What does organisational design mean for me and my work
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What Does Organisational Design Mean for Me and My Work?. Frances Abraham & Jean Neumann www.tavinstitute.org For European Organizational Development Network: EODF Stream 7 th May 2014. What is Organisational Design? How we plan to work with you today. Coming up:

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What does organisational design mean for me and my work

What Does Organisational Design Mean for Me and My Work?

Frances Abraham & Jean Neumann

www.tavinstitute.org

For European Organizational Development Network: EODF Stream

7th May 2014


What is organisational design how we plan to work with you today

What is Organisational Design? How we plan to work with you today

Coming up:

Reflections on Literature (small selection of definitions)

Some Case Study Illustrations

Our Assertions about what needs to be involved in organizational design

Followed by us all working together on

What is important to each of us in working with organizational design, what we think makes for good organizational design and

See if we can identify any underlying principles of our approaches

But first …


Organization design definitions with reference to design process

Organization Design Definitions with Reference to Design Process

‘Organization design is the deliberate process of configuring structures, processes, reward systems, and people practices to create an effective organization capable of achieving the business strategy... ’ Using top-down versus bottom-up design processes. [Quote retrieved 21 April 2014, from www.jaygalbraith.com]

‘Organization Design is a formal, guided process for integrating the people, information and technology of an organization. It is used to match the form of the organization as closely as possible to the purpose(s) the organization seeks to achieve. Through the design process, organizations act to improve the probability that the collective efforts of members will be successful.’ [Quote retrieved 21 April 2014, from www.inovus.com]


Organisation design definitions with reference to values

Organisation Design Definitions with Reference to Values

  • ‘The manner in which a management achieves  the right combination of differentiation and integration of the organisation’s operations, in response to the level of uncertainty in its external environment.’ [Quote retrieved on 21 April 2014, from www.businessdictionary.com]

  • ‘Organizational design is a step-by-step methodology which identifies dysfunctional aspects of work flow, procedures, structures and systems, realigns them to fit current business realities/goals and then develops plans to implement the new changes. The process focuses on improving both the technical and people side of the business.’ [Retrieved on 21 April 2014, from www.centerod.com]


Different ideas in the eodf community about what is organizational design

Different Ideas in the EODF Community about ‘What is Organizational Design?’

Ways of seeing org design:

Contrasting two aspects: First,

  • Form: structure and processes Or

  • Form and culture

    Second,

  • Intentional change towards agreed, rational strategic objectives Or

  • Reflection on the current, emergent and adaptive or incipient design related to strategic interests

Approaches to org design:

  • E.g. the star model (top-down)

  • E.g. socio-technical systems design (bottom up)

  • Holographic metaphors for remote and network configurations

  • Whole systems, step-wise methodologies using eg future search

  • Discursive, conversational, sometimes off-line


An illustration of tihr school of thought and organisational design

An Illustration of TIHR ‘School of Thought’ and Organisational Design

Bert Painter’s Web-site: www.moderntimesworkplace.com – go to archives


Two case examples of tihr influenced organisational design

Two Case Examples of TIHR Influenced Organisational Design

One Primarily Internal Reference to Roles and Groups

One Substantially External Reference to Environment

Fiddy

Local Government-led cross-sector agency collaboration (with health, police, voluntary and community agencies etc)

Presenting Problem: Developing an architecture for collaboration which:

- provided for different models of authorisation in different constituencies

Addressed power differentials

built on strengths of different types of organization

Organizational design response:

- Improvising new settings and conversational routines over 6-9 months

  • Jean

  • Training & Development Firm in service sector

  • Presenting Problem: External pressures decreasing value of internal work & seniors pulled outwards, internals insufficiently prepared to handle; succession planning

  • Organisational design solution:

    • Multiple outcomes from one main approach

    • Action research over 5 years


Tihr case example organizational design for roles groups

Abraham & Neumann, 07.05.14, www.tavinstitute.org

TIHR Case Example: Organizational Design for Roles & Groups

Training & Development Provider

External reputation becoming increasingly important for purposes of attracting younger staff

Problem: How to respond to external demand for well-known, senior trainers without undermining self-esteem of internal workload for modest trainers and junior staff (mostly administration and facilities management)?

Organisational design solutions:

Bottom-up redesign of work into ‘portfolios’ & ‘clusters’ based on STS principles

Separation of external facing leadership from internal facing leadership

Leadership team combining cluster heads (rotating) with external and internal leaders

HRM via thematic working groups


Tihr case example organizational design for inter organisational collaboration

Abraham & Neumann, 07.05.14, www.tavinstitute.org

TIHR Case Example: Organizational Design for Inter-Organisational Collaboration

Local government-led cross-sectoral agencies meeting new requirements , progress towards shared local objectives through joint action

9 month time-scale to meet nationally set targets

Organizational design strategies employed:

Work in existing settings to identify issues and triggers

Work in cross-cutting settings to generate new relationships and communication channels

Support for conversations in improvised cross-cutting groupings

Modelling productive dialogue at whole system events on shared objectives


Our own assertions about what organizational design means

Our Own Assertions about ‘What Organizational Design Means’

Fiddy:

“As far as I’m concerned, it’s not organizational design unless it addresses both structure and culture.”

“A good organizational design in my opinion needs to involve participation from all parts of the system.”

Jean:

“ As far as I’m concerned, it’s not organizational design unless it addresses operations positively (meaning both the social and the technical).”

“A good organizational design in my opinion needs to involve multiple, simultaneous changes over time, that is action research.”


Your experiences with organisational design plus drafting 1 2 principles

Your Experiences with Organisational Design PLUSDrafting 1-2 Principles

Complete these sentences based on your experience in offering or receiving organizational design:

“As far as I’m concerned, it’s not organizational design unless ……………………………………”

“A good organizational design, in my opinion, needs to …………………………………………”

Work with others to discuss and craft one or two principles of organizational design (suggested by your sentence completion).


Ending comments

Abraham & Neumann, 7.05.14, www.tavinstitute.org

Ending Comments

  • Please clearly write out your sentence completion examples onto one A4 sheet of paper, along with any organisation design principles that emerged in your discussions.

  • Add your full names plus clearly written email addresses onto the same sheet of paper.

  • Jean and Fiddy will type up the principles & send them to those of you who have participated today.


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