ELEMENT aligns with strategy

• Structure—the way the organization separates and connects its pieces.
• Systems—the policies that guide behavior and work, the processes that define how tasks will be performed, and the technology or tools used to support that work.
• Culture—the set of beliefs, attitudes, values, and behaviors shared by members of the organization and passed on to new members
• Values—principles that the organization and its leaders have explicitly selected as a guide for decisions and actions.
• Leadership—the model of behavior that leaders set for the rest of the organization

The way these elements are implemented and aligned can affect:

• The motivation employees apply to their work
• Employees’ engagement or identification with their work and the organization’s goals.
• Performance levels and results—the effectiveness and efficiency in reaching goals—for the entire organization, for its structural pieces (such as divisions, functions, teams), and for individual employees.
• Governance—the organization’s ethical and legal compliance and its approach to managing risk.
  ✅ HR will deliver a diagnosis or assessment and then a course of treatment or interventions that will be taken to correct performance obstacles.

PROACTIVE INTERVENTION

• identify and correct potential problems before they begin affecting performance
• prepare the organization to take advantage of anticipated opportunities
  -Communication networks that allow critical information to be exchanged quickly, free of hierarchical structures that slow communication
  -Structures that allow employees to make decisions quickly and independently.

REMEDIAL INTERVENTION

• make changes that bring an organization back on course toward its strategic goals
• typically intended/designed to resolve a problem or issue that is current or newly discovered and to bring about a long-term positive impact on the organization and its function
• 5 ways in which remedial interventions can impact an organization: Increase efficiency, Reduce employee burnout, Improve product performance, Shift from reactive to more proactive strategy, Address budget deficits

Collaborative
Facilitates discovery of causes and development of solutions with critical input from those most closely involved (managers, supervisors, and employees) in intervention area

Strategically aligned
Helps ensure that plans reinforce, complement, and build on each other and support overall organizational goals and strategies

Producing sustainable results
Changes that can continue to deliver long-term results, perhaps because of management preparation or group involvement and acceptance of new processes and success criteria

Supporting continuous improvement
Aims at strengthening the organization in an ongoing manner by identifying weaknesses and opportunities and engaging employees in performance improvement (Continuous improvement is a basic tenet of the quality management programs to which many organizations today have committed.)

Fact-based
Clarifies the difference between what is known and what is supposed

Evidence-based
Uses current best evidence to identify problems/issues specific to the organization through a commitment to continuous, up-to-date information and knowledge gathering and analysis

Oriented toward systems and processes
Uses systems theory to analyze problems (discussed elsewhere in further detail).

Flexibility
Recognizes and accepts that assumptions are likely to change

ACCESSING

• OED interventions must be assessed once they are concluded, so time must be allowed following the intervention to accurately measure its efficacy
• the client’s perception of the experience is also an important part of the assessment.
• Finally, HR should assess its own effectiveness and efficiency in conducting the intervention

WHY FAILS

• They never get started
• Not well plan
• Reluctance to take reasonable risks
• Insufficient or inappropriate data is collected or if no data is available
• Objectives are too grand or the number of changes necessary is too great. The resource is limited
• Inappropriate communication: communication pitfalls
  -Leadership does not get involved
  -The wrong messengers are used
  -Communication is too sudden
  -Communication is too late
  -Communication is not aligned with organizational realities
  -Communication is too narrow
  
  

REDESINGING THE ORG

• The organization’s mission and vision and the strategies it is pursuing to achieve its goals.
• The way decisions are made
• The way information is communicated
• The processes used to perform work and the degree to which those processes connect parts of the organization’s structure and the way in which those linkages are managed
• The systems used to align the organization’s needs with the resources required to fill those needs

HR ROLES

• Providing leaders with a structural diagnosis by identifying the root causes of organizational performance issues
• Helping leaders evaluate a range of clear design options.
• Ensuring that leaders align organizational design decisions with short- and long-term strategic goals by identifying critical activities, strengths, and weaknesses
• Helping leaders understand their roles and responsibilities that ensure that the structure is properly implemented
• Continually monitoring the structure for alignment with the organization’s business strategy and highlighting challenges as needed
• Planning for internal or external resources to deliver appropriate short- or long-term development interventions and activities
  
  

WORK SPECIALIZATION
refers to the degree to which tasks are performed as separate jobs. Seen as increasing efficiency and quality, result in boredom and lack of quality. And in complex and technology- driven enterprises, specialization can also hamper collaboration and innovation.

DECISION-MAKING AUTHORITY
describes how decisions are made within the organization. Authority relates to the scope of responsibilities that define the area in which a manager or supervisor is empowered to make decisions

FORMALIZATION

• refers to the extent to which rules, policies, and procedures govern the behavior of employees in the organization
  ❎ serve an organization well when uniformity is an imperative
  ❌ restrict employees’ abilities to respond to unusual situations or customer needs as well as stifle creativity and innovation

SPAN OF CONTROL

• refers to the number of individuals who report to a supervisor
• "FALT": many subordinates report to a few supervisors
  ❎ desire for subordinates to communicate directly with their ultimate supervisor and decision maker
  ❌ if too large can slow an organization, making it difficult for supervisors to make decisions quickly

CHAIN OF COMMAND

• refers to the line of authority in an organization
• organizations push decision-making authority downward or become matrixed, and as ad hoc or permanent work teams become more common, the line of authority can appear lateral or web-like.

FUNCTIONAL STRUTURE
departments are defined by the services they contribute to the organization’s overall mission

• Line unit: conduct major business (Sales, production)
• Staff unit: Perform specialized service for the organization (HR, Fin)
  
  ❎ Easy to understand, Specializations develop, Economies of scale, Easier communication within functions, Clear career paths
  ❌ Weaker customer or product focus, Potentially weak communication among functions, Weak grasp of broader organizational issues

TEAM BUILDING INTERVENTION
Goal is to facilitate the alignment of the management team with the team’s mission and goals and to develop effective team dynamics for working together to accomplish these goals.

TEAM BUILDING ACTIVITIES

• Goals and priorities: focus on understanding the team’s stakeholders better and developing better processes for engaging stakeholders ✅ The OED team may facilitate team meetings in which mission, vision, values, and norms are developed
• Role and responsibility of each team member ✅ The OED team can facilitate role and responsibility negotiation and definition.
• Processes for team activities, such as assigning tasks, monitoring progress, and evaluating results; for communicating and coordinating efforts; and for making decisions ✅ The OED team can help diagram processes in terms of inputs, requirements, and outputs.
• Interpersonal relationships within the team, such as building trust, communicating more effectively, resolving conflict, negotiating, and cultural awareness ✅The OED team can advise team leaders on changes that can build trust, facilitate workshops in which team members confront their disagreements, and guide them safely to effective solutions, ay also deliver developmental activities on these essential skills.