...Introduction Organisation development is not only about maximising profit but is also about implementing change and keeping employee motivated towards set standards. Over the period things are changing quick in paced moving business environment, the role of HR manager to recruit staff effectively and provide them sufficient training to face challenge of change in organisation. Organisation Development The goal of organisation development is to increase performance of organisation and enhance life of their employees. In simple word organisation development is a physician to a human body that diagnose important priorities within organisation and suggest and guide management through necessary change. To understand the definition one has to understand each word and its meaning, “organisation” means people and resources within organisation and “development” means necessary changes and growth, to summarise it “planned and system wide effort by top management to increase overall performance through necessary change”. "Organization development is a system-wide application of behavioural science knowledge to the planned development and reinforcement of organizational strategies, structures, and processes for improving an organization's effectiveness." (Cummings & Worley, 1997) "Organizational development is a long-term effort led and supported by top management, to improve an organization's visioning, empowerment, learning, and problem-solving processes, through an...
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...LEADING ORGANISATION CHANGE 1.0 Introduction Organisations can consider as dynamic and complex social systems where changes need to be done as whole within the organisation system. Today, OD is counted on to improve organisations that are operating in a quite different environment than that of the 1960s. The nature and forms of organisations are changing dramatically. The field of organization development requires its own evolution to accommodate the evolution of organisations. 2.0 The Philosophy of Change Management In order to understand change management we need to look it as strategy and strategic management. According to Viljoen (1994) defines strategic management as “the process of identifying, choosing and implementing activities that will enhance the long term performance of an organisation by setting direction and by creating ongoing compatibility between the internal skills and resources of the organisation, and the changing external environment within which it operates. Change Management is the process of aligning an organisation‟s people, processes, and culture with changes in business strategy, structure and systems. It can be reactive or proactive and strategic or operational in nature. “Organization Development is the attempt to influence the members of an organisation to expand their candidness with each other about their view of the organisation and their experience in it, and to take greater responsibility for their own actions as organisation members...
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...Challenges in Human Resource Development Practitioner Preparation Organisational learning and skill formation initiatives are increasingly being seen as contributing to the achievement of organisational competitiveness in the contemporary economy. As a result, the development of employees has become a more prominent organisational practice. Since Human Resource Development (HRD) practitioners are primarily responsible for employee development there is a need for them to become more highly skilled to ensure that their practice meets the changing needs of organisations. Formal educational programs in the practice of HRD provide a way of assisting practitioners to acquire the skills they now need for effective practice. The design of such programs, however, is problematic given the emergent and cross-disciplinary nature of the ® eld. This paper surfaces some of the challenges associated with program design for the development of HRD practitioners, drawing from discussions in, and pro® ling research from, the HRD literature. The ® nal section of the paper proposes several key areas that need to be addressed in preparatory programs for HRD practitioners. edged, for the purposes of this paper those working in organisations with positional labels including enterprise trainer, training of® cer, trainer and developer, learning strategist or consultant, performance developer, organisational developer and staff development of® cer are being collapsed into one occupational category...
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...Introduction…………………………………………………………………………….......1 Organisational Development programs………………………………………………….2 Organisational Development Interventions…………………………………………...2-5 Reasons for Intervention…………………………………………………………………..6 Implementation of OD intervention……………………………………………………….6 What HRD Managers need to do to combat criticism…………………………………..6 OD intervention in General Motors – A case study…………………………………...7-8 Conclusion…………………………………………………………………………………8-9 References………………………………………………………………………………….10 Introduction In view of the increasing level of competition, technological advancement, the advent of the post economic effect of recession and many other challenges of the twenty first century; organisations have had to brace up in response to the challenge. In other to stay abreast; most organisations would normally use different approaches and strategies to have a competitive advantage. Those who are not able to cope with the pressure may run out of business, and those who have been able to soar higher have had to adopt a policy that proves productive to them. The decision makers in most organisations are always found brainstorming at each juncture with the aim of always “effecting change” even when this is capital intensive. Any organisation that is not able to respond to changes in the business climate may pay dearly for it. That is why organisational development interventions act as the crux of most meaningful changes. Though researches show that, it is a very sensitive...
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...Leading HR 14 3 Organisation design 17 4 Organisation development 20 5 Resourcing and talent planning 23 6 Learning and development 26 7 Performance and reward 30 8 Employee engagement 33 9 Employee relations 36 39 10 Service delivery and information Behaviours 42–51 The Profession Map behaviours 43 Curious 44 Decisive thinker 45 Skilled influencer 46 Personally credible 47 Collaborative 48 Driven to deliver 49 Courage to challenge 50 Role model 51 1 Profession Map – Our Professional Standards V2.4 Introduction The CIPD Profession Map sets out standards for HR professionals around the world: the activities, knowledge and behaviours needed for success. Use the standards in the CIPD Profession Map for you and your organisation to: • define great HR • diagnose areas of success and improvement • build HR capability • recognise achievement through professional qualifications and membership. By the profession, for the profession Based on research and collaboration with organisations around the world, and continuously reviewed and updated with our research, essentially the CIPD Profession Map shares what the most successful HR professionals know and do at every stage of their career, which is proving to be a powerful tool. A wide range of organisations and HR professionals are...
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... Introduction Organisations are increasingly evolving quicker due to globalisation and advances in industries and technology. These events have made market environments progressively more competitive and have changed the economic climate in which organisations operate. Unfortunately some organisations have had to implement restructures and reductions in workforce to ensure survival. Foundation Design are one of these organisations whose company size has gone from 1,513 employees to 780 employees. During the restructure of the organisation the Chief Executive Officer (CEO) identified that changes were required to its leadership profile and coaching and mentoring programmes. These changes were made to embed new skills and behaviours and support cultural change within the organisation. Why Coaching and Mentoring? Foundation Design are making steps to move towards a learning organisation, one that recognises the benefits in developing its employees, as individuals and teams. Learning is also seen as a step in the facilitation of behavioural change. The ‘Learning organisation’ was developed by Peter Senge (1990) and supported the need for learning and development of workforces, coaching is one way of making these developments. Coaching can support learning which is taking place through Leadership training and can assist in bridging the knowing-doing gap, by encouraging action to be taken. Coaching is ‘the facilitation of learning and development with the purpose of...
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...Professional area definitions 1 Insights, strategy and solutions 2 Leading HR 3 Organisation design 4 Organisation development 5 Resourcing and talent planning 6 Learning and development 7 Performance and reward 8 Employee engagement 9 Employee relations 10 Service delivery and information Behaviours The Profession Map behaviours Curious Decisive thinker Skilled influencer Personally credible Collaborative Driven to deliver Courage to challenge Role model 2 4–7 4 6 8–46 9 10 14 17 20 23 26 30 33 36 39 42–51 43 44 45 46 47 48 49 50 51 1 Profession Map – Our Professional Standards V2.4 INTRODUCTION Introduction DESIGN AND ARCHITECTURE The CIPD Profession Map sets out standards for HR professionals around the world: the activities, knowledge and behaviours needed for success. Use the standards in the CIPD Profession Map for you and your organisation to: • define great HR • diagnose areas of success and improvement • build HR capability • recognise achievement through professional qualifications and membership. By the profession, for the profession BANDS AND TRANSITIONS Based on research and collaboration with organisations around the world, and continuously reviewed and updated with our research, essentially the CIPD Profession Map shares what the most successful HR professionals know and do at every stage of their career, which is proving to be a powerful tool. A wide range of organisations and HR professionals are now using the CIPD’s Profession Map to benchmark...
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...Strategic Decisions These are the decisions that affect the long-term well-being of the organisation. Such decisions involve major resource commitments and are difficult to reverse, implying a long-term commitment. Decisions that are regarded as strategic may occur at all levels of the organisation. There are usually two levels of decisions – corporate and business. Corporate-level decisions are those that affect the entire organisation or firm, whereas Business-level decisions affect the particular business or division. If there is only one business in the firm, then both the corporate and business levels are identical. 2. Strategy This is the common theme underlying a set of strategic decisions. The strategy may be to change the scope of the firm or become global, and the decision to acquire a particular firm is part of that strategy. Strategy is about the firm’s relationship with the environment and developing the capabilities and competencies to enable it attain success. It must be borne in mind that all firms have a strategy and that this strategy may be explicit or implicit, developed with extensive analysis or not. An organisation or firm’s strategy can generally be expressed in relatively simple terms, although this may hide complexity within it. When considering strategy, it must be realised that nothing about the firm is fixed; everything is variable. The strategy may change a firm or the organisation’s scope, its culture, its structure, its vision, or even all...
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...in such a way as to ensure effective and efficient use of human talent to accomplish organisational goals. Boselie et al (2005) also places emphasis on gaining ‘added value’ through the strategic development of its resources preferably its staff. To achieve this, “Poacher” and “Gamekeeper” methods would be utilised. “Poacher” can be defined as offering an individual a job who is already employed or to entice them to quit their employment. It is considered as ‘buying talent’ rather than the organisation training to develop its existing staff. Many organisations such as Investment banks poach experienced and competent persons from reputable organisation, where junior professionals are promised higher remuneration and the opportunity to pursue their MBA in business administration. Poaching is achieved by offering a competitive pay package to an individual who may not get this offering from current employer. Organisations who poach attempts to get the individual they desire, so they set high standards in terms of better contract and as such weakens the competitive strength of opponents. An article in the Electronic Recruiters Exchange by Dr. John Sullivan suggested that poaching proactively targets employing uppermost talent from top organisation. It allows the organisation to acquire persons who possess skills and competencies faster than organising training to develop self-skills. This method tends to decrease the ability of competitors achieving its strategic objectives...
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... Unit 3: Organisations and Behaviour Submitted by: Silviu Daniel Varvara ID: 22716 Edexel: FA62596 Date: Lecturer: Statement of Authenticity: I certify that the work submitted for this assignment is my own. Where the work of others has been used, has been used to support my work and credit has been acknowledged. Task 1 1.1 You are required to select any two companies from UK energy industry to compare and contrast the different organisational structures and culture with another company from the same industry. 1.2 Explain how the relationship between structure and culture can impact on business performance of the first organisation you have selected 1.3 Also discuss the factors which influence individual behaviour at your first organisation that you have chosen. Task 2 2.1 Compare the effectiveness of different leadership styles with another business organisation in the same industry. 2.2 Also explain how the management functions, managerial roles and management authorities will underpin their practice of this company management. 2.3 You need to evaluate the different approaches to management used by the both organisations concerned in this task. Task 3 3.1 You have to discuss the impacts on different leadership styles on organisational motivation throughout the change of periods in the first organisation you select...
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...HRM Human Resource Functions Summary Self Assessment Questions Further Readings 2.1 INTRODUCTION Human resource management (HRM) is an approach to the management of people, based on four fundamental principles. First, human resources are the most important assets an organisation has and their effective management is the key to its success. Second, this success is most likely to be achieved if the personnel policies and procedures of the enterprise are closely linked with, and make a major contribution to, the achievement of corporate objectives and strategic plans. Third, the corporate culture and the values, organisational climate and managerial behaviour that emanate from that culture will exert a major influence on the achievement of excellence. This culture must, therefore, be managed which means that organisational values may need to be changed or reinforced, and that continuous effort, starting from the top, will be required to get them accepted and acted upon. Finally, HRM is concerned with integration - getting all the members of the organisation involved and working together with a sense of common purpose. 2.2 CONCEPT OF HRM HRM is a strategic approach to the acquisition, motivation, development and management of the organisation’s human resources. It is a specialised field that attempts to devd .ng an appropriate corporate culture, and introducing programmes which reflect and support the core values of the enterprise and...
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...Abstract This report seeks identify and evaluate key Organisational Development (OD) issues, suggest possible interventions and provide recommendations for a case study of traditional and nontraditional team-based patient care. The author opted to focus on the team-based operations as it initially proved to be more effective than the traditional method. Although the team based care was more effective, there were several key OD issues that were identified by using OD diagnosis tools and models. Some of the issues highlighted and is the focus of this analysis was HRM, Leadership and Culture. From the case study, one can identify the lack of proper leadership and correlate this to other OD issues such as, no cooperate strategy, no vision or mission and cultural barriers within the organisation. Several known models and strategies were use to select the appropriate intervention and relevant methods for implementation. The intervention and implementation strategies are categorized to match appropriate management of change techniques such as, hard and soft, for a better transition of change within the organisation. The methods of communicating change were also systematically defined to channel only the appropriate contents to the organisation. Strategic SMART recommendations were outlined as short, mid and long term goals to accomplish the objectives of the organisation. Additionally, as part of the recommendations and any OD strategy, there should be a measurement and monitoring...
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...Reflection Organisational legitimacy, capacity and capacity development Mobilising against hunger and for life: An analysis of Derick W. Brinkerhoff capacity and change in a Brazilian network John Saxby Pretoria, South Africa Discussion paper No 58A June 2005 European Centre for Development Policy Management Centre européen de gestion des politiques de développement Study of Capacity, Change and Performance Notes on the methodology The lack of capacity in low-income countries is one of the main constraints to achieving the Millennium Development Goals. Even practitioners confess to having only a limited understanding of how capacity actually develops. In 2002, the chair of Govnet, the Network on Governance and Capacity Development of the OECD, asked the European Centre for Development Policy Management (ECDPM) in Maastricht, the Netherlands to undertake a study of how organisations and systems, mainly in developing countries, have succeeded in building their capacity and improving performance. The resulting study focuses on the endogenous process of capacity development - the process of change from the perspective of those undergoing the change. The study examines the factors that encourage it, how it differs from one context to another, and why efforts to develop capacity have been more successful in some contexts than in others. The study consists of about 20 field cases carried out according to a methodological framework with seven components, as follows:...
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...Introduction 2 2. The roles of HCM in an organisation 3 3. The impact of generational conflicts in Organisation X 6 4. The impact of more women in Organisation X 8 5. The impact of changes in technology in Organisation X 9 6. Checklist and evaluation of the status of HCM functions in Organisation X 10 7. Action plan to assist HCM improve functions in Organisation X 15 8. Conclusion 19 9. List of References 20 1. Introduction The purpose of this report is to look at and analyse the roles of human capital management in an organisation. Hereon forward, human capital management will be referred to as HCM. The roles and analysis will be used as a guideline for preparing a report to the human resources director of the researcher’s organisation. The report will focus on a variety aspects related to HCM, namely, the impact of generational conflicts, more women in the organisation and the impact of change in technology. It will also include a checklist and evaluation of talent management, employee engagement, employee motivation and change management. Finally the report will conclude with an action plan to assist the HCM team to (continuously) improve these functions and roles to ensure a satisfied and productive workforce. (Milpark Business School, 2013) The organisation chosen for this report is a multi-national corporation that provides products and services to treat patients with chronic kidney disease. The holding organisation is in Germany, the focus of this...
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...1) What does the case describe in terms of changes in the way that people worked at Oticon? The case describes that Oticon made a dramatic organisational transformation. There was a paradigm shift in the way people worked for the organisation. It is evident that changes occurred at two levels; Group level and Individual level. At the group level, departmentalisation gave way to cross functional thinking and working. Oticon became a project based organisation (the ‘spaghetti’ form) demolishing top-heavy authority system. Each project was considered as a ‘business unit’. Project leaders were responsible for resources, outcome, budget and timetable for their own project, thus eliminating middle managerial positions. At the individual level, employees were expected to work on multiple projects. Everyone could be a team leader provided the person has the necessary technical and leadership skills. There was a strong emphasis on employee empowerment. Any staff member was encouraged to put forward project proposals. Individuals were also given the opportunity to hone their Information Technology (IT) skills by providing them a computer at home. Physical layout was changed to maximise physical flexibility. An open-space area with ‘desks’ on wheels replaced individual offices , the coffee bars and the café and wide staircases were built where people unavoidably met each other by chance. 2) Explore the connection between the changes in the way that people worked and Oticon’s overall...
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