Objectives:

Increase Level à trust

New ways à learning + coping

Create an environment where

Authority of assigned role à authority of knowledge

Increase level à responsibility

Increase level à communication

Solution for à problems

Increase level à satisfaction

Improve à climate of org

Influence:

1) à act of affecting

attitudes behaviour

2) à individual or group by individual or group

involves

regulating motivating

behavior people

e.g. If Y commands X then Y has influence over X among à

man g à an influence process of getting things tone

Means of Influence:

Emulation Some people à imitate & adopt

Role models + superiors à behaviour + attitude

It is indirect mean

Suggestion : Idea presentation

Adopting line of action

It is direct mean:

Persuasion: Involves à influence and influence one explain other to do or not to do

something

It is direct interaction:

Coercion: direct / indirect

(threat) compulsion à effect beahviour

It is forced and hard mean:

Techniques:

Structured focused

Programme

Includes improve

Job enlargement: org effect

Task are added task

Greater variety relationships

Of tasks components

Job enrichment:

Managerial response are added:

Challenging job:

Matrix Org:

Provides flexible struct

Inflow + outflow of impr

In dynamic org

Manage by objective

Integrating

Org goal + personal goal

Behaviour Modification:

Reward more effective

Needs of employer considered

Survey feedback:

Collection and analysis

Data à which improve and process of

(also diff components of organization)

à flexitime:

employees

decide working hrs

certain limit is set

à linking Pin Organization

Mission Goals & Objective:

1. Mission (Purpose)

basic function in society, in terms of the product & services it produces for its clients.

Mission

Not written written

Mission statement

Mission

Strategy Adopt where we see future

Mission Statement:

à Document

à No Format

Includes:

- Fro whom organization exists

- Nature of business

- Ways of competing

- Principles of business

Purpose:

Focus of strategy Create corporate culture

Guide for decision making

Mission Statement

Communicate the purpose

Of business to outsiders

2. Goals & objectives:

A) Organization exists à collective goals

B) Management ensures that:

Strong desires do not opposed to organizatin’s goals.

Definition Goal:

The intentions behind decisions or actions, the states of mind that drive individual or collectives of individuals called. Organizations to do what they do.

Goal

Operational Goals Non-Operational Goals

- Objectives - Not objective

- Aims - Open objective

S pecific

M easurable

A ttainable

R esult oriented

T ime-bounded

Criteria for making goals:

Features:

Vertically consistent

Goal congruence (horizontal consistency)

Consistency with time span

Objectives

Identification of benefactions

Ideological goals

System goals Format goals

Goals

Scared personal goals

3. Commercial Goals & Objectives:

Difference

Objective Mission

1. Formal & Written cultural

2. Time limit x

3. Quantitative measure x

Goal Structure:

Mission

Corporate à set

Operational Implementation

Individual

Goal

Corporate Individual

- Concerned with the firm Specific to individual units

commercial public

Objectives of Making Goals:

Resource

Market

Employee development

Innovations

Productivity

Objective

Primary Corporate Secondary Strategic

Objective

Long term short term

Conflict:

Ways to deal with conflict

a à Bargaining

b à Satisficing (equality)

c à Sequential attention

d à Priority setting

4. Stake Holder’s Goals & Objectives

social responsibilities General & environmental influences

Evolution of Strategies

Economic objective influence of stake holders

General Environmental Influences:

a. External influences.

b. Influence of the nature of business.

c. Influence of organization’s culture.

Stakeholder à People who have interest in organization

Social Responsibility:

(By – Ansoff)

Objective

Primary Secondary

(Economic) (Social or non-economic)

which

Modify Management

Behaviour

Due to interaction

Of stakeholder individual

objective

Stakeholders’ Objective:

a) For employees:

- minimum wage level

- job security

- good working condition

- job satisfaction

- medical

- pension

- training

b) Customers:

- quality product & reasonable price

- meeting customer needs

c) Suppliers:

- regular order’s

d) Shareholders:

- Appropriate return

5 Subverting Mission

(by Mintzberg)

An act to have such goals which make the mission appear secondary.

These goals are system goals.

System Goals

Survival Control

Growth Efficiency

They are interrelated

Difficult to subvert mission when:

1. Powerful persons or groups

2. Professional organization (hospital)

3. Strong Ideology (missionaries)

Mission Negated by:

Conglomerate Diversification:

6. Management by Objectives:

Approach for setting objectives, targets & plans.

It provide co-ordination between

- Short-term & long term plans

- Junior & senior management plans.

- Efforts of different department.

Successful Achievement of Goals:

- Focus of Managers

- Managers target

- Managers Contribution

- Managers performance

- Boss know how

Hierarchy of Objectives:

Strategic Plans

Tactical plans

Improvement Management

Performance

Unit / Departmental Plans

Individual Plans

UNIT OBJECTIVES:

Departments

Primary Targets Senior Manager Department

Approved

Secondary Target

Key Results:

1)

Unit Improvement Plan

Job Improvement Plan

Key Results & Performance

Key Result Analysis

2) Performance Standards

Quantitative Qualitative

Advantages of MBO:

- Better management

- Converting strategic plans to management action plan

- Co-ordination

- Commitment

- Communication

- Change is possible (Adaptability)

Disadvantages of MBO:

- Not as effective as strategic Plans

- Long term targets à No

- Inflexibility

- Time consuming

- Overstress

7. Achieving Work Objectives:

M B O

Performance management System

Procedures:

Chronological sequence of required actions for performing a certain task.

- Efficiency

- Discretion à (who has to do what – defined)

- Familiarity

- Standardization

- Continuity

- Inter-operational friction

Standardization:

Means of co-ordination

1. Prioritizing and Work Planning:

Working Planning:

Work methods & practices

Objectives

Work Planning a Base For:

1. Scheduling & allocating of routine tasks.

2. Handling high priority tasks & deadlines.

3. Adapting changes.

4. standards for Working

5. co-ordination.

Steps:

1. Establishing priorities.

2. Scheduling & timetabling tasks

3. establishing check & control

4. contingency pan for

unscheduled events.

Priorities:

Work is done on he basis of priorities at each level.

Directing Resources:

Resources are managed as:

1) Assesing winere it is usefully spent

2) Scheduling

3) Timetabling the job

4) Resourcing right time

ABC Analysis

Pareto Analysis:

Item

A: C:

very important Marginally important

B:

Fairly important

Timescale of Work Planning:

Time Scale

Long Term Short Term

Medium

Term

Year

Month

Week

Day

Deadlines:

Endo the longest span of time allotted to a task

Critical Path Analysis

Planning Technique on the Pyramid of Deadlines