BSBMGT615 CONTRIBUTE TO ORGANISATION DEVELOPMENT

ASSESMENT 1: PREPARE AN ORGANISATION DEVELOPMENT PLAN

Q1. Analysis of strategic plans and other relevant data about the organisation
Strategic analysis: It reviews environment of the organisation and it may contain
tahe political, social, economic and technical environments and they are used by
organisations to determine what they are doing, where they are planning to go
and how they will get there.
Analysing Quantitative Data
1. Organise the Data: this is where you organise the information so that you can
understand it. This could include having taped notes transcribed, or putting
figures into charts .Once done, you should be able to see the overall picture.
2. Shape the Data into information: Next you look for themes or trends in the
data. You can sort the data by using folders to hold different categories or by
storyboarding the different categories. When complete, reduce the number of
categories until a useful few emerge.
3. Interpret and Summarise the Information: At this stage ,it is important to keep
the figures clearly expressing their content. Do not try to quantify the
information such as half of the widgetsunless you have the figures to
substantiate your claim. Instead, you could say a large number or a more
than desirable number. Ensure that all information is represented in the
summary.
4. Explain the Information: It is always a good idea to discuss your findings with
others to avoid personal bias and present a more complete assessment. Avoid
jumping to conclusions or making broad assumptions. Discussion with
knowledgeable individuals will the quality of the explanation.
Analysing Qualitative Data
There are several computer programs specifically designed to analyse qualitative
data The one that seems to be the most commonly used is called NUDIST.
When analysing qualitative data, you must keep your analysis as simple as you
possibly can. You will need to complete calculations including:

Frequency :The Frequency with which something occurs means the

number of times that it is repeated at specific intervals.
Mean(or average) :The mean (or average) of a group of numbers is the
sum of those numbers divided by the total number of those numbers.
Percentages: A percentage means a part in relation to its whole, or a
proportion .To calculate a percentage, divide the number of people or
things in a group by the total.

When your analysis is complete , you are ready to define your objectives and
develop strategies to continue the process of organisational development.

Q1a) Objectives such as strengths, weaknesses, opportunities and threats will be

conducted to clearly understand the situation of the organisation. Identify the
objectives; the objectives are different from the goals in that they describe the
observable or measureable outcomes expected by the organisation in response
to its strategies and action plans.
Identify and implement consultative Processes to maximise participation in the
organisation development process
Gaining collaborative Participation to maximise the involvement of stakeholders:
In the 1970s it was realised that only way to effectively get buy-in from teams
and individuals in the workplace was to develop strategies to encourage
participatory consultative and cooperative workplaces. It has since been widely
recognised that workplaces promoting employee participation in decision making
are usually more successful because they understand that employees have a
right to be involved in decisions that affect their working lives and that positive
gains also accrue to business.
In 1996 Lawler provided research and supported the key factor in participative
management as being better management practices could provide critical
completive advantages to public and private sector organisations.
These gains include:

Improved employee performance resulting from greater motivation

A positive workplace culture as an outcome from grater information
sharing
Improvements in productivity when employyes are consulted over changes
to job design and work practices.

It is clear that if a move is to be made to a more consultative and participatory

organisation, this will require involvement of all employess. The development,as
we discussed in element 1,is led from the top and driven from the bottom, a topdown initative.it must involve all people at all levels in informing, sharing, being
heard and problem solving.
You should have addressed this in your communication plan.The implementation
of that plan, precisely as you intended, is the next step. However, as you
implement,remember that the overriding goal is to establish a consultative
relationship.This relationship must include the input of others into the
plans.There must be constructive feedback as well as positeve reinforcement
and provision of information.
Some methods you may consider for inclusion are:

Encouraging discussion around work-related issues

Building your personal relationship witj employees and committing time to
hearing their problems and concerns,their ideas and aspirations.Of
course,the decision on wheter to actin their must remain in your hands.
Ensuring the scheduled staff meeting do take place and are
interesting,relazed encounters where employees are actively encouraged
to participate
Discussions between employees,etither individually or as a group,and
their managers.these could be incorporated into the regular performance
reviews or when reviewing training needs for the implementation
Nominating a third party to permit employees to express their views
without having to indentiy themselves .The third party may be their union
representrative,a counsellor,or advocate.Attitude serveys and suggestion
schemes are also useful here.
Using team leader meeting and information discussions to clarify issues
Acknowledging employyes of the outcoes of any improvements
Informing employees of the outcomes of any strategies they have
proposed
Continually reviewing and improving upon strategies to encourage
participation
Delegtating and encouraging employees to take a level of responsibility
for organising and doing their jobs without constant reference back to
management
Regularly seeking employee feedback and then acting upon it
Regularly newsletters

Q1b) Selecting appropriate change management techniques; this unit requires

examination of various techniques that are used to develop organisations when
large changes are to be made. Business Re-engineering or organisational
redesign: This is used when an organisation needs dramatic improvement in
performance and increased customer satisfaction through a reinvention of its
operations, culture, technology and systems. The emphasis in this model is on
balancing the customer needs and the operational performance to achieve the
organisation goals and objectives.it is usually initiated by the chief executive or
board after future planning activities are undertaken.it means that the
organisation will undergo dramatic change through the re engineering to
achieve the major improvements in performance and customer satisfaction.
Often the business re-engineering process is divided into two phases
1. Design: The first stage including the positioning of the program assessing the
present state and re-engineering the values of the organisation. This is where the
managerial operational social, and technological development is managed.
2. Implementation: in this phase the piloting is completed, the transition plans
are developed and the development is implemented and measured.

Consultative Process
This technique is usually used when the development impacts on the staffing
arrangements for a smaller area, such as a unit or department and relies heavily
on the input and feedback from stakeholders impacted by the development and
those currently involved in the process.
In this process there are six steps;
1. Identification of the workplace Development: This includes Meaningful
Consultation where the manager invites staff members comments and
feedback on the draft change proposal. When staffs constructive feedback is
received, the manager should be sent to those overseeing the charge and a
adjusted draft change proposal should be made.
2. Preparing the draft development proposal: here, the options are prepared and
the contents of the draft development proposal agreed this should include: the
background and reasons for the workplace development, Existing structure of
the unit or department, proposed structure of the unit or department, impact on
staff members, development and planning for the development and
implementation of the development
3. Communication with staff members : the draft development proposal is
communicated to staff a working party is formed and meeting with staff
members conducted to discuss the draft development proposal
Communication is the most important aspect of the development process for
staff. They must clearly understand the rationale for development. To ensure all
staff receive the communication, meet with staff in some form of face-to-face
contact and then follow this up in writing or by email.
The methods for communicating face-to-face may include any of the following
dependent on the size of the department and development proposed. Some
options include:, staff forums, straff planning day, discussion paper,
Communication through emails and Working parties
4.The final development proposal is prepared: once the staff members have benn
consulted and been given the opportunity to provide feedback of the draft
development proposal, the department must make a decision on whether to go
ahead with the development proposal.These decisions must be made with
consideration to outcomes of the consultation process and also the aims of the
development process. It is important at this stage to discuss ypur plans with the
development Sponsor,as there may be impacts on staffing.
5.The development proposal is implemented:Staff must be informed of the
decisions taken from the development proposal,what effect these decisions will
have on the workplace,and details of yhe implementation plan.
6.The development process is Reviwed: if continuous improvement is sought, the
reviews are mandatory. Staff feedback and effect on the operations of the area

should be evaluated and reviewed 6 to 12months after the development has

been implemented.

Job Redesign
Job redesign is used to improve organisational effectivess,problem solving,and
the ability of an organisation to cope with a continually changing environment.It
is said that a well redesigned job has an effect on:

Internal work motivation

Organisation commitment
Work satisfaction
Level of performance
A number of factors affect job satisfaction. These include:

The work itself, pay

Promotion
Supervision
Work group
Working conditions

Sensitivity Training
This technique was very popular in the late 1960s. It was used to enable
members of a diversified workforce to work together more productively by
learning to relate to ech other through understanding the values and differences
of other groups. They request that participants put themselves in the shoes of
the other in the hope that the learning will allow the growth of better
relationships. This training may be focused on specific issues such as gender,
multicultural or disability sensitivity.
System Redesign
System redesign is used when an organisation wants to better and more
efficienyly meet customer needs without loss of quality or productivity. This often
requires the redesign of system and the external environment to provide product
or services that are high quality, effective, safe, customer-centred, timely,
efficient and equitable.
Systems are often very complex and experience dynamic changes in their
environment and interactions among internal systems. The internal systems
include people, physical settings, technologies and the organisation.

Q1c) Identify the required roles in the plan and how you will confirm their
commitment

Key roles in the Organisational Development Process

The introduction of the new strategic plan can quite simple if there are only small
changes. That is not usually the case. An organisational development model is
often required because the strategic plan will often uncover areas where great
differences to current operation are required. In order to develop, organisations
must undergo significant change and this can destabilise the workforce if not
well managed.
Such changes might include

The addition or removal of major unit or the way it performs its processes
Changes to the organisations strategic plan
Workforce changes brought about by factors outside the organisations direct
control
Organisations go through cycles during their development. Each of these
changes will impact and require development to ensure better, more effective,
implementation and less loss of customers and skilled staff. The leaders and
managers are at the forefront of such changes.it is they who must deliver the
communication and implement the plans. Often, this is all given to resistant staff
by reluctant leaders.
To effectively implement an organisational development program there must be
specific people linked to defined roles.
Initiator
The development will be in response to something. In the case of business this
may be a loss of a leader, an economic crisis, massive drop in sales, or any other
impact that makes things difrent.It does not have to be a negative influencethe awarding of a huge government contract, for example, may mean that
resources from people right through to supply and delivery may need to be
changed.
Anyone within the organisation may suggest the development and become the
Initiator, but this will usually come from the Board or chief Executive. This person
may also become the development agent.
Development Agent
Once is agreed development is required, someone has to oversee the process.
This is essentially a project and the development agent effectively becomes the
project manager.
Champion for the development
The role of champion for organisational development is to sustain and maintain
the exciment and enthusiasm about the organisational development.
Sponsor of development

The sponsor is the coordinator of the organisational development.

Leadership, Supervision and delegation
This role is all about setting the direction and influencing the teams to follow.
These are the guides who will supervise the development and productivity of the
teams.
Q1d) The communication strategies/plans to achieve your communication
objectives.
Developing the communication and education plan
Your communication and education plans must be effectively communicated
using the right information, the right channels and in the right time. You need a
documented plan or list of activities designed to ensure all affected groups and
individuals, other relevant parties and stakeholders, understand what is
happening and why so they are able to participate where appropriate.
A good place to begin is by reviewing what effective communication entails.
There are four parts to sharing meaning:
1. The sender must present the message clearly and in detail with integrity
and authenticity.
2. The receiver must choose to listen, question for clarity and trust the
sender.
3. The delivery method must suit the circumstances and the needs of both
sender and receiver.
4. The content has to resonate and connect, on some level with the alreadyheld beliefs of the receiver.
To meet these criteria, all the followings must be included into the
communication plan

Communication must be consistent, frequent and through as many

channels as possible
Everything that is known about the development communicated as quickly
as the information is available.
Encourage people to ask questions
The vision, mission and objectives of the organisational development
effort must be clearly communicated.

Communication plan
Routine communication is where you will discuss how day-to-day communication,
updating status of tasks, issues and conduct of meetings will occur.
Budget communication is where you will keep the relevant stakeholders
informed about the budget of the program versus the actual cost.
Risk and communication is where things that go unexpectedly wrong are
discussed. Who needs to be informed? When? Where? How?
Summary of objectives and keys to communication is where you list a
summary of how your plan meets the objectives and key points of the
communication plan.

Q2. Consult with Relevant Groups and Individuals to Profile the Organisations
Culture and Readiness for Organisational Development
Who Should Be Consulted?
A Management committee would be appointed by the Board or Chief Executive
and they be charged with selecting the most appropriate individuals to be
involved in the process. Typically, it will involve:

Management and staff who will be implementing the plan

Customers, users, members who will be affected
Management Committee who will monitor its implementation
Special interest groups, experts, etc. who can contribute to its development.
Once those involved have been decided, the Management Committee must
decide at what level and how different stakeholders will contribute. There are
various approaches that are used to ensure that the opinions of customers and
stakeholders are clearly heard.

Stakeholders can be involved in different ways:

Workshop held on an open day
Consultation meetings with groups
Requests for written submissions
Questionnaires sent to selected groups or individuals
Stakeholders who have formed a steering groups .A steering group is responsible
for providing guidance on strategic direction. It is usually made up of direct
customers and organisational peers or indirect stakeholders.
Determine and Agree on Objectives and Strategies For Organisational
Development
Establishing Objectives: Establishing the objectives and gaining the agreement of
stakeholders is another process of four steps :
1. Identify Workforce Issues :using the data that you have collected and
analysed,clearly define the nature and scope of the issues that must be
addressed.The primary mistake at this step is to rush to develop proposals,
strategies, and plans without proper research and consultation.
2. Identify the goals: These goals should be high-level statements that address
the key issues.yhey are the desired results but do not contain strategies or
measures.there should be a limit to these goals as they are used to address only
the most critical issues.Consultaion with stakeholders to ensure acceptance is
the final step before moving on the step3.
3. Identify the objectives :the objectives are different from the goals in that they
describe the observable or measurable outcomes expected by the organisation
in response to its strategies and action plans.these should address the SMART
criteria discussed earlier under Strategic Plans/2.Establish Strategic Directions.
4. Identify Workforce strategies: Now the methods for achieving the goals and
objects must be developed. These strategies will each require an Action Plan.

Care must be taken to select only a few strategies and to choose those which are
most likely to improve performance.
Commonly, the areas requiring strategies for staff for are redundancies, new
staff requirements and recruitment, training and development, deployment,
succession, performance asseesment, management and retention.
Infrastructure will often need reviews and developments in the classification or
hierarchical levels,salaries,incentive programs,rules, and policies and
procedures.legislative changes can also have a great impact here.
The design of the organisation will change as the organisation changes size
---expansion or contraction will all require reorganistaion and impact on work
process design.
Cultural development may be required if there was a values or diversity issue a
previous organisational development, or employee engagement issue .An
engaged employee refers to the commitment of the individual to their
organisation.the engaged employee is fully involved in and enthusiastic about,
their work and understands how their work fits to achieve their organisations
interests.
And finally, rist management may be required,which could include any
contingency reponse to a critical incident,workplace violence,safelty,employee
health and wellness,and employment litigation.again, changes in legislation will
force changes here.
Strategy Clusters
As started earlier, strategies should be few and address the most criticak
issues.Clustering is another method of keeping the goals and objectives clear,but
include or cluster the interrelated strategies around a more complex
problem.obviously this is preferable to developing a single strategy that only
addresses part of the issue.
An example might be:
Issue: expected chorionic staff shortages this winter due to new flu strain.
Goal; reduce the impact of anticipated staff reductions.
Objectives: provide flu vaccinations free of charge to staff and families
Provide more multi skill training
In this example,both the goals of keeping production levels normal during a
period of staff shortage and an opportunity to up skill staff is achieved.the areas
of production and human resources have been addressed and included.
Action plans:action plans were discussed earlies and address the step that must
be taken to achieve the goal.they will usually include who is responsible,clealy

define what must be accomplished in each step, and establish a timeline for
completion.an example of an action plan template can be wiewed in element 1.
Again,consultaion with stakeholders must be undertaken at the completion of the
step to ensure acceptance.
Q3) Undertake interventions in accordance with the organisation development
plan
When learning is required, a development agent may introduce interventions as
part of an improvement program. Interventions are the primary learning
processes used during the implementation stage of an organisational
development. Structured activities may include but not limited to:
Action research: This is where individuals work with others in teams to improve
the way they address issues and solve problems.
Brainstorming: this is a group problem-solving technique in which members
spontanesouly share ideas and solutions.
Career planning: this is a combination of structured planning and the active
management choice of ones own professional career.
Inter-group team building: working with more than one team to enhance
understanding and working together through building respect, trust and
confidence in each other.
Job redesign: This is the deliberate, purposal planning of the job including all its
structural and social aspects and their effect on the employee.
Quality circles: a group of employees who perform similar duties and meet at
periodic intervals often with manager.
Sensitivity training: this is traning designed to make people aware of the group
dynamics and their own behaviour.
Succession planning: This is a process whereby an organisation ensures that
employees are recruited and developed to each key role within company.
Surveys: detailed study of an area to gather data on attitudes, impressions,
opinions etc. by polling a section of the population.
Team building: it refers to a wide range of activities, usually in a business context
for improving team performance.
Training: the term training refers to the acquisition of knowledge, skills and
competencies as a result of the teaching of the vocational or practical skills and
knowledge that relate to specific useful competencies
Transition analysis: this is an investigation of the component parts of the
development and their relations in making up the whole.
Q3a)

It will take training and development activities to teach employees the skill to
work with others to reach workable decisions. Good Managers in organisation
that encourage consultation build optimal teams. These teams function with very
little intervention. It is a sensible balance of consultation and firmness that
achieves the best result. The elements or choices are:
Reward versus Punishment
Pleasure versus Pain
Opportunity versus Threat
Encouragement versus Coercion
Team Development
Teams are composed of a number of different personalities, ambitions, work
ethics and abilities. Different people bring together different elements. The best
team cultures develop where team members recognise that everyone else also
has important contributions.
In some cases, specific training may be required to up-skill staff for new positions
and responsibilities. This might be useful for newly formed teams if diversity is
an issue. Other soft skill training may also be useful. This could include team
building, problem solving, communication aor many others required. Hard skills
are another type of need that may require formal traning and qualifications.
Rewards systems are another way to promote team participation. Formal rewards
are usually focused on achievement of major or key goals such as bonuses paid
for early completion. Secondary reward systems are often at the discretion of
the manager and can be used in several ways:

Token gifts or treats eg. Bottle of champagne, shopping vouchers

Members of the team at any level can nominate a colleague for doing
something special which contributed towards the success of the program.
Celebrating the completion of major phases of the implementation is an
important element of team building.

Q3b) managing conflict to achieve consensus or agreement

Consensus is defined as an opinion or position reached by a group as a whole
by the Oxford Concise Dictionary. Consensus decision making is the process used
to generate widespread agreement within a group.
To achieve a consesnsus , you must start by meeting five requirements:
1.Inclusion: All members of the team should be involved in the problem solving.
2.Participation: All members should be expected to contribute ideas, suggestions
and opinions. Each has a stake in the final decision.

3.Cooperation: All members must collaborate (work together on a common

enterprise or program) and use the ideas of the others as a base on which to
build further ideas.
4.Egalitarianism : (Affirming, promoting or characterised by belief in equal
political, economic ,social and civil rights for all people.) All input is equal and all
have an equal opportunity to amend , veto or block ideas.
5.Resolution /Solution Focused: All members must intend to work toward a
common solution despite their differences. Proposals are shaped until as many
needs as possible are met.
Next, participants in the decision making must understand the benefits of using a
consensus process for making decisions. Consensus requires discussion , rather
than an aggressive debate, by all parties who are focused on working together to
get to a common solution. The benefits include:

The perspectives or mental views of the entire group are considered and
taken into account and the proposals address the concerns of all as much
as possible
Relationship building through the use of collaborative techniques rather
than competition. Rivalry and resentment is minimised between
perceieved winners and losers
Improved implementation of decisions because there is agreement and all
stakeholders have contributed to that agreement reducing the risk of
sabotage by unhappy losers.

Q3c) Facilitate groups to articulate problems and to propose means for resolving
the problems
Helping groups to state problems and find solutions
A facilitator helps others move forward, in this instance it is the individual who
assists the groups to define problems and find ways to resolve those problems.
They should be able to think laterally and strategise rather than be experts on
the actual tasks of the team.
The facilitator is important to aid teams in learining how to effectively manage
problems in conjunction with others. The emphasis here is on gently guiding and
encouraging exploration. They teach process but let the actions be completed by
the team. They do not influence except in terms of the process.

Q4) in order to evaluate the development plan first step needs to be the defining
the appropriate adjustments. Analysing the strategic plan is essential to begin
the development plan and followed by the determining the roles in the
organisation. Defining the problems and finding solutions with collecting data.
Additionally management techniques are the keys to lead the organisation and
keep the work environment satisfied.

ASSESMENT 2: KNOWLEDGE QUESTIONS

Q1) Brainstorming helps overcome barriers to new processes and the number of
new ideas could be generated in order to find better solutions. The use of this
process with teams brings the diversity and expertise if each into play. Effectively
managed, group brainstorming can be useful for bringing the creativity and full
experience of all participants together to resolve issues. When a stalemate is
experienced by individuals, other members can continue to stimulate the
thinking. Ideas are developed in more depth by a group. It helps all the
participants to feel involved and feel that they have made a contribution to the
solution and allows people to explore their creativity while enjoying the process.
Communication is the key and good communication skills are imperative. In
order to involve into a negotiation, the right attitude and preparation must be
taken. Firstly the timing of negotiation is crucial in order to achieve success.
Secondly self management. Thirdly to understand clients attitudes, beliefs,
habits. Fourthly, two-way communication is very effective and lastly aiming a
win-win could be very stressful therefore do not allow yourself to be pressured.
Q2) The senior management should be reminded by mentioning their support is
very important. It is essential that senior management continue an involvement,
although they may at times be distracted by day-to-day events. A timely
reminder in this fashion may be appreciated.
Q3) Organisational change impacts on people and how people work. Therefore it
is important to be aware of legislation that may impact on change management
program. For example ethics, ethics is a system of moral principles that helps to
determine right from wrong, good from bad. Ethical principles refer to the values
of openness, honesty, integrity, impartially, accountability, tolerance, respect for
people, fairness and personal responsibility.
Q4) Culture us critically important to business success. However, there is a clear
disparity between the way organisations view culture and the way they treat it.
While culture is resistant to change, culture can be a great enabler of
organisational change. Overall, change initiatives are only adopted and sustained
about half the time. But when organisations tap into the energy and emotional
commitment that are bound up in their cultures, change initiatives are far more
sustainable. Organisations that can be able to build momentum and create
lasting change will eventually increase the speed, success and sustainability of
their transformation initiatives.
Q5) Organisational behaviour can play a vital role in organisational development,
enhancing overall organisational performance as well as individual and group
performance, satisfaction and commitment. It is particularly relevant in the field
of management due to the fact that it encompasses many of the issues
managers face on a daily basis. Concepts such as leadership, decision making,
team building, motivation and job satisfaction are all facets of organisational

behaviour and responsibilities of management. Understanding not only how to

delegate tasks and organise recourse but also how to analyse behaviour and
motivate productivity is critical for success in management.
Q6) Cost-benefit analysis is process of identifying and listing the potential costs
of the planned development program and what benefits the implementation of
the program is expected to reap. In regard to development programs, there are
usually four cost areas(cost of the project team, procurement of methodology
and tools, purchase and materials and cost and time for traning) and four
areas(return on investment from the people, avoiding costs, mitigation of risk
and probability of meeting budgets) that are likely to benefit that can be
attributed to it. Opportunity costs are the cost of passing up the next best
choice when making a decision. For example, if an asset such as capital is used
for one purpose, the opportunity cost is the value of the next purpose the asset
could have been used for. It is important but not effective for the actual cost.
Q7) Training is a crucial component of the organisation development plan and
more so if there are changes to the business process or new skills will be
required. Employees must be prepared and trained before they are required to
perform. Additionally consult with relevant groups would help individuals to get
to know and adapt the company.
Q8) The success cannot be measured in numbers but is the best measured by
the changes in attitude and continuing support for the program. Evaluation can
be done by measuring the quantity and quality or some item, perhaps signatures
on a petition or numbers of purchases of a particular product. A communication
program can wrongly be labelled a failure even through it was, in many ways
successful. An example of this could be sampling too large an audience where
the message is too light or too little was spent on the initiative.