Organization Design The Collaborative Approach_7 pptx

■ 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

■ 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

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Learning What did Why? What did How have/

from this? use this?

Any further action?

internal communications my role of having a mind the need

meetings team meeting organization structured to verify

design agenda Skills informationconsultant 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 aheadtracking progress of time with

participants

Figure 14.4 CPD record form

Do you measure new hire satisfaction with the hiring process?

worth noting these types of patterns as you may find you have a ular learning style that is better suited to some methods than others which could help you select development activity which is right for you.

partic-■ 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 self with it and forming your own view of its applicability to CPD.

your-■ 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 nizes this;

recog-■ aim to enjoy the reflection on what you have learned.

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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

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Learning type What did Why? What did How have/will

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 rounding yourself with the broadest possible perspectives Its services benefit:

sur-■ Organization design practitioners, both internal and external.

■ Executives and line managers who are themselves leaders of tion design efforts.

organiza-■ HR and training practitioners.

■ Academics involved in research and teaching.

■ Students in graduate level programs with an organizational focus Organization Design: The Collaborative Approach

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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

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did even two years ago? Customer requirements for service, tomization, and swift response are putting tremendous pressure on organizations to adapt to meet these.

cus-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 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.

individu-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

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Are you promoting co-ordination of activities? You should be 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.

mov-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 ful culture embedded in a value set introduced more than sixty years ago (in 1943).

success-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.

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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.

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.

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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 And-Respond

Sense-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

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.

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Appendix 1: Business Case Template

Overview

A compelling business case, developed and presented in the right way, will

■ Convince people that change is necessary (by reference to hard facts).

■ Help engage people.

■ Enable you to build and sustain commitment to the changes you are proposing.

It has two characteristics:

■ To provide a sound justification for why the project or activity needs

■ 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

Background

Use the opportunity to motivate the readers, build commitment and create ownership Ensure you have sound justification

■ 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 will be.

■ Balance negative with positive messages Explaining clearly how serious the situation is, the dangers inherent in not supporting the proposal, and articulating the benefits of supporting it.

Project Objectives

■ 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

■ Define 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

■ Describe how you are going to involve stakeholders.

■ Clarify the roles of the project sponsors.