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Strategies For Improving Organizational Effectiveness: Week 10

Strategies for improving organizational effectiveness focus on developing processes that support business goals and culture. The improvement involves addressing organization-wide issues like development, transformation, management, commitment and trust. HR provides support for strategies in areas like resourcing, learning, performance and rewards. Organization development programs are planned interventions using behavioral science to improve organizations. They aim to enhance competence and effectiveness through total systems change.

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aboubakr soultan
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26 views

Strategies For Improving Organizational Effectiveness: Week 10

Strategies for improving organizational effectiveness focus on developing processes that support business goals and culture. The improvement involves addressing organization-wide issues like development, transformation, management, commitment and trust. HR provides support for strategies in areas like resourcing, learning, performance and rewards. Organization development programs are planned interventions using behavioral science to improve organizations. They aim to enhance competence and effectiveness through total systems change.

Uploaded by

aboubakr soultan
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPT, PDF, TXT or read online on Scribd
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Strategies for Improving

Organizational Effectiveness
Week 10
Strategies for improving
organizational effectiveness
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

2
Strategies for improving
organizational effectiveness
 The improvement of organizational effectiveness is an overall
objective of strategic HRM, which addresses the organization-
wide process issues relating to organizational development and
transformation, culture management, knowledge management,
change management, developing a climate of high commitment
and trust, quality management, continuous improvement and
customer relations.

3
Strategies for improving
organizational effectiveness
 The last three of these areas are the special concern of front-line managers, but
the HR function can provide support and help in developing and implementing
the required strategies.
 A holistic approach is required that provides the basis for integrated HR
strategies in the main areas of resourcing and talent management, learning and
development, performance management, reward and employee relations

4
STRATEGIES FOR IMPROVING ORGANIZATIONAL
EFFECTIVENESS

 Strategies for improving organizational effectiveness will focus


on developing processes that support the achievement of business
goals and a positive culture.
 There are no universal prescriptions for the development of
strategies. Some of the areas that might be considered are listed
in the following section, but these are generalities and would
have to be turned into specifics in accordance with an assessment
of the particular business environment and needs.
.

5
STRATEGIES FOR IMPROVING ORGANIZATIONAL
EFFECTIVENESS (cont’d)

Areas for developing organizational effectiveness:


Clearly defined goals and strategies to accomplish them.
A value system that emphasizes performance, productivity,
quality, customer service, teamwork and flexibility.
 Strong visionary leadership from the top.
A powerful management team.
 A well-motivated, committed, skilled and flexible workforce.

6
STRATEGIES FOR IMPROVING ORGANIZATIONAL
EFFECTIVENESS(cont’d)

 Effective teamwork throughout the organization, with win/lose


 conflict well under control.
 Continuous pressure to innovate and grow.
 The ability to respond fast to opportunities and threats.
 The capacity to manage, indeed thrive, on change.
 A sound financial base and good systems for management
 accounting and cost control.

7
STRATEGIES FOR ORGANIZATIONAL
DEVELOPMENT (cont’d)
 Strategies for improving organizational processes can involve preparing and
implementing organization development programmes.
 Organization development (OD) is A planned systematic process in which applied
behavioral science principles and practices are introduced into an ongoing organization
towards the goals of A planned systematic process in which applied behavioral science
principles and practices are introduced into an ongoing organization towards the goals
of effecting organizational improvement, greater organizational competence, and
greater organizational effectiveness. effecting organizational improvement, greater
organizational competence, and greater organizational effectiveness.

8
STRATEGIES FOR ORGANIZATIONAL
DEVELOPMENT (cont’d)
 The focus is on organizations and their improvement or, to put it
another way, total systems change. The orientation is on action –
achieving desired results as a result of planned activities.

9
STRATEGIES FOR ORGANIZATIONAL
DEVELOPMENT (cont’d)
 OD was originally based on behavioural science concepts, but
during the 1980s and 1990s the focus shifted to a number of other
approaches. Some of these, such as organizational
transformation, are not entirely dissimilar to OD. Others such as
team building, change management and culture change or
management are built on some of the basic ideas developed by
writers on organization development and OD practitioners.

10
STRATEGIES FOR ORGANIZATIONAL
DEVELOPMENT (cont’d)
 Yet other approaches such as continuous improvement (kaizen),
total quality management, business process re-engineering and
performance management would be described as holistic
processes that attempt to improve overall organizational
effectiveness from a particular perspective.

11
Characteristics of OD strategies

 OD concentrates on how things are done as well as what is done. It is


concerned with system-wide change.
 The organization is considered as a total system and the emphasis is on the
interrelationships, interactions and interdependencies of different aspects of
how systems operate as they transform inputs and outputs and use feedback
mechanisms for self-regulation.
 OD practitioners talk about ‘the client system’ – meaning that they are dealing
with the total organizational system.

12
Assumptions and values of OD

OD is based upon the following assumptions and values:


Most individuals are driven by the need for personal growth and development as long as their
environment is both supportive and challenging.
 The work team, especially at the informal level, has great significance for feelings of
satisfaction, and the dynamics of such teams have a powerful effect on the behavior of their
members.
OD programmes aim to improve the quality of working life of all members of the organization.
Organizations can be more effective if they learn to diagnose their own strengths and
weaknesses.
But managers often do not know what is wrong and need special help in diagnosing problems,
although the outside ‘process consultant’ ensures that decision making remains in the hands of
the client.

13
Features of OD strategies

 OD strategies are developed as programmes with the


following features:
 1. They are managed, or at least strongly supported, from the top
but often make use of third parties or ‘change agents’ to diagnose
problems and to manage change by various kinds of planned
activity or ‘intervention’.

14
Features of OD strategies(cont’d)

 2. The plans for organization development are based upon a


systematic analysis and diagnosis of the circumstances of the
organization and the changes and problems affecting it.

15
Features of OD strategies(cont’d)

 3. They use behavioral science knowledge and aim to improve


the way the organization copes in times of change through such
processes as interaction, communications, participation, planning
and conflict management.

16
Thank you

17

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