ORGANIZATIONAL DESIGN AND DEVELOPMENT INTERVENTIONS

1
ORGANIZATIONAL DESIGN AND DEVELOPMENT
INTERVENTIONS
2
Definition

• Organizational design and development is a
  process that examines the operation and
  management of an organization in an effort to
  ensure efficiency and competitiveness (see Table
  6--).

3

• This has compelled companies to examine the way
  they do business and to restructure their
  organizations.

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ORGANIZATIONAL DESIGN AND DEVELOPMENT
INTERVENTIONS COMPONENT OF THE HPT MODEL
TABLE 6--

• Strategic Planning and Management (Vision,
  Mission)
• Environmental Scanning
• Globalization
• Benchmarking
• Reengineering, Realignment, Restructuring
• Team-building Strategies
• Problem Solving and Decision Making
• Culture and Diversity
• Ethics
• Spirituality in the Workplace

5
Conti

• Organizational operations are affected by both
  internal and external factors. Political
  environments, the economy, technology, and social
  norms all have an impact on how an organization
  does business.

6

• Successful company leaders incorporate a variety
  of interventions to address these factors and to
  maintain an edge in their respective markets.

The interventions frequently used to affect
organizational design and development are shown
in Figure 6-13.
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ORGANIZATIONAL DESIGN AND DEVELOPMENT
INTERVENTIONS COMPONENT OF THE HPT MODEL
TABLE 6--13

• Strategic Planning and Management (Vision,
  Mission)
• Environmental Scanning
• Globalization
• Benchmarking
• Reengineering, Realignment, Restructuring
• Team-building Strategies
• Problem Solving and Decision Making
• Culture and Diversity
• Ethics
• Spirituality in the Workplace

8

• Strategic Planning and Management
• Strategic planning and management are the core
  inventions of organizational design and
  development.

9

• Successful strategic planning and management
  operations are at the heart of an organization
  and reflect the essence of what the company does.
  

10

• When organizations change, strategic planning and
  management provide direction to employees and
  serve as a guide to organizational purpose.

11
Conti

• This is expressed in terms of the mission, or the
  purpose of the organization, and the vision, or
  how the organization will appear when it achieves
  success.

12
Conti

• Strategic planning is the process by which an
  organization envisions its future and develops
  the necessary goals and procedures to achieve
  that vision.

To garner support and achieve success, a
strategic plan must be easily communicated and
must apply to the entire organization.
13
Conti

• Strategic management supports the organizational
  vision through the day-to-day implementation of
  the strategic plan.

14
Conti

• Successful organizational change occurs when
  daily operations and innovations are directly
  connected to the strategic plan.
• The results are shared common goals and a sense
  of ownership by employees and other stakeholders.

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ORGANIZATIONAL DESIGN AND DEVELOPMENT
INTERVENTIONS COMPONENT OF THE HPT MODEL
TABLE 6--

• Strategic Planning and Management (Vision,
  Mission)
• Environmental Scanning
• Globalization
• Benchmarking
• Reengineering, Realignment, Restructuring
• Team-building Strategies
• Problem Solving and Decision Making
• Culture and Diversity
• Ethics
• Spirituality in the Workplace

16
Conti

• Environmental Scanning
• Environmental scanning is a strategic planning
  technique for monitoring the trends in the
  external environment of an organization.

17
Conti

• This includes any political, economic, technical,
  social, national, or international factors that
  affect the operation of an organization.

18
Conti

• For example, political unrest in a foreign
  country may determine the price of a resource
  essential to the operation of a company, thus
  having an impact on the cost of doing business.

19
Conti

• Environmental scanning provides management with
  much of the information needed to develop and
  implement its strategic plan.
• The process focuses decision-making on trends and
  issues that may have an effect on the
  organization's future.

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• It can also help determine the education and
  training needs of current or future employees and
  assist in developing plans to meet those needs.
• Environmental scanning also supports other
  organizational development interventions

such as globalization, benchmarking, and
reengineering.
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ORGANIZATIONAL DESIGN AND DEVELOPMENT
INTERVENTIONS COMPONENT OF THE HPT MODEL
TABLE 6--

• Strategic Planning and Management (Vision,
  Mission)
• Environmental Scanning
• Globalization
• Benchmarking
• Reengineering, Realignment, Restructuring
• Team-building Strategies
• Problem Solving and Decision Making
• Culture and Diversity
• Ethics
• Spirituality in the Workplace

22
Conti

• Globalization
• Globalization is a means of achieving higher
  productivity and efficiency by identifying and
  focusing an organizations efforts and resources
  in key world markets.

23
Conti

• The fundamental ideas behind globalization are
  free flow of commerce, capital, and labor, and
  the belief that individuals can significantly
  influence large social and economic systems.
  Globalization is accomplished in several ways.

24
Conti

• Outsourcing non-core activities, combining
  purchasing volumes, and centralizing key support
  activities are examples of globalization
  techniques.
• Production and distribution activities are often

consolidated to create more efficient operations.
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• Success is based on the ability to quickly adjust
  to the needs of the customer. For this reason,
  globalization is often more successful in smaller
  organizations.

Globalization often includes acquisitions, joint
ventures, and coproduction.
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• It affects employees, customers, and suppliers.
  Globalization encourages people to attain a new
  awareness about their company and the world in
• which they live.

Through this realization come new opportunities
for personal and professional advancement and
satisfaction.
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ORGANIZATIONAL DESIGN AND DEVELOPMENT
INTERVENTIONS COMPONENT OF THE HPT MODEL
TABLE 6--

• Strategic Planning and Management (Vision,
  Mission)
• Environmental Scanning
• Globalization
• Benchmarking
• Reengineering, Realignment, Restructuring
• Team-building Strategies
• Problem Solving and Decision Making
• Culture and Diversity
• Ethics
• Spirituality in the Workplace

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• Benchmarking
• Through benchmarking, organizations compare
  themselves to the best industry practices in
  their field.

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• Understanding best practices helps company
  leadership identify what must be changed within
  an organization to achieve its vision.

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• Benchmarking helps
• define customer requirements,
• establish effective goals and objectives,
• develop true measures of productivity, and
• identify education and training needs
• for current and future employees.

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• Effective use of benchmarking requires an
  understanding of the total environment including
• What others have done
• What standards and practices have been
  implemented
• The organization's past performance
• Changes that affect current and
  future organizational performance

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ORGANIZATIONAL DESIGN AND DEVELOPMENT
INTERVENTIONS COMPONENT OF THE HPT MODEL
TABLE 6--

• Strategic Planning and Management (Vision,
  Mission)
• Environmental Scanning
• Globalization
• Benchmarking
• Reengineering, Realignment, Restructuring
• Team-building Strategies
• Problem Solving and Decision Making
• Culture and Diversity
• Ethics
• Spirituality in the Workplace

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Conti

• Reengineering, Realignment, and Restructuring
• Reengineering, realignment, and restructuring
  mean bringing about change in the culture of a
  business by moving toward team-based management
  and individual ownership.

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• Many organizations realize that process, quality
  output, efficiency, and employee satisfaction are
  attained only when
• people share more responsibility in the
  organization and for its product.

This can happen with a radical restructuring of
the basic values held among leadership,
management, employees, and stakeholders.
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• Total Quality Management (TQM), stewardship, and
  learning organizations are examples of this type
  of change.
• These are the Some of the outcomes resulting from
  successful reengineering.

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ORGANIZATIONAL DESIGN AND DEVELOPMENT
INTERVENTIONS COMPONENT OF THE HPT MODEL
TABLE 6--

• Strategic Planning and Management (Vision,
  Mission)
• Environmental Scanning
• Globalization
• Benchmarking
• Reengineering, Realignment, Restructuring
• Team-building Strategies
• Problem Solving and Decision Making
• Culture and Diversity
• Ethics
• Spirituality in the Workplace

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• Teambuilding
• A key intervention associated with the
  restructuring and reengineering is teambuilding.

38

• Teambuilding subscribes to the philosophy that
  people work better and more creatively in groups
  than they do alone.

Teams may consist of representatives from various
groups within an organization.
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• Teambuilding inventions focus on trust,
  collaboration, openness, and other interpersonal
  factors.

Successful use of this intervention requires
commitment and acceptance through organizational
readiness, leadership support, and the support
and consideration of workers.
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• Team building strategies are often used to
  strengthen an organization's culture. Quality
  circles, organizational matrices, and
  participative management are examples of
  teambuilding interventions.

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• Teambuilding encourages people to create common
  guidelines for conducting business and for
  promoting ownership of ideas and tasks.

The practice encourages confidence, unity,
and a sensible longing and satisfaction in
employees and customers.
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ORGANIZATIONAL DESIGN AND DEVELOPMENT
INTERVENTIONS COMPONENT OF THE HPT MODEL
TABLE 6--

• Strategic Planning and Management (Vision,
  Mission)
• Environmental Scanning
• Globalization
• Benchmarking
• Reengineering, Realignment, Restructuring
• Team-building Strategies
• Problem Solving and Decision Making
• Culture and Diversity
• Ethics
• Spirituality in the Workplace

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• Problem Solving and Decision Making
• Problem solving and decision making are
  empowerment tools that allow employees and teams
  to deal directly with problems.

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• Such empowered employees learn how to analyze
  problems and to select the right solutions using
  their own experiences and resources.
• The process provides a structure for organizing
  work, setting priorities, identifying and

diagnosing problems, evaluating alternative
solutions, and creating and implementing plans to
solve problems.
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• The results of these interventions are often
  reflected by
• Fewer repeat problems
• An increased ability to anticipate problems,
  reducing the time spent solving them
• Fewer conflicts between teams and individuals
• Increased self-confidence, commitment, and
  satisfaction among employees
• More efficient implementation of action plans

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ORGANIZATIONAL DESIGN AND DEVELOPMENT
INTERVENTIONS COMPONENT OF THE HPT MODEL
TABLE 6--

• Strategic Planning and Management (Vision,
  Mission)
• Environmental Scanning
• Globalization
• Benchmarking
• Reengineering, Realignment, Restructuring
• Team-building Strategies
• Problem Solving and Decision Making
• Culture and Diversity
• Ethics
• Spirituality in the Workplace

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• Culture
• Culture is a shared system of values, beliefs,
  and behaviors that characterize a group or an
  organization.

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• In a business, it is demonstrated in a way that
  things are done. Culture often originates from
  an organization's mission and vision.

It consists of the key values of the organization
and the practices that support those values.
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• Culture change is the alteration or modification
  of an organization's values,
• beliefs, or
• behavior system.

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• Culture interventions redefine, clarify,
  emphasize, or create desired practices within a
  group.
• The goal is to influence both employee behavior
  and production output.

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• Success is likely when it is clear to employees
  that strategic goals are consistent with
  organizational and strategic visions.

An example of a consistent values and goals is
when an organization attempts to instill
"quality" as a strategic value, but continues to
base its operations on production quantity."
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• In performance-enhancing cultures, managers share
  values and methods of doing business.

The culture is strategically appropriate for the
marketplace and is adaptable. Risk-taking,
productivity, and trust are supported.