Organization Design The Collaborative Approach_7 pptx

■ Think it over: Some things may not immediately strike you as a development activity, but take the piece of information in Figure 14.5 extracted from a survey on hiring. Think about a requirement to hire people into your new design. How important is it to the success of your implementation that new hires feel good about your hiring process? If this is a question that causes you to reflect and then take action, it is worth recording in your CPD log. ■ Look for patterns: It may be that you find you are recording the majority of your development which takes place within a specific type of activity, for example book reading or external meetings. It is Trends in Organization Design 283 Learning What did Why? What did How have/ method you do? you learn will you from this? use this? Any further action? Key Led the As part of The value of Will bear in internal communications my role of having a mind the need meetings team meeting organization structured to verify design agenda. Skills information consultant in facilitating that comes debates around my way for tricky items. action before Managing acting on it. push-back from participants. Keeping things Will do more flowing and lobbying ahead tracking progress. of time with participants. Figure 14.4 CPD record form Do you measure new hire satisfaction with the hiring process? January–December 2003 Yes ϭ 28.1% No ϭ 71.8% January–March 2004 Yes ϭ 35.6% No ϭ 64.4% Figure 14.5 New hire satisfaction worth noting these types of patterns as you may find you have a partic- ular learning style that is better suited to some methods than others which could help you select development activity which is right for you. ■ Make it work: Knowing you have learned something is good but making it actionable and then applying it is better because that way you are able to continuously improve your performance. One of the more well-known theories of experiential learning is Kolb’s (1984) learning cycle which suggests four phases running in a continuous circle: reflective observation, abstract conceptualization, active exper- imentation, and concrete experience. There are critics of this theory but it is worth familiarizing your- self with it and forming your own view of its applicability to CPD. ■ Get feedback on improvements: It is often worth telling people that you are trying out something you have learned or are practicing in order for you to get feedback (hopefully constructive) and support in what and how you are doing. Only by trying things out and then trying them out again in an improved way will you develop yourself. ■ Extend your range: What and how you learn is unique to you, but it is easy to get stuck in the same type of learning rut and talk yourself out of valuable new experiences from which you can learn. A great instruction to follow is to ‘Do something every day that scares you.’ Only by extending your boundaries can you learn new things and develop yourself. ■ Make the most of yourself: You may think that you are not in a pos- ition where you can develop yourself. This is not the case. Every role has potential for providing development opportunities – it is up to you to exploit these and recognize that you are acting in your best interests if you do so. ■ Learn what works for you: What works for you in terms of devel- opment activity may not work for someone else. Experiment with your learning styles and aim to use a variety. Following the tips listed above becomes easier if you: ■ think of CPD as something helpful to yourself; ■ remember learning is a lifelong activity – the CPD record just recog- nizes this; ■ aim to enjoy the reflection on what you have learned. Organization Design:The Collaborative Approach 284 Useful Tools Tool 1: CPD Self-assessment Your development record needs to reflect a range of all the learning and development opportunities that you have undertaken. The CIPD recom- mends a minimum of thirty-five hours per year, but this is only a guide. They also recommend that you concentrate on the activities that have made the most impact on you and your role. Anything can count as evi- dence as long as you show, or know, that you have learnt something from it. Remember, it is the outcome that is important and how it impacts on you and your role, rather than what you did. Record your development activity for the past week using the list below – with any additions of your own – and the template (Figure 14.6). When you have done this, decide whether it was valuable enough to do on a regular basis. If so, timetable yourself to do it: ■ Key internal meetings ■ Key external meetings ■ Networking activity ■ Web sites ■ Journal reading ■ Book reading ■ Formal training (short courses or qualification programmes) ■ Informal development, for example coaching sessions ■ Community activity Trends in Organization Design 285 Learning type What did Why? What did How have/will you do? you learn you use this? from this? Any further action? Key internal meetings Key external meetings Web sites Figure 14.6 Template for CPD ■ Work experience ■ Social or interest activity (e.g. a film that sparked reflection on high performing teams) ■ Work experience/on the job training. Tool 2: Web site www.organizationdesignforum.org The Organization Design Forum is an inclusive not-for-profit international professional association created to link practitioners, organizational leaders, academics and students in continuous learning about the field of organization design. The Forum believes that organization design you learn best by sur- rounding yourself with the broadest possible perspectives. Its services benefit: ■ Organization design practitioners, both internal and external. ■ Executives and line managers who are themselves leaders of organiza- tion design efforts. ■ HR and training practitioners. ■ Academics involved in research and teaching. ■ Students in graduate level programs with an organizational focus. Organization Design:The Collaborative Approach 286 Self-check You are well on the way to understanding and keeping up to date with emerging trends in organization design if you can answer ‘yes’ to the following questions. Are you challenging the assumptions on which your business has been traditionally organized and led? The prevailing wisdom is that future organizational success (innovation, productivity, and perform- ance and competitive survival) depends on a fundamentally different view of organizational form. Are you championing the view that the need to adapt or change radically is urgent? If you are not you are lagging behind the most bureaucratic machines in the world. Both the UK and US Government are sponsoring extensive e-gov initiatives aimed at transforming the way government and citizens interact. If they can do it, so can you. Has your organization started to respond to customer pressure to deliver more efficiently, faster, and in a more tailored way than you Trends in Organization Design 287 did even two years ago? Customer requirements for service, cus- tomization, and swift response are putting tremendous pressure on organizations to adapt to meet these. Are you making best use of your IT systems in working towards a collaborative, cooperative, cross-functional organization? Technology enables innovative organizational forms and responses. The majority of systems are under-used partly because people do not trust them, partly because people do not understand their capability, and partly because organizations are not designed to make best use of them. Are you introducing new forums for organizational information exchange and learning? The way you exchange information in your organization is key to performance outcomes. The quicker expertise and information travels and is used to organizational effect the more benefits will accrue in performance. The ability to transform learning into action gives competitive edge. Does your organization recognize and reward innovative individu- als regardless of their hierarchical position? Trend setting organiza- tions are open to ideas from anywhere in the organization – the well publicized GE initiative is an example of this. Jack Welch’s order to GE execs to ‘destroy’the business and rebuild for the Internet during a now-famous managers’meeting in January 1999 was a shot heard around GE’s world. The idea was to figure out where the Internet could cut costs, boost customer service, and improve the productivity of every GE business unit before dot-coms could encroach on the company’s territory. Focused may be an understatement. Over the last several months, GE has evaluated the ‘analog,’ or human, touch points of all processes across GE’s business to get as many of them on the Web as possible. For instance, GE Capital’s mortgage business eliminated 60% of the 200 analog steps in its mortgage application-approval process by moving much of the work to the Web. This let GE reduce the number of employees needed to process mortgage applications and redeploy them in more critical posts. GE expects to reduce costs in manufacturing processes (the ‘make’ side of GE) by about Organization Design:The Collaborative Approach 288 Are you promoting co-ordination of activities? You should be mov- ing your organization away from centralized command and control, vertical, structures towards one of the more organic forms where authority and decision-making sit with the people who do the jobs. Are you fostering systems and processes that encourage free movement of people and ideas? Where people mix, network, and are able to self-organize you will find strong motivation to perform and innovate. Your challenge is to inculcate a strong value set that devel- ops bonds working for organizational success. Does your organization design develop people’s abilities to discuss and share ideas, to talk to each other, to reflect and converse? Too many organizations operate through managerial diktat and control. This does not work in favour of dialogue, exploration, and improvement. Does your organization have a strong value set and clear purpose? Where this exists success is likely to follow. Johnson and Johnson is an example of an organization that has created a strong and success- ful culture embedded in a value set introduced more than sixty years ago (in 1943). 15% over the next two years through productivity improvements gained by using the Web. Marianne Kolbasuk McGee Information Week, 27 November 2000. At Johnson & Johnson there is no mission statement that hangs on the wall. Instead, for more than 60 years, a simple, one-page document – Our Credo – has guided our actions in fulfilling our responsibilities to our customers, our employees, the community and our stockholders. Our worldwide Family of Companies shares this value system in 36 languages spreading across Africa, Asia/Pacific, Eastern Europe, Europe, Latin America, Middle East and North America. Our Credo We believe our first responsibility is to the doctors, nurses and patients, to mothers and fathers and all others who use our products and services. In meeting their needs everything we do must be of high quality. Trends in Organization Design 289 We must constantly strive to reduce our costs in order to maintain reasonable prices. Customers’ orders must be serviced promptly and accurately. Our suppliers and distributors must have an opportunity to make a fair profit. We are responsible to our employees, the men and women who work with us throughout the world. Everyone must be considered as an individual. We must respect their dignity and recognize their merit. They must have a sense of security in their jobs. Compensation must be fair and adequate, and working conditions clean, orderly and safe. We must be mindful of ways to help our employees fulfill their family responsibilities. Employees must feel free to make suggestions and complaints. There must be equal opportunity for employment, development and advancement for those qualified. We must provide competent management, and their actions must be just and ethical. We are responsible to the communities in which we live and work and to the world community as well. We must be good citizens – support good works and charities and bear our fair share of taxes. We must encourage civic improvements and better health and education. We must maintain in good order the property we are privileged to use, protecting the environment and natural resources. Our final responsibility is to our stockholders. Business must make a sound profit. We must experiment with new ideas. Research must be carried on, innovative programs developed and mistakes paid for. New equipment must be purchased, new facilities provided and new products launched. Reserves must be created to provide for adverse times. When we operate according to these principles, the stockholders should realize a fair return. References/Useful Reading Ashkenas, R. et al. (2002). The Boundaryless Organization: Breaking the Chains of Organizational Structure. Jossey-Bass. Davis, S. and Meyer, C. (1998). Blur: The Speed of Change in the Connected Economy. Warner Books Inc. Department of Trade and Industry (2002). Modernising Company Law, Command Paper CM 5553. Stationery Office. Drucker Foundation, Hesselbein, F. et al. (eds.) (1997). The Organization of the Future. Jossey-Bass. Drucker Foundation, Hesselbein, F. et al. (eds.) (1998). The Community of the Future. Jossey-Bass. Organization Design:The Collaborative Approach 290 Do’s and Don’ts ■ Do keep up to date with trends in organization design. ■ Do think through which of these you can appropriately apply to your project ■ Do aim to design your organization towards being adaptive and perhaps boundaryless ■ Don’t adopt trends that are not right for your organization ■ Don’t take a theory and try to make it a practice without careful consideration ■ Don’t go too far too quickly in trying to be an organization design trendsetter Summary – The Bare Bones ■ Organizations are changing at a rapidly quickening pace ■ Technologies are enabling new organizational forms to emerge ■ New organizational forms are boundaryless, evolving, and adaptive ■ New forms cannot be adopted wholesale into traditional organizations ■ Strong values and purpose appear to bond new organizational forms ■ Collaboration, integration, and cross-functional networks are the direction to go in Fulmer, W. E. (2000). Shaping the Adaptive Organization. Amacom. Groth, L. (1999). Future Organizational Design. John Wiley and Sons Ltd. Goold, M. and Campbell, A. (2002). Designing Effective Organizations: How to Create Structured Networks. Jossey-Bass. Haekel, S. H. (1999). Adaptive Enterprise: Creating and Leading Sense- And-Respond Organizations. Harvard College. Hock, D. (1999). Birth of the Chaordic Age. Berrett-Koehler Publishing. Iansiti, M. and Levien, R. (2004). Strategy as ecology. Harvard Business Review, March. Kay, J. and Schneider, E. (1994). Embracing complexity: the challenge of the ecosystems approach. Alternatives, 20 (3), 32–38. Kennedy, A. A. and Deal, T. E. (2000). Corporate Cultures. Perseus Publishing. Kolb, D. A. (1984). Experiential Learning: Experience as the Source of Learning and Development. Prentice Hall Inc. Morabito, J. (1999). Organization Modeling: Innovative Architectures for the 21st Century. Prentice Hall. Ostroff, F. (1999). The Horizontal Organization. Oxford University Press. Routledge Tapscott, D. et al. (1998). Blueprint to the Digital Economy. McGraw Hill Professional Book Group. Ridderstrale, J. and Nordstrom, K. (2001). Funky Business: Talent Makes Capital Dance. BookHouse Publishing. Stacey, R. et al. (2000). Complexity Management: Fad or Radical Challenge to Systems Thinking? Whittington, R. and Mayer, M. (2002). Organising for Success in the Twenty-First Century. Chartered Institute of Personnel and Development. Trends in Organization Design 291 This page intentionally left blank [...]... stage of the process (further risks can be identified as the project proceeds Recommend methods of addressing the issues and mitigating the risks (Briefly.) Costs and Resources I I Put a best guess here as things may change as the project is firmed up Bid for more than you think rather than less to allow for budget cuts 295 Organization Design: The Collaborative Approach I Be realistic in the other resources... Specify the end goal (high-level outcome) you are shooting for State the compelling reasons why the change is a business imperative, not just a ‘nice to have’ Organization Design: The Collaborative Approach I I Highlight how the change fits into the overall organizational programme and contributes to achieving the business goals Convey a sense of urgency with a clear (but brief) explanation of why the. .. boundaries and scope of the project Include a brief assessment of the implications of these Note the exclusions from the project and the methods of addressing interface complexities Methodology/Approach I I Describe how you are going to involve stakeholders Clarify the roles of the project sponsors 294 Appendix 1: Business Case Template I I Outline the structure and operation that will deliver the proposal (e.g... 120 On-line survey, gathering data in, 57 Operational environment, 161 Operational management, 23, 143 Organization, elements of, 12 Organizational environment, 161 Organizational performance measures economy, 268 effectiveness, 268 efficiency, 268 Organization change, handling recurring, 1 Organization chart, 8, 263 Organization credibility, 38 Organization culture, 38 Organization design( s) advantages... trends in, 271–291 Organization Design Forum, 6, 15–16 Web site, 286 Organization design (OD) project manager, 118 Organization design (OD) projects boundaries of, 84 business benefits of, 2 measuring understanding of, 16–17 principles for, 85 readiness of organization for, 57–59 risk probability number ranking in, 170 role of sponsors in, 35–36 successful initiation of, 51 302 Organization design (OD) specialists,... Benefits to be Delivered I I I Clearly state the benefits that will be delivered by this business case Identify who will be responsible and accountable for realizing the benefits on an ongoing basis Describe the method of evaluating and reporting on the benefit realisation after project completion Sign Off (As agreement for the project to run and to the content of the business case) Stakeholder xxxxxx ... the benefits of the proposal make the costs and effort of it worthwhile Background Use the opportunity to motivate the readers, build commitment and create ownership Ensure you have sound justification I I I I Give an overview past state, current state, and desired state Clarify the presenting problem/challenge/dilemma State why you are presenting the proposal at this stage and what the high-level outcomes... serious the situation is, the dangers inherent in not supporting the proposal, and articulating the benefits of supporting it Project Objectives I I I Describe SMART objectives this project will achieve (stretching, measurable, attainable, relevant, and time bound) Limit the number of objectives to five Ensure the objectives are soundly justifiable and positively motivating Scope I I I Define the boundaries... transition, 241–242 Guiding coalition in re -design phase, 76–77 Gut feel assessment, 59, 130 H Hanson, Robert, 144 Hard aspects of organization, designing, 2 Harkins, P J., 112 Hasselbein, F., 19, 280 Hewlett-Packard, 58 Hierarchical organizational structure, 52–53 Hierarchy, 9, 32 in project management, 185 High-level design team, 13–14, 189 High-level/detailed design phase, 133–157 customer experience... leaders) State the style and phases of designing and delivering the proposal Key Deliverables and Milestones/Time scale Deliverable (by objective) Milestone Start date End date Success Criteria/Measures of Success I I I I State the success criteria or how you will measure success for each deliverable by milestone Ensure the measurements are realistic, valid, and actually measurable Use the measures chosen . 56– 57, 67 69, 70 Davis, S., 271 Deal, T. E., 277 Debra’s Natural Gourmet, 276 – 277 Debriefing meetings in design review, 249–250 DEC, 76 Decision-maker, sponsor as, 40 Decision-making, 202, 276 , 277 ,. (19 97) . The Organization of the Future. Jossey-Bass. Drucker Foundation, Hesselbein, F. et al. (eds.) (1998). The Community of the Future. Jossey-Bass. Organization Design: The Collaborative Approach 290 Do’s. G. J., 82 Cross -organization, 7 Customers, 7, 37, 57, 76 , 115, 120 experience of, in high-level/detailed design phase, 1 37 focus on, 148 requirements of, 8, 263, 2 87 D Data gathering in change