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

2. Thought of the Day

3. 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

4. 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

5. 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

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

7. OD: Concepts Framing

8. 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.

9. 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

10. 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

11. 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.

12. OD Dimensions
Contextual
Structural
Human

13. 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

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

15. Need Assessment

16. 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.

17. 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

18. 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

19. 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

20. 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

21. 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

22. 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

23. 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

24. 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

25. 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

26. 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

27. 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

28. 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

29. 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

30. 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

31. 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

32. O n M Survey Report Format

33. Thank you and Feedback
SFchange