Organization and Management (O&M) Survey 2074/03/08 Suwarn Kr. Singh, Nabin Chapagain,Pratibha Dhungana

Thought of the Day

Agenda Organization and Management (O&M) Survey: Concept and Process Organization development concepts and dimensions OD need assessment techniques OD intervention techniques in practice Conducting O&M Survey: Essential

O n M: Concept and Process Is a process concept performed to identify the continuous improvement and simplification needs Is the smaller domain of Organizational Development: where need identification and intervention is initiated for improvement and simplification of administrative procedures

O n M: Concept and Process It replicate the similar cycle of OD but performs in more microscopic domain (Like: waste reduction, better office layout, staff utilization, Skill Development, SOP’s Development) At the end it is contributing to the larger picture of organizational development

OD: Concepts Framing Draw a picture that represents APF at present List components of the drawing

OD: Concepts Framing

OD Movements: Theories and Philosophies 1960’s – Early 1990’s: Scientific management to allow organizations to perform efficiently and effectively by accounting for the need for cooperative roles and relationships between management and labor.

OD Movements: Theories and Philosophies Early 1990’s – Late 2010: Labor-management cooperation Higher output Improved quality Lower costs Higher wages Questioning old habits Experimentation Clear tasks and goals Feedback Training, Mutual help and support Stress reduction & Careful selection and development of people

OD Movements: Theories and Philosophies 2010 Onwards: Organization Development is system wide application and transfer of behavioral science and knowledge to a planned development, improvement, and reinforcement of the strategies, structures, and processes that lead to organization effectiveness. By: Cummings and Worley, 2004

Organization Development: Definition OD is an effort (1) planned, (2) organization-wide, and (3) managed from the top, to (4) increase organization effectiveness and health through (5) planned interventions in the organization’s “processes,” and Structure (6) using behavioral science knowledge.

OD Dimensions Contextual Structural Human

Tools used: Structure and systems Simple self assessment Questionnaires KII: Key Information Interview Work load analysis Focused Group Discussion with Departments Field Analysis Stakeholders opinion analysis PRA - Participatory Rural Appraisal

Techniques of OD Consultation/Survey Feedback Reflective Learning Cycle Field Analysis Organizational Lifeline & Value Chain Analysis Appreciative Inquiry & Solution Focused Learning History

Need Assessment

Needs Assessment A systematic exploration of the way things are and the way they should be. These "things" are usually associated with organizational and/or individual performance.

When do you conduct a Needs Assessment? A Needs Assessment takes place before the activity is designed. To make decisions regarding priorities for the interventions To ensure effectiveness of interventions Optimum utilization of resources Clarifying where we are now, and where we want to be Assessing the gap between them Identifying the challenges or obstacles in your way Developing a plan for bridging the gap

Organization-Level Diagnostic Model Inputs Design Components Outputs General Environment Industry Structure Technology Strategy Structure HR Measurement Systems Systems Effectiveness Organization Culture Cummings & Worley, 7e (c) 2001

Group-Level Diagnostic Model Inputs Design Components Outputs Organization Design Goal Clarity Task Team Structure Functioning Group Group Composition Norms Team Effectiveness Cummings & Worley, 7e (c) 2001

Individual-Level Diagnostic Model Inputs Design Components Outputs Organization Design Group Design Personal Traits Goal Variety Task Identity Autonomy Task Feedback Significance about Results Individual Effectiveness Cummings & Worley, 7e (c) 2001

It’s not what you know, but how you know it Needs (gaps) are identified in 4 ways: Types of Need Normative Relative Expressed Perceived

Types of Need Normative Defined as falling below a standard criterion established by custom, authority, or general consensus. Strength: Allows planners to use objective targets Weakness: Need levels change with time and must be re- evaluated

Types of Need, cont. Relative Measured by the gap between the level of service between similar communities Strength: Can lead to a priority for distribution of limited resources Weakness: Limits resource allocation to under-performing areas

Types of Need, cont. Expressed Defined in terms of the number of people who actually have sought (wanted) help Strength: Focuses on situations where people have taken action Helps to determine barriers Weakness: Not all people with Needs seek help Loss of the bigger picture

Types of Need, cont. Perceived Defined in terms of what people think their needs are or feel their needs to be Strength: Easy to come by Weakness: Subjective

Steps in Assessment Step 1. Perform a "gap" analysis Step 2. Identify priorities and importance Step 3. Identify causes of performance problems and/or opportunities Step 4. Identify possible solutions and growth opportunities

Organizational Level Leadership and its role Structure and systems Relationship and networks Stakeholders Analysis: Identifying and defining role of stakeholder Learning History Organization and Management Strategy Plan

Team Level Process consultation Role analysis Role negotiation “Startup” Team building activities Relationship, process, decision making, problem solving, planning, goal-setting skills Quality of work life (QWL) programs Quality circles Appreciations and concerns exercise Self managed teams Survey Feedback Leadership and Management

Individual/Interpersonal Education Training Knowledge in Technical task needs Relationship, process, decision making, problem solving, planning, goal-setting skills Job redesign, Job enlargement and enrichment, Job motivation, Job recognition, Job security and satisfaction Behavior modeling Coaching, mentoring and counseling

Peters&waterman characteristics Output: Excellence characteristics of top performing companies Bias toward action: value action, doing, implementation; make mistakes & be innovative; take risks, don’t just talk Customer driven: respond to needs and satisfaction through excellent products and services Promote autonomy & entrepreneurship: support innovation & change; share ideas & create synergy Involve people: encourage participation of people at all levels; encourage diversity & conflict; progress is based on consensus, trust, belonging. Hand on, Values driven: be clear on values & mission; know what company stands for; leaders involved at all levels Stick to the knitting: stay with what you do best Simple form, lean staff: few staff positions; downsize in numbers & levels Loose-tight controls: central control around core values’ flexible around peripheral procedures and structures Peters&waterman characteristics

Traditional problem solving Traditional problem solving Vs OD Intervention What’s wrong? How did it happen? How can we fix it? Hid we fix it? Traditional problem solving

O n M Survey Report Format

Thank you and Feedback SFchange