Organizational
development
Every organizational
development project must be geared to the specific local
conditions and to the individual order that has been
placed. The following section outlines our main methods
and also what our experience has shown to be the key
features for organizational development.
Analyzing the status
quo
Confidential interviews are
held with staff at all levels and in all positions, i.e. with line superiors, project managers, key personnel,
operative employees, etc. The interviews focus mainly on
current understanding in term of
-
allocating tasks / responsibilities / authorities (role
allocation)
-
interaction (Organizational structure; understanding
of processes)
-
expectations / expectations not met
- own
suggestions for change
Collating the data
obtained
The data
reflecting different viewpoints is collated using a
specially developed grid. The resulting data model is
used as a basis to produce the qualification script.
Agreement
The
customer appoints a steering committee for the
organizational
development task. We present our qualification script
to the steering committee. It contains specific proposals
for further action. Our proposals are coordinated with
the customer's ideas and wishes. The pros and cons of
various issues are discussed. The result is an
organizational development concept that produces lasting
improvements and also meets with broad acceptance.
A
proofed concept for
organizational development must result in specific
measures at various levels.
Level A:
Development of a new structure
When developing a
suitable organizational structure the following key
criteria will iterative to be incorporated:
-
Optimizing the organizational structure
-
Modeling efficient business processes
-
Adapting
and revising job descriptions
-
Defining interfaces and the (newly structured)
interaction
Level B: Coaching
Management staff within the organizational unit should
in particular be provided with individual coaching
support as a matter of urgency; this helps them fulfill
their management responsibilities under the changed
framework conditions. Important topics include:
-
Managing
within the new structure
-
Comparing management style "portrayed", management
style "expected", management style "required"
-
Analyzing personal strengths / weaknesses (observation
/ personality test, ...)
-
Dealing
with specific forthcoming management discussions /
meetings
-
Live coaching
Level C:
Team building
A new
organizational structure means changes in team line-ups
and different tasks. These must be discussed and dealt
with at a meta level free of operative constraints.
Important topics include:
-
Conveying the new organizational structure
-
Clarifying internal interaction
-
Developing cooperation (team play)
-
Strengthening a feeling of togetherness (team spirit)
-
Establishing a stable feedback culture
-
Developing a motivating team perspective
Level D:
Cross-organizational cooperation
The new
organizational structure obviously changes things in
terms of cooperation with the "outside world". Interface
teams must therefore be formed to address the following
issues in special workshops:
-
Determining / optimizing cross-organizational
business processes
-
Joint
clarification of the respective tasks
-
Developing cooperation (teamwork)
-
Developing a model for setting conflicts
-
Establishing a stable feedback culture
Level E:
Qualification measures
The new
tasks assumed by management employees and staff mean
changes in terms of specialist requirements. It is
important to check the adequacy of existing
qualifications and cross-qualifications and what further
qualifications are required. As well as technical
knowledge, this obviously also involves soft skills.
Staff suddenly have to show skills they weren't required
to master to such an extent before. This can involve
issues such as:
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