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ORGANIZATIONAL DEVELOPMENT CORE GROUP Academy Session 2011, Paris October 30 th and 31 st 2011 PowerPoint PPT Presentation


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EUROPEAN SCOUT REGION. ORGANIZATIONAL DEVELOPMENT CORE GROUP Academy Session 2011, Paris October 30 th and 31 st 2011. Putting strategy into action.

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ORGANIZATIONAL DEVELOPMENT CORE GROUP Academy Session 2011, Paris October 30 th and 31 st 2011

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Organizational development core group academy session 2011 paris october 30 th and 31 st 2011

EUROPEAN SCOUT REGION

ORGANIZATIONAL DEVELOPMENT

CORE GROUP

Academy Session 2011, Paris

October 30th and 31st 2011


Putting strategy into action

Putting strategy into action

“Strategy is the direction and scope of an organisation over the long-term: which achieves advantage for the organisation through its configuration of resources within a challenging environment, to meet the needs of markets and to fulfill expectations of different target groups.”


Workshop @ academy 2011

Workshop @ Academy 2011

  • Stephen Peck (UK)

  • Matthias Gerth (Switzerland)


Intro

Intro

  • Language(s)?

  • Who are you? (Name, NSO, function, motivation)

  • What do you expect?  use the post-its

  • What is needed before you develop strategies and actions?

  • Write one example each of a successful and an unsuccessful strategy or change implementation from your NSO

  • Change management, organisational behaviour, project management


Managing change

Managing change

  • Why change things?

  • Why it‘s hard in Scouting and Guiding

  • People resist change, not organisations

  • Why it goes wrong

  • Plan to succeed

  • Dealing with resistance

  • Embedding the change in the culture


Managing change1

Managing change


Organisational culture learning organization lo

Organisational cultureLearning Organization (LO)

“The LO concept was developed to help organisations cope with the rapid acceleration in the pace of change – a challenge also facing every NSO. Additionally, the LO approach is one that encourages Members to be involved and contribute to the NSO’s development. Member involvement is a growing expectation at all levels and the LO approach will help us to meet that expectation.”


Organisational culture key organisational behaviours

Organisational cultureKey organisational behaviours

  • Involve and consult our membership at all levels whenever possible

  • Flatten organisational structures

  • Share information and store it in an accessible way so that everyone can see the whole picture and can therefore contribute to discussions

  • Encourage learning and personal development…this is what we should be doing in Scouting anyway!

  • Regular external stimulus for the organisation's thinking and development

  • Adopt a holistic approach to strategy


Organisational culture key organisational behaviours1

Organisational cultureKey organisational behaviours


Project management holistic approach from a to z

Project ManagementHolistic approach: From A to Z

  • Analyzing

  • Planning

    • Specifying the desired results, determining the schedules, and estimating the resources

  • Organizing

    • Defining people’s roles and responsibilities

  • Controlling

    • Reconfirming people’s expected performances, monitoring actions and results, addressing problems, and sharing information with interested people

  • Learning

    ANALYZE  PLAN  EXECUTE  CONTROL  LEARN


Project management holistic approach from a to z1

Project ManagementHolistic approach: From A to Z


Project management planning why and what

Project managementPLANNING: WHY and WHAT?

  • Why?

    • Strategic goals and vision

    • Aims and objectives: Aims are the changes you hope to achieve as a result of your work; Objectives are the activities you undertake and the services you offer to bring these changes about

  • What?

    • Availbility of resources (time, people, money, place)

    • Risk analysis

    • Budget and contraints


Project management planning smart objectives

Project managementPLANNING: SMART objectives

  • Specific

    • Define your objective clearly, in detail, with no room for misinterpretation.

  • Measurable

    • Specify the measures or indicators you’ll use to determine whether you’ve met your objective.

  • Aggressive

    • Set challenging objectives that encourage people to stretch beyond their comfort zones.

  • Realistic

    • Set objectives the project team believes it can achieve.

  • Time-sensitive

    • Include the date by which you’ll achieve the objective


Project management organization who how and when

Project managementORGANIZATION: WHO, HOW and WHEN?

  • Who?

    • Target groups (internal, external, support)

    • Team and roles: depending on type of project

    • Responsibilities

    • Boundaries and key players

  • How?

    • Resource allocation

    • Organizational chart

    • OK but keep room for creativity, stay flexible

  • When?

    • Schedule: Phases and milestones


Project management controlling

Project managementCONTROLLING

  • Tracking progress

  • Regular reporting

  • Evaluation

  • Lessons learned


Project management developing a project plan

Project managementDeveloping a project plan

  • Environment, vision, aims and objectives

  • Target groups

  • Schedule: Phases/Activities/Milestones

  • Risk analysis

  • Budget

  • Organizational chart

  • Team, roles and responsibilities


Summary

Summary


Support for your organization

Support for your organization

  • The Organisational Development Core Group

  • Tailored support: Consulting, workshops, etc.

  • The library of documents

  • OD seminar, February 11-12, 2012; Gilwell Park

  • Q&A


  • Login