2. Learning Outcome
Contribute to organisational goals and improvements in performance with
regards to cost, priorities, time operations management considerations and
resources ( People, money, facilities).
Effective organization
Organizational effectiveness
Organizational development
Change management
Organizational transformation
Organizational culture
Knowledge management
Quality management
Continuous improvement
Customer service strategy
3. Effective organization
An effective organization is one that
achieves its purpose by meeting the
needs of its stakeholders, matching
its resources to opportunities,
adapting flexibly to environmental
changes and creating a culture that
promotes commitment, creativity,
shared values and mutual trust.
5. You can Resize without
losing quality
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Organizational effectiveness
Organizational effectiveness is the ability of an organization to
achieve its goals and can be achieved by integrating available
resources together and ensure each unit in such organization is
effective and efficient. Effective means achieving set goals while
efficient means maximizing resources
Five steps to improving organizational effectiveness
1. Appreciate Resources, People, Processes
2. Address Organization Strategy and Objectives
3. Align Organizational Structure to the Strategy
4. Measuring Results against Strategy
5. Continuous Improvement
https://www.municipalworld.com/feature-story/improving-organizational-effectiveness/
Organizations that have a good strategic plan and are able to communicate it to
the organization, monitor progress, and evaluate their processes for continued
improvement will achieve a high level of effectiveness.
6. 1. Appreciate Resources, People, Processes
The first step in improving the effectiveness of a municipality is to appreciate the interrelationship of resources, people, and processes. The awareness of a
general process flow from resource consumption to the delivery of services is considered the value chain of the municipality. Therefore, it is important to identify
which of these process chains are supportive and which ones are core processes. In addition, each department will have their own set of core processes that define
their ultimate purpose and contribution to the whole of the municipality. Assimilating this process information will help to ensure that there is alignment
between departments and that each department executes effectively as a cog in the whole of the organization.
2. Address Organization Strategy and Objectives
Once there is a good understanding of the value chains, the second step will address strategy and objectives of the organization. The identified core process must
align to the strategy and objectives. But, which one needs to be done first: strategy or value chain? The presented methodology should not be considered in
sequence. Until an equilibrium is achieved, there is a back and forth between strategy and objectives and the definition of the value chain. The definition of
strategy and objectives through the strategic plan will have an impact on the design of the value chain that might require adjustments. The strategic plan
therefore plays an integral part in working to achieve higher organizational effectiveness.
3. Align Organizational Structure to the Strategy
The final step is to align the organizational structure to the strategy. By reviewing a strategic plan, one will find some noble objectives and initiatives. However,
when mapping these objectives with the organizational structure, one can identify discrepancies. Often, different organizational units don’t map to the strategy
or are not affected by the strategic plan. In many cases, each organizational unit picks what it deems its main concern out of the overall strategic plan.A
differentiator of an effective organization is the capability to engage all organizational units to participate and contribute in making the municipality the best it
can be.
4. Measuring Results against Strategy
To ensure ongoing success, organizational effectiveness needs to be measured, and there are different techniques that can be used. The most popular one is the
balanced scorecard, which measures customer-facing internal organizational performance through learning and improvement, and uses financial criteria in order
to establish a holistic view that indicates how effectively the municipality is functioning. To ensure that management stays on track according to its strategic
plan, the balanced scorecard must be linked to strategy.
5. Continuous Improvement
Finally, to achieve organizational effectiveness, the organization must demonstrate a willingness to continuously improve its processes. This will require
feedback techniques, internal and external communication channels, and that suggestions for improvement are taken seriously. If nothing ever changes, people
will develop apathy toward the organization, leading to stagnation and ineffectiveness.
7. Organizational d
evelopment
Organizational development (OD) is the ‘planned
and systematic approach to enabling sustained
organization performance through the
involvement of its people’.
OD makes organizations look at the bigger picture
and address changes that are needed in order to
drive progress and change. It will look at the
company objectives, its strategic direction and
structure, as well as the culture, and create
processes for sustainable long-term success.
8.
9. Evaluating and Institutionalizing Interventions
Here we evaluate the course of actions implemented and see if we are on track or if we need to re-design the approach so that the objective if met.
Leading and Managing Change
Here we establish a focus group with management buy in and implement the designed intervention. OD intervention is a structured programme driven from top
to bottom.
Designing Intervention
In this process we design the approach to address the issue or intervene to sort the issue out and bring value to business.
Diagnosis
In this process we identify the intervention and establish the root cause of the issue.
Entering and Contracting
Here we establish the fact that yes we do require OD intervention to address an issue.
OD intervention process
10. Diagnostic activities
•These are fact-finding activities designed to find the current state of a client system.
Team building activities
• These are designed to enhance the effective operation of teams.
Intergroup activities
•These are the activities designed to improve the effectiveness of interdependent groups.
Survey feedback activities
• These activities rely on gathering the information that is used in understanding problems or opportunities.
Education and training activities
• Activities designed to improve individual’s skills abilities and knowledge.
Techno structural or structural activities
• Activities designed to improve the effectiveness of organizational structure & Job design.
Process consultation activities
• The activities that are designed in consultation to help the client to perceive understand and act upon events that occur in the client’s environment.
OD Interventions
https://www.geektonight.com/14-od-interventions-type-meaning-process-importance-examples/#types-of-od-interventions
11. Grid organisation development activities
• These activities are developed by Robert Blake and Mouton which constitutes of six phase model involving the total organisation.
Third party peacemaking activities
• Activities designed and conducted by a skilled consultant to manage interpersonal conflict in the process of organizational change.
Coaching & Counseling activities
•Activities that help the individual to define learning goals, to understand others behaviour & to see how others see their behaviour.
Life & Career planning activities
• Activities that enable individuals to focus on their life and career objectives & way to achieve them.
Planning & goal-setting activities
•Activities that include goal setting, problem solving, discrepancies if any to achieve objectives.
Strategic Management activities
• Activities that link the interventions with basic mission & environmental scanning & which helps in long-range planning.
Organization Transformation activities
•Activities that involve large scale system changes or fundamental change in the nature of an organization.
OD Interventions
https://www.geektonight.com/14-od-interventions-type-meaning-process-importance-examples/#types-of-od-interventions
12. Change management
Change management is defined as the
methods and manners in which a company
describes and implements change within
both its internal and external processes.
This includes preparing and supporting
employees, establishing the necessary
steps for change, and monitoring pre- and
post-change activities to ensure successful
implementation.
https://www.youtube.com/watch?v=OCqF8LbJYyk
13. 7 R’s of Change Management
https://www.ntaskmanager.com/blog/7-rs-of-change-management/
1. The REASON behind the change?
2. RISKS involved in the requested change?
3. RESOURCES required to deliver the change?
4. Who RAISED the change request?
5. RETURN required from the change?
6. Who is RESPONSIBLE for creating, testing,
and implementing the change?
7. RELATIONSHIP between suggested change
and other changes?
14. Types of Change management
• Any organizational change that improves on previously
established processes and procedures.
Developmental change
•Change that moves an organization away from its current
state to a new state in order to solve a problem, such as
mergers and acquisitions and automation.
Transitional change
• Change that radically and fundamentally alters the culture
and operation of an organization. In transformational change,
the end result may not be known. For example, a company
may pursue entirely different products or markets.
Transformational change
15. Four Principles of Change Management
Successful change management relies on four core principles:
https://www.mindtools.com/pages/article/newPPM_87.htm
Understand Change
Plan Change
Implement Change
Communicate Change
16. Kurt Lewin’s Change model
https://online.visual-paradigm.com/knowledge/business-design/understand-lewins-change-management-model/
17. Organizational transformation
• Organizational Transformation begins when
you recognize that change is necessary.
• Organizational transformation is the process of
transforming and changing the existing
corporate culture to achieve a competitive
advantage or address a significant challenge. It
can be an exciting time for any organization.
• The three elements for a successful
organizational transformation
1. People
2. Process
3. Technology
18. Types of transformational change
The four types of transformational change as identified by
beckhard (1989) are:
● A change in what drives the organization for example, a
change from being production-driven to being market-driven
would be transformational;
● A fundamental change in the relationships between or
among organizational parts – for example, decentralization;
● A major change in the ways of doing work – for example,
the introduction of new technology such as computer-
integrated manufacturing;
● A basic, cultural change in norms, values or research
systems – for example, developing a customer-focused
culture.
20. Strategic role of HR in organizational transformation
HR can and should play a key strategic role in developing and
implementing organizational transition and transformation strategies.
It can provide help and guidance in analysis and diagnosis, highlighting
the people issues that will fundamentally affect the success of the
strategy.
HR can advise on resourcing programmes and planning and
implementing the vital learning, reward, communications and
involvement aspects of the process.
It can anticipate people problems and deal with them before they
become serious.
If the programme does involve restructuring and downsizing, HR can
advise on how this should be done humanely and with the minimum
disruption to people’s lives.
21. Organizational culture
• An organization's culture defines the proper way to
behave within the organization. This culture consists
of shared beliefs and values established by leaders
and then communicated and reinforced through
various methods, ultimately shaping employee
perceptions, behaviors and understanding.
• Organizational culture sets the context for everything
an enterprise does. Because industries and situations
vary significantly, there is not a one-size-fits-all
culture template that meets the needs of all
organizations.
22. Organizational culture change
Culture change strategies are
concerned with how the culture of the
organization can be moved from a
present state to a future desired
state.
Strategies for supporting and
changing cultures
• Culture analysis
• Culture support and
reinforcement
• Culture change
• Levers for change
23. Culture analysis
The first step is to analyse the existing culture.
• This can be done through questionnaires,
surveys and discussions in focus groups or
workshops.
• It is often helpful to involve Group of people in
analysing the outcome of surveys, getting them
to produce a diagnosis of the cultural issues
facing the organization and to participate in
the development and implementation of plans
and programmes to deal with any issues.
• Extra dimensions can be established by the use
of group exercises such as ‘rules of the club’
(participants brainstorm the ‘rules’ or norms
that govern behaviour) or ‘shield’ (participants
design a shield, often quartered, that
illustrates major cultural features of the
organization).
• Joint exercises like this can lead to discussions
on appropriate values.
24. Culture support and reinforcement
Culture support and reinforcement programmes aim to
preserve and underpin what is good and functional about
the present culture.
Schein (1985) has suggested that the most powerful
primary mechanisms for culture embedding and
reinforcement are:
• what leaders pay attention to, measure and control;
• leaders’ reactions to critical incidents and crises;
• deliberate role modelling, teaching and coaching by
leaders;
• criteria for allocation of rewards and status;
• criteria for recruitment, selection, promotion and
commitment.
25. Culture change
In theory, culture change programs start with an
analysis of the existing culture.
The desired culture is then defined, which leads to
the identification of a ‘culture gap’ that needs to be
filled.
This analysis can identify behavioral expectations so
that development and reward processes can be used
to define and reinforce them.
In real life, it is not quite as simple as that.
Culture change programs can focus on particular
aspects of the culture.
for example performance, commitment, quality,
customer service, teamwork or organizational
learning.
In each case the underpinning values would need to
be defined. It would probably be necessary to
prioritize by deciding which areas need the most
urgent attention.
26. Levers for change
Performance
•Performance-related or competence-related pay schemes; performance management processes; gainsharing; leadership training;
skills development
Commitment
•Communication, participation and involvement programmes; developing a climate of cooperation and trust; clarifying the
psychological contract;
Quality
•Total quality programmes;
Customer service
•Customer care programmes;
Teamwork
•Team building; team performance management; team rewards
Organizational learning
•Taking steps to enhance intellectual capital and the organization’s resource-based capability by developing a learning
organization;
Values
•Gaining understanding, acceptance and commitment through involvement in defining values, performance management processes
and employee development interventions, although it is often the case that values are embedded by changing behaviours, not the
other way round.
Having identified what needs to be done and the priorities, the next step is to consider levers for change. The
levers could include, as appropriate:
27. Knowledge management
Knowledge management is the
process of creating, sharing, using
and managing the knowledge and
information of an organization. It
refers to a multidisciplinary
approach to achieve organisational
objectives by making the best use of
knowledge
Two major types of knowledge are:
1. Tacit knowledge
2. Explicit knowledge
28. Types of Knowledge
Tacit knowledge is the knowing of things
without knowing how you know
Tacit knowledge refers to the knowledge,
skills, and abilities an individual gains
through experience that is often difficult
to put into words or otherwise
communicate.
Tacit knowledge (knowing-how):
knowledge embedded in the human
mind through experience and jobs.
Know-how and learning embedded
within the minds of people. Personal
wisdom and experience, context-specific,
more difficult to extract and codify. Tacit
knowledge Includes insights, intuitions.
Explicit knowledge is the knowing of
things that you can explain.
Explicit knowledge (also expressive
knowledge). It is knowledge that can be
readily articulated, codified, stored and
accessed.
It can be easily transmitted to others.
Most forms of explicit knowledge can be
stored in certain media like digitized in
books, documents, reports, memos, etc.
Documented information that can
facilitate action.
Knowledge what is easily identified,
articulated, shared and employed.
29. Knowledge Management Strategies
Two approaches to knowledge management have been identified by Hansen et al (1999):
The codification strategy
knowledge is carefully codified and stored in databases where it can be accessed and used easily by anyone
in the organization.
Knowledge is explicit and is codified using a ‘people-to document’ approach.
This strategy is therefore document driven.
The personalization strategy
knowledge is closely tied to the person who has developed it and is shared mainly through direct person-to-
person contacts.
This is a ‘person-to-person’ approach, which involves sharing tacit knowledge.
The exchange is achieved by creating networks and encouraging face-to-face communication between
individuals and teams by means of informal conferences, workshops, brainstorming and one-to-one
sessions.
30. Quality management
• Quality management ensures that an organization,
product or service is consistent.
• Quality management is the act of overseeing all
activities and tasks needed to maintain a desired level
of excellence.
• It has four main components:
• Quality planning
• Quality assurance
• Quality control
• Quality improvement.
It is also referred to as total quality management
(TQM).
31. Quality management strategies
Quality management consists of four key components, which include the
following:
• Quality Planning – The process of identifying the quality standards
relevant to the project and deciding how to meet them.
• Quality Improvement – The purposeful change of a process to improve
the confidence or reliability of the outcome.
• Quality Control – The continuing effort to uphold a process’s integrity
and reliability in achieving an outcome.
• Quality Assurance – The systematic or planned actions necessary to
offer sufficient reliability so that a particular service or product will
meet the specified requirements.
32. Benefits of Quality Management
• It helps an organization achieve greater
consistency in tasks and activities that are
involved in the production of products and
services.
• It increases efficiency in processes, reduces
wastage, and improves the use of time and
other resources.
• It helps improve customer satisfaction.
• It enables businesses to market their
business effectively and exploit new
markets.
• It makes it easier for businesses to
integrate new employees, and thus helps
businesses manage growth more
seamlessly.
• It enables a business to continuously
improve their products, processes, and
systems.
34. Continuous improvement
A continuous improvement process is an ongoing effort to improve products,
services, or processes.
Principle of continuous improvement
Principle 1. Improvements are based on small changes, not only on major
paradigm shifts or new inventions
Principle 2. Employee ideas are valuable
Principle 3. Incremental improvements are typically inexpensive to
implement
Principle 4. Employees take ownership and are involved in improvement
Principle 5. Improvement is reflective
Principle 6. Improvement is measurable and potentially repeatable
https://blog.kainexus.com/continuous-improvement/6-principles-of-the-continuous-improvement-model
35. Continuous improvement strategies
The model Plan-Do-Check-Act is the most popular approach for
achieving continuous improvement.
In the planning phase, you need to establish the objectives and
processes necessary to deliver results per the expected output (the
target or goals).
The second phase is “Do”. It is straightforward as you need to execute
what you’ve laid down during the process's planning step.
The third phase: After you’ve completed your objectives, you need to
check what you’ve achieved and compare it to what you’ve expected.
Gather as much data as possible and consider what you can improve in
your process to achieve greater results next time.
The fourth phase : If the analysis shows that you’ve improved compared
to your previous project, the standard is updated, and you need to aim
for an even better performance next time.
In case you’ve failed to improve or have even achieved worse results
compared to the past, the standard stays as it was before you started
your last project.
https://blog.kainexus.com/continuous-improvement/6-principles-of-the-continuous-
improvement-model
36. Customer service strategy
• A strategic approach to customer service is
necessary to ensure that a longer-term view
is developed on what needs to be done to
develop effective, coherent and integrated
policies, processes and practices for ensuring
that high levels of customer service are
achieved.
• A customer service strategy is a thorough
plan to handle customer interactions. It lets
you provide a consistent customer
experience throughout the customer journey.
• Improved customer experience results in a
more loyal customer base. Loyal customers
buy more often, spend more, and refer their
friends and family to you. They leave
positive customer reviews.
37. Develop an Effective Customer Service
Strategy
1. Make customer happiness the end goal
across the company
2. Identify all customer touch points
3. Set goals for customer service
4. Identify customer service KPIs to
monitor
5. Build a driven customer service team
6. Build a powerful customer service
toolkit
7. Give your customer service
representatives power
8. Create a consistent feedback loop
https://www.nextiva.com/blog/customer-service-strategy.html#:~:text=A%20customer%20service%20strategy%20is,experience%20throughout%20the%20customer%20journey.&text=Loyal%20customers%20buy%20more%20often,They%20leave%20positive%20customer%20reviews.