DRAFT SB for Intro to Org Development 2_05_13 JH

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Nov 10, 2013 (4 years and 3 days ago)

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Introduction to Organizational
Development

Organization Development


Intro and
Objectives


This course introduces organizational development to
professionals in the relief and development sector.


After completing this course you will be able to:


Explain Organizational Development (OD) and why it is important


Identify the six pillars of OD (illustrative elements of each pillar and
how they interrelate)


Describe the five step process for OD (Define, Assess, Visualize,
Plan, Implement
)


Implement tools to help you in applying OD in your work


2

Organization Development


WIIFM


Before we start, let’s hear from some organizations about
the importance of OD from
their perspectives




3

Foundation

Local NGO

International
NGO

Organization Development


Definition


Mike to provide

4

Organization Development vs. Technical
Capacity


Need to write this


reference below

5

6

Program
Design,
Management,
and Quality
Control

Financial
Management

Governance &
Strategic
Management

Financial
Sustainability

External
Relations

Human and
Material
Resources

The Six Functional Areas of OD

There are six functional areas of organizational development. A strong sustainable organization will
be robust in each of these areas. All of these are important elements. ..

As an org develops capacity in each of these areas, it is important to recognize the
interconnectnesss of these six components, Investments in one area impact performance in other
components areas. For example, strong human resources will have a positive impact on governance
and strategic management, and strong external relations have an impact on financial
sustainabilty
.

Click on earn more about examples
of.thekinds

of investments in these areas that can make an
organization strong.

7

The Six Functional Areas of
OD:

Program Design, Management, and Quality Control

A strong organization will have made investments in Program Design, Management.
and Quality Control, such as the following examples:


Organziations

with strong Program
Desig
, Management and Quality Control might
have the following systems in place:


Indicators/Components of a strong functional PSMQC area, might be:


Examples of




C
lient
driven performance monitoring and evaluation systems for all programming.


Needs assessments and marketing
assessments to measure the effectiveness of
services as well as to identify potential new services to be delivered.


Program management systems
in place ensure
high demand
-
driven, impact
-
based
services are provided as efficiently and effectively as possible.



8

The Six
Functional Areas of OD:

Financial Management

The category of
Financial Management includes
the following activities:



Organizations
manage revenue.


Organizations plan, document and analyze fund usage.


Organizations identify potential for additional resources.


CSOs track the flow of finances in line with local laws and regulations as well as
donor requirements



These systems are critical. Developing and practicing transparent cash management, accounting, and
financial management systems with sufficient checks and balances and different levels of authority helps
organizations minimize fraud, theft and / or corruption and increase cost efficiency and effectiveness.

9

The Six Functional Areas of OD:

Governance & Strategic
Management

The category of
Governance & Strategic Management includes
the following activities:



A clearly
defined mission, vision, and strategic objectives.


A planning
process that involves them in a continuous cycle of needs assessment,
staff development, business planning, and evaluation of progress toward goals and
deadlines.


Defined
roles and regulations for the governing body and the relationship between
that body and program management to ensure democratic and transparent
management.


10

The Six Functional Areas of OD:

Financial
Sustainability

The category of
Financial Sustainability includes
the following activities:



Comprehensive,
long
-
term sustainability planning,


A plan for financial
diversification;


A
sset
based (rather than donor based) fundraising strategies:



donor requirements ,


corporate or state partnership,


membership development,


fee for service / social entrepreneurship


traditional fundraising

11

The Six Functional Areas of OD:

External Relations

The category of
External Relations includes
the following activities:



A list of
key stakeholders, including clients, media, government, business, community
members and leaders, and other CSOs and communicate with them regularly and
effectively.


Aninternal

management process that allows staff and volunteers to freely share
information and communicate in a way that is clear, consistent, timely, and accurate.



12

The Six Functional Areas of OD:

Human and Material Resources

The category of
Human and Material Resources includes
the following activities:



Organizations
hire appropriate staff and staff competency are a result of formalized
human resources policies and procedures, staff development and training plans, and
the use of volunteers and consultants to supplement staff skills and outreach.


Human resources emphasize local employment laws and regulations, the role of a
leader, understanding office politics, participatory management, and time
management.


Organization also has the physical resource base to adequately provide products and
services (i.e. fulfilling its mission) and these resources are procured and maintained
to ensure greatest cost efficiency as possible.

13

The
Five Steps of OD

The process of OD involves five key steps, or phases:



1.

Define

2.

Assess


3.
Visualize

4.

Plan

5.
Implement

14

The
Five Steps of OD

Step 1: Define

In the define phase, you definite what OD means to your
organziation

… what __

Cofnirm

that the six
compoent

framework meets your needs?


We
identfied

a six
compoent

model, before
sttartig

the process, confirm that this structure
meets your needs. Is something missing? Is there an additional component that needs to be
added?

1.
Product
and service management and quality control

2.
Financial management

3.
Governance & Strategic management

4.
Financial Sustainability

5.
External Relations

6.
Human and Material Resources




1.

Define

15

The
Five Steps of OD

Step 2: Assess

In the assess phase, you assess your current state


the state that your organization is
currently in now. There are two approaches to assessing your current state:



Formal approach


using self
-
assessment survey tools (quantitative)


Informal approach


through discussion.(qualitative)


Let’s take a closer look at each approach, and learn about the tools available to help you in
your assessment of your current stage.


2
.

Assess

16

The
Five Steps of OD

Step 2: Assess


Self
-
Assessment Tools

In the assess phase, you assess your current state


the state that your organization is
currently in now. There are two approaches to assessing your current state:



Formal approach


using self
-
assessment survey tools


Informal approach


through discussion.


Let’s take a closer look at each approach, and learn about the tools available to help you in
your assessment of your current stage.


2
.

Assess

17

The
Five Steps of OD

Step 2: Assess


Self
-
Assessment Tools

To help assess which fits better


choose the
rfight

tool for the right situation



Formal approach


using self
-
assessment survey tools

SEE REFEREENCE FOR THE DISCUSSION



Informal approach


through discussion.



2
.

Assess

18

The
Five Steps of OD

Step 2: Assess


Discussion

Here are some ideas for how you can assess your current state through discussion. It involves facilitating an
activity in which you work with members of your organization to identify main themes and capabilities from
stories.








2
.

Assess


Ask members of your organization to think about and then share a
story or powerful ideas about the work of your organization. As the
story
-
telling proceeds, you will assist the group members in extracting
common themes of positive experience from the stories, and listing
these on a flipchart. These will be themes related to what works in
the organization and what gives it life and meaning. (Example: Many
members share stories about the positive response they have
received from the community in carrying out their work. You may wish
to list ‘community response’ as a positive theme for the CBO.)







19

The
Five Steps of OD

Step 2: Assess


Discussion


As the themes are identified and extracted from the
discussion,
you should
draw visual representations of each
topic on a large
circle
.
For example
, if the topic / theme is
‘Leadership’ you may draw a group
of people
with 2 or 3
leaders standing in the front. For ‘Volunteerism’
you may
draw the group with their hands in the air, showing their
willingness to
volunteer. You will need to use your
imagination and creativity
for this
! You may also ask the
CBO members to try to come up with
the drawings
themselves.






2
.

Assess

20

The
Five Steps of OD

Step 2: Assess


Discussion

This will probably be a messy process and you as a facilitator will need to be listening carefully and
helping the group to
extract the themes
. It is not likely that the groups will talk about themes using
the exact words that you want to hear. They may not use the words
‘Financial
Sustainabilty
’,
or
‘Volunteerism’, for example, but as you are listening to their stories you should be trying to extract
these ideas from what the group is saying
..

Here is an example:






2
.

Assess




CBO
Member:

I remember the time when we wanted to organize a recreational activity for the children
in the community. We all got together and

decided what we needed to do. We purchased
a football and Luisa and
Telma

brought jump ropes. About 40 boys participated in the
football match and even more girls were jumping rope all afternoon. It was one of the
best events that

our CBO carried out.







Facilitator:

From this example it sounds like your CBO is very good at
planning
.


21

The
Five Steps of OD

Step 2: Assess


Survey based Tools

You can also use a survey based tool to help you
asses your current state. The self assessment tool
from counterpart International walks you through
each of the functional areas (the OD pillars) and
asks you to rate your organization according to
questions in those areas.


As an example let’s take a look at some of the
questions in the area of Leadership and Strategic
Management.







2
.

Assess

22

For each of these items, you will score your organization using the following rating scale
:


Don’t
know


0; Strongly disagree


1; Disagree


2; Agree


3; Strongly agree


4; Not applicable


NA


You can use the comments box on the right to add any comments.


The Five Steps of OD

Step 2: Assess


Survey based Tools

23

The
Five Steps of OD

Step 3: Visualize

.







3.

Visualize

It is critical to visualize for the future to help you in
capacity building. Two key questions that often will
help you in discovering the importance of capacity
building are as follows:


1.
If your Executive Director was no longer there
starting tomorrow, would you be in a position to
keep moving forward?


2.
If you received a donation of a million dollars
tomorrow, would you be ready to effectively place
those funds into programs?

24

The
Five Steps of OD

Step 3: Visualize

.







3.

Visualize

Exercise: Identifying Capacity Areas by Raising the Issue of
Money


Here is an exercise that you can use to help members identifying organization capacity areas for
improvement and visualize for the future. Before starting, it is important to note that you must use this
exercise very carefully, for the following reason:


Sometimes talking
about money
and fund
-
raising will help the group to think about the
organizational
capacities
that they
need to improve, and so it may be a useful discussion to have. On the other
hand, it
can raise
false expectations whereby the CBO begins to think that funds are forthcoming from
you, your organization,
or other external sources. It can also serve to
minimize
the importance
of
everything
that the CBO is already managing to do for community target groups
without
money.


You
may choose to have this conversation with the group but you must be sensitive
to these
issues,
explaining very carefully that the conversation does not imply that funds
are forthcoming
, nor does it
imply that the only good

work that the CBO can do is that work they do using these funds.


Let’s get started …

25

The
Five Steps of OD

Step 3: Visualize

.







3.

Visualize

Exercise: Identifying
Capacity Areas by
Raising the
Issue of
Money


Sometimes a group will be most successful in identifying
organizational capacity
areas
for improvement if you ask the following question:

‘Imagine that your CBO wants to compete for funding from the
District Department
of
Social Welfare to expand your activities. In order to compete
for funds
like this, what
sorts of things do you think the funder will require, or
will want
to see in your
organization?”


We will use a visual of a tree and white circles to represent capacity areas for this
exercise.


26

The
Five Steps of OD

Step 3: Visualize

.







3.

Visualize

1
. Ask the question to the group and help them
to think of the possible answers. Examples
might include:


Budget


A record of what we are doing (Monitoring)


Etc
.


2.
As
you and the group come up with these
new capacity areas,
draw
a representation
of the capacity areas on
new
white circles,
and place the circles on the diagram of
an
organizational
tree. In the examples here
‘Budgeting’, and ‘Monitoring’ could be
added as new white circles on the tree.



27

The
Five Steps of OD

Step 3: Visualize

.







3.

Visualize


2.
On this example, The
first circles
represent those capacity areas that the
group identified in Step 1 as already
existing in the CBO. The shaded circles
are those that the group has identified in
this step, as representing areas of
capacity in which the CBO can grow and
mature in order to achieve its visions for
the future.


Note: New
circles added as group identifies

additional capacity areas

28

The
Five Steps of OD

Step 4: Plan

.







4.

Plan


NOTE FOR US TO REFER TO:

Explain
how a sample action plan and list of questions/strategies can serve as tools
for
planning


Tool
-

sample action plan

Introduce them to alternatives to dev. capacity


list of questions … do you want
to focus on A, B, C?

Internal vs. External ideas … (if intervention can be done solely internally vs. needing
external support)

(Strategies: Mentoring, Coaching, … don’t go deep on these, right now list of options
that exist)


29

The
Five Steps of OD

Step 4: Plan

.







4.

Plan

There are different methods you can use for action planning


a
list of questions or a formal tool.


List of Questions:

Internal vs. External ideas … (if intervention can be done solely
internally vs. needing external support
)


Also, strategies?

(Strategies: Mentoring, Coaching, … don’t go deep on these, right now
list of options that exist)







30

The
Five Steps of OD

Step 4: Plan

.







4.

Plan

World Vision Sample Action Plan


1.
Introduce what should be in a plan

2.
For each
unctional

area,

3.
Idetnify

a plan to address the gaps between
current stage an
ftuure

stage:

4.
For each
activyty

5.
The target timeframe, who is
responslbe

andresources

to make that happen.


6.
Give a
templaet

and
examle
.

7.
Give a template to use in their contexts

31

The
Five Steps of OD

Step 5: Implement

.







5.

Plan

Put in the “get going now” message.


You are set up with a plan based on
analysis and a
vsiion
.


Manage the plan


Communications


giving people
feedback on where it is going, keep the
buzz going


Setting up monitoring systems


reguluar

meetings to check in


Connect responsible to their
prformanc

plan



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Summary, Resources and Next Steps