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Creating organisational change: A case study

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An integrated rural development programme with the goal of poverty alleviation ... a regional network of groups commited to gender equality to support learning, ... – PowerPoint PPT presentation

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Title: Creating organisational change: A case study


1
Creating organisational change A case study
  • Gender Focal Points Coaching Course
  • 21 to 22 August, 2008

2
Sarhad Rural Support Program (SRSP)
  • An integrated rural development programme with
    the goal of poverty alleviation
  • Operates in 10 districts of the North West
    Frontier Province of Pakistan
  • 200 staff divided between head office and
    district units

3
SRSP
  • Main strategy mobilising the rural poor, and
    supporting them to undertake development
    activities of their own
  • Programme components
  • micro-finance, supporting small enterprises
  • capacity building (particularly in natural
    resource management)
  • human resource and physical infrastructure
    development

4
SRSP
  • Context for gender equality
  • Strict sex segregation and rigid gender roles
  • Women observe purdah limiting their mobility
    and public presence
  • Women have very limited involvement in
    decision-making in public or private

5
SRSP
  • WID programme
  • Parallel structure own staff and programme
  • Promoted organisation building, income generation
    and workload reduction for women
  • In 1996 moved to a more integrated approach to
    gender and joined initiative on gender and
    organisational change

6
Change strategies
7
Broad-basing responsibility for gender-equitable
development
  • a) Structural change GAD infrastructure
  • Head office a gender unit supported by a Gender
    core group (involving the GU, district GMOs and
    heads of Human Resources and PME)
  • Districts Gender Mainstreaming Officers
    supported by Regional Gender Groups
  • Roles to facilitate gender mainstreaming, train
    people, and monitor integration of gender
    concerns

8
Broad basing strategies
  • b) Focusing on political and cultural systems
  • Explaining the shift from WID to GAD
  • Sector specific gender awareness training also
    gave space for staff to discuss concerns /
    opposition
  • Internal networking among GMO and GU for support
  • Built strategic alliances with key managers

9
Making the workplace habitable for women men
  • a) Getting more women into the field
  • Equal opportunity strategy
  • Also affirmative action Some technical and
    sector-specific posts open only to women in open
    postings qualifications relaxed for women and
    provided on-the-job training
  • Began womens internship program
  • Providing travel facilities and hostel services
    for women in the regions (and maintained these
    despite other budget cuts)

10
Making the workplace habitable for women men
  • Recognising womens reproductive role
  • Maternity and paternity leave provisions (with
    limits)
  • Placing married women near their home station
  • Separate transport for women field staff to
    facilitate community work and enable them to
    return home at reasonable hours
  • Providing affordable child care facilities for
    women and men staff with pre-school children
  • Reducing the intensity of community visits for
    pregnant women staff

11
Making the workplace habitable for women men
  • Getting women into leadership/ management
  • Minimal success in this area
  • Invited women from the general public, with
    related expertise, to sit on the board (rather
    than drawing only from membership)
  • Result from an all male board to one where 5 of
    19 members were women
  • Despite an increase of women at the professional
    level, only one woman moved into management

12
Addressing organisational culture
  • Collective development of a gender policy
  • Used a consultative process in which all staff
    could debate all clauses of the policy
  • This created space to build common understanding
    and allowed opposition to be voiced and addressed
  • For example addressing mens questions about
    whether gender equality policies contradicted
    religious norms by organising workshops with
    Islamic scholars
  • Men who were part of the group developing the
    policy promoted and defended it with other men

13
Addressing organisational culture
  • Results from the gender policy process
  • It set a new standard for democratic functioning
    across the organisation
  • Men and women learned to treat each other equally
  • The workplace became more comfortable for women

14
Addressing organisational culture
  • Creating voice
  • Regular informal discussions with women staff
    about their experiences and concerns
  • The Gender Core Group took role of advocating for
    issues raised by women workers, creating greater
    internal accountability
  • Developed a regional network of groups commited
    to gender equality to support learning, and
    increase resources available to their offices and
    programmes
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