BSBMGT615 Powerpoint Presentation

PowerPoint Presentation
Contribute to Organisation Development
BSBMGT615
Introduction
This manual is in three Elements:
1. Develop Organisation
Development Plan
2. Implement Organisation
Development Activities
3. Maintain Organisation
Development Program.
ELEMENT 1: Develop Organisation
Development Plan
ELEMENT 1: Develop Organisation Development Plan
Strategic Plans
A strategic plan is an internal document that outlines an
organisation’s overall direction, philosophy, and
purpose, examines its current status in terms of its
strengths, weaknesses, opportunities, and threats,
sets long-term objectives, and formulates short-
term tactics to reach them.
Strategic Plans
Strategic Plans are used by organisations to determine
what they are doing, where they are planning to
go (usually in the near future such as a year or
two), and how they will get there. The planning is
usually organisation wide but occasionally will be
carried out on one large unit or area of an
organisation.
Strategic Plans
The planning is conducted in a series of steps or
activities:
Strategic Analysis
Establish Strategic Direction
Action Plans.
Who Should be Consulted?

A Management Committee would be appointed by
the Board or Chief Executive and they would select
appropriate individuals such as:
Managers and staff who will be implementing the
plan
Customers, users, members who will be affected
Management Committee who will monitor its
implementation
Stakeholders, special interest groups, experts, etc.
Who Should be Consulted?

Stakeholders can be involved in different ways:
Workshops held on an open day
Consultation meetings with groups
Requests for written submissions
Questionnaires sent to selected groups or
individuals
Steering groups.
Key Roles in the Organisational Development

Process
Organisations go through cycles during their
development.
Each of these changes will impact and require
development to ensure better, more effective,
implementation and less loss of customers and
skilled staff.
The leaders and managers are at the forefront of such
changes. It is they who must deliver the
communication and implement the plans.
Often, this is all given to a resistant staff by reluctant
leaders.
Key Roles in the Organisational Development

Process
To effectively implement an organisational
development program there must be specific people
linked to defined roles:
Initiator
Development Agent
Champion for the Development
Sponsor of Development
Leadership, Supervision, and Delegation.
Collect and Analyse Data

Once the people have been selected it is time to
commence planning the development or change. It is
essential that the information fuelling the process is
complete, accurate, and unbiased.
Such information may be taken not only from the
organisation itself, but from industry statistics and
other external sources relating to the particular
development.
The best information is always factual and verifiable.

Quantitative data is data that can be expressed
numerically. Quantitative data is used in graphs,
histograms, tables, and charts.
Qualitative data is made up of words and can be
analysed using logic and systems.
Data analysis is a series of steps that include
examining the data, sorting out the useful information,
formatting it so that it provides the required
information, and highlighting what is useful to suggest
conclusions that will support decision making.

Analysing Quantitative Data:
1. Organise the Data
2. Shape the Data into Information
3. Interpret and Summarise the Information
4. Explain the Information.

Analysing Qualitative Data
You will need to complete calculations including:
Frequency
Mean (or average)
Percentages.
Establishing Objectives
1. Identify Workforce Issues
2. Identify the Goals
3. Identify the Objectives
4. Identify Workforce Strategies.
Strategy Clusters
Strategies should be few and address the most critical
issues.
Clustering is another method of keeping the goals and
objectives clear, but include or ‘cluster’ the interrelated
strategies around a more complex problem.
Obviously, this is preferable to developing a single
strategy that only addresses part of the issue.
Action Plans
Action plans address the steps that must be taken to
achieve the goal.
They will usually include who is responsible, clearly
define what must be accomplished in each step, and
establish a timeline for completion.
Again, consultation with stakeholders must be
undertaken at the completion of the step to ensure
acceptance.
Selecting Appropriate Organisational Development

Techniques
Business Re-engineering or Organisational Redesign
Consultative Processes
Job Redesign
Sensitivity Training
Systems Redesign
Work Reorganisation
While each model has its advantages, disadvantages,
and where it is most appropriately used, there is also one
major thing they have in common:
COMMUNICATION!
Developing the Communication and Education Plan

Your communication and education plans must be
effectively communicated using the right information,
the right channels, and in the right time. You need a
documented plan or list of activities designed to ensure
all affected groups and individuals, other relevant
parties, and stakeholders, understand what is happening
and why so they are able to participate where
appropriate.

It would seem that there is never enough communication
in the workplace. Have you ever worked in a situation
where you felt totally informed? Communication is one
of the toughest issues in organisations.
A good place to begin is by reviewing what effective
communication entails. There are four (4) parts to
sharing meaning:
1. The sender must present the message clearly
and in detail, with integrity and authenticity.
2. The receiver must choose to listen, question for
clarity, and trust the sender.

A good place to begin is by reviewing what effective
communication entails. There are four (4) parts to
sharing meaning:
3. The delivery method must suit the circumstances
and the needs of both sender and receiver.
4. The content has to resonate and connect, on some
level, with the already-held beliefs of the receiver.

To meet these criteria, in organisational developments
models you should include all of the following into your
documented communication plan:
Communication must be consistent, frequent, and
through as many channels as possible. Information
should be said, written, and trained. There should be
video use where possible, focus groups, and notices on
bulletin boards and on Intranets about the development.

Everything that is known about the development
communicated as quickly as the information is available.
You must remind the recipients that you favour
immediate communication, but changes may still be
made. If they are unable to accept the changes, then they
must wait for information until all decisions are final
and mandated. This of course is very, very
disadvantageous in effective organisational
development.

Encourage people to ask questions. Schedule
significant amounts of time for questions, clarification,
and input.
The vision, mission, and objectives of the
organisational development effort must be clearly
communicated. People must understand how the
changes will affect them personally. Without assistance,
they will make up their own stories, which will usually
be a far cry from the truth.
Selecting Appropriate Organisational Development

Techniques
While each model has its advantages, disadvantages,
and where it is most appropriately used, there is also one
major thing they have in common:
COMMUNICATION!

Reviewing what effective communication entails:.
1. The sender must present the message clearly
and in detail, with integrity and authenticity.
2. The receiver must choose to listen, question for
clarity, and trust the sender.
3. The delivery method must suit the circumstances
and the needs of both sender and receiver.
4. The content has to resonate and connect, on some
level, with the already-held beliefs of the receiver.

Communication must be consistent, frequent, and
through as many channels as possible.
Everything that is known about the development
communicated as quickly as the information is available.
Encourage people to ask questions.

The vision, mission and objectives of the
organisational development effort must be clearly
communicated.
The Communication Plan

The format is:
Page 1 – Cover
Page 2 – Table of Contents
Page 3 – Introduction
Next Page – Communication Plan
Routine Communication
Budget Communication
Risk and Issue Communication
Summary of Objectives and Keys to Communication.
Next Page – Budget
Next Page – Approval
The Communication Plan

Employees prefer to hear organisational development
messages from two or more people in the organisation.
They must also know how they will benefit and what is
in it for them.
Repeat key messages and repeat them again and again.
Have you prepared those who are also delivering the
messages well enough?
ELEMENT 2: Implement
Organisation Development
Activities
ELEMENT 2: Implement Organisation Development Activities
Implementing the Plan

Gaining Collaborative Participation to Maximise
the Involvement of Stakeholders
The only way to effectively get ‘buy-in’ from teams
and individuals in the workplace was to develop
strategies to encourage participatory, consultative,
and cooperative workplaces.
Gaining Collaborative Participation to

Maximise the Involvement of Stakeholders
It is clear that if a move is to be made to a more
consultative and participatory organisation, this
will require the involvement of all employees.
The development is led from the top and driven
from the bottom, a top-down initiative.
It must involve all people at all levels in
informing, sharing, being heard, and problem
solving.
Gaining Collaborative Participation to

Maximise the Involvement of Stakeholders
There will of course be some members of staff
who will not want to participate and therefore
cannot be involved in the decision making.
Ensure they are informed and are asked to
participate.
If they choose not to, then informing is the best
that can be done.
Gaining Collaborative Participation to Maximise

the Involvement of Stakeholders
Do not promise more than you can deliver
If ideas cannot be implemented, always clearly and
calmly explain why
Executives must listen and act on the ideas of the
staff
The methods used to build participation must be
tailored to fit
When there are tough decisions, do not let
employees slip into relying on the managers to make
the ‘hard’ decisions.
Problem Solving: Team Development and

Training Activities
It will take training and development activities to
teach employees the skills to work with others to
reach workable decisions. Good managers in
organisations that encourage consultation build
optimal teams. These teams function with very little
intervention.
Problem Solving: Team Development and

Training Activities
It is a sensible balance of consultation and firmness
that achieves the best result. The elements or
choices are:
Problem Solving: Team Development and Training

Activities
Do you remember the story of the donkey who is
motivated by the carrot dangled in front of him? The
alternative was the stick and a beating. The sensible
course of action would be to use the carrot incentive
primarily and the stick on rare occasions (and only when
there was good cause) or, preferably, never. The carrot
represents the constant reward for performance.
This is the kind of balance you are looking for as an
effective manager building a consultative and
participative team. The incentive is generated by the
opportunities that are available and the instinctive
reaction to threats.

Activities
Team Development
Teams are composed of a number of different personalities,
ambitions, work ethics, and abilities. Different people
bring together different elements. The best team cultures
develop where team members recognise that everyone else
also has important value to contribute.
To be dealt with effectively, each issue will require a leader
within the team, another must be responsible for driving
the issue so it is not overlooked or lost, and then there will
be others who are in a position to make contributions.
They bring capability, resources, scheduling, and the skills
to make a good team.

Activities
Successful organisations encourage the best team
structures to develop (either formally or informally) as a
response to the need. The team structure that is necessary
is the one that evolves so the right people work on the
most appropriate topic. There is flexibility of staffing,
and the leader of one team may be a contributor on
another.
The overlap of teams can be seen in the diagram
following.
The ideal situation and goal is to ensure that everyone

has responsibility for some aspect of the overall success
of the implementation, regardless of whether it is a major
or minor role. To develop people to this standard may
require training, but principally will require experience,
opportunity, delegation, and support.
Development can take place through group work,
computer-based training, one-on-one sessions, informal
coaching, mentoring, or sensitivity training.
Whatever your choices for approach to the development

methods, you need the support of the sponsor. They
should understand your plan, support your actions,
provide budget, advise on insurance, and lead by
example.
An example of a group activity might be a ‘civies day’
on Friday when jeans are allowed to be worn in an
office. Unless the senior management and sponsor
approve and participate, you could land yourself in
trouble.
A good attitude can be promoted through all activities.

Remember that a ‘good time’ for one may not appeal to
someone else. Activities must also be in line with the
organisational values. For example, some organisations
do not allow drinking and due to social issues even try to
educate staff to better manage their alcohol intake after
hours. Obviously, in this case, alcohol would not be
appropriate. Neither would a picnic with pork and beef
sausage barbeque in a vegetarian food plant. Avoid
activities that appeal to only a few. If you must agree to
the tastes of one group, ensure that the next function
aligns with the tastes of the other group!
Some activities you could include:

Food and drinks for teams meetings
Meetings held over breakfast or lunch
Social drinks, meals in the evening
Activities such as golf, bowling, tennis, picnics,
barbeques, paint ball competitions
Family days where families are invited too
Some activities you could include:

Multi cultural days where all staff of a particular
heritage supply the food and entertainment of their
country, or one large day where all of the different
cultures each have a stand and bring their native food for
sharing by other staff or staff and families
Novel activities such as karaoke, trivial pursuits,
scavenger hunts
Charity events such as group blood donation.
Training
In some cases, specific training may be required to up-
skill staff for new positions and responsibilities. We
discussed sensitivity training in Element 1. This might be
useful for newly formed teams if diversity is an issue.
Other soft skill training may also be useful. This could
include team building, problem solving, communication,
or many others as required.
Hard skills are another type of need that may require
formal training and qualifications.
It is essential that you are intimately aware of the skills,

abilities, experience, and education of all employees and
how they match the new development. It is very
destabilising if the employees are aware or even
uncertain if they will have a job in the new organisation.
These fears must be addressed and allayed early with
plans made and communicated to staff about how their
skills will be made appropriate for the new roles.
None of these development activities is just about fun.
They are implemented to build the relationships of the
team itself and teams with other teams. There are many
events that will permit interaction such as meetings,
information encounters, emails etc. Each is an
opportunity to enhance the effectiveness of the team.
Reward systems are another way to promote team

participation. Formal rewards are usually focused on
achievement of major or key goals such as bonuses paid
for early completion. They usually require the approval
of the sponsor.
Secondary reward systems are often at the discretion of
the manager and can be used in several ways:
Token gifts or treats (subject to whatever financial
limits are appropriate in the environment) e.g. bottle of
champagne, shopping voucher, airline ticket
Members of the team at any level can nominate a

colleague for doing something special which
contributed towards the success of the program. It
could relate to the quality of the work, getting things
done on time, the social life of the team, relationships
with external parties, etc.
Celebrating the completion of major phases of the
implementation is an important element of team
building.
The cheapest and arguably most valuable recognition is
remembering to say ‘thank you’ and then a brief
explanation of why you are offering the thanks. In
each case, the importance of the goal is reinforced by
the recognition. This will help focus and motivate the
team.

Activities
It will take training and development activities to teach
employees the skills to work with others to reach
workable decisions.
Good managers in organisations that encourage
consultation build optimal teams. These teams function
with very little intervention.
Helping Groups to State Problems and Find Solutions

Facilitators should be able to think laterally and
strategise – rather than be experts on the actual tasks of
the team.
The facilitator is important to aid teams in learning how
to effectively manage problems in conjunction with
others.
They must encourage exploration of the issue by the
team by gently guiding them and not allow or focus on
the wrong aspects.
The facilitator will encourage the team to explain and
justify their thinking as they propose solutions.
Helping Groups to State Problems and Find Solutions

Collaborative problem solving distributes the work
among the team members which allows the team to take
advantage of the strengths of the individuals and
undertake problems that would normally be too difficult
for the individuals. Techniques include questioning,
using the expertise of individuals, the development of
higher-order thinking, and use of shared knowledge. The
facilitator is working to assist teams to become more
flexible in their thinking.
Managing Conflict to Achieve Consensus or

Agreement
Consensus is defined as ‘an opinion or position reached
by a group as a whole’ by the Oxford Concise
Dictionary. Consensus decision making is the process
used to generate widespread agreement within a group.

Agreement
To achieve a consensus, you must start by meeting five
(5) requirements:
1. Inclusion
2. Participation
3. Cooperation
4. Egalitarianism
5. Resolution / Solution Focused.

Agreement
Next, participants in the decision making must
understand the benefits of using a consensus process for
making decisions.

Agreement
Finally, agree how the final decision will be decided.
Decision making can take the following forms:
Simple Majority Decision
Super Majority Decision
Rough Consensus
Referred to a Committee or Leader for Final Decision.

Agreement
Consensus Process
In preparing a group or team to enter into consensus
decision making, they must understand that consenting to
a decision does not mean it is their first choice, it is often
the ‘best offer’.
The advantage is that the views of each are heard and,
through discussion and sharing, a decision meeting the
needs of more can be made.

Agreement
Consensus Process
Ensure that what needs to be decided is clearly defined
Before undertaking the first discussion, list the concerns
of all the participants.
It is possible to ‘float’ ideas and hold preliminary votes
to assess the relative positions of participants before
undertaking lengthy discussion.
Once a concerted effort has been made to get full
agreement, call for a vote to discover if there are
sufficient votes to pass the proposal.
When and How to Intervene

When learning is required, a development agent may
introduce interventions as part of an improvement
program. Interventions are the primary learning
processes used during the implementation stage of an
organisational development.
They can be used individually or in combination as
structured activities to improve social or
task performance.

Structured activities may include but are not limited to:
Action Research
Brainstorming
Career Planning
Inter-group Team Building
Job Redesign
Quality Circles

Sensitivity Training
Succession Planning
Surveys (with feedback)
Team Building
Training
Transition Analysis

Interventions are the actions that influence an
organisation's development program.
They are used for improving the effectiveness of
individuals, teams, intergroup relations, and that of the
whole organisation. Interventions can focus on task
issues or process issues and may be roughly classified
according to which development mechanism they tend to
emphasise.
Different interventions are used for different purposes.
As the organisational climate is changing and the
unfreezing of old behaviours undertaken, further
opportunities for interventions are revealed.
Brainstorm Alternative Proposals

Brainstorming is useful to generate creative solutions to
problems.
It is an activity that is fun and can be a little boisterous
depending on the participants, so is good for gaining
participation from the group.
The number of ideas generated means that you can find
better solutions.
The use of this process with teams brings the diversity
and expertise of each into play.

The process of brainstorming requires certain rules:
No criticism of ideas during brainstorming sessions
Ideas should only be evaluated at the end of the
brainstorming session
Invite as wide a variety of people to participate as
possible
Keep participant numbers small.

Effectively managed, group brainstorming can be useful
for bringing the creativity and full experience of all
participants together to resolve issues.
When a stalemate is experienced by individuals, other
members can continue to stimulate the thinking. Ideas
are developed in more depth by a group.

The rules are:
The meeting room must be comfortable and prepared
before the participants arrive
Nominate a recorder
Define the problem concisely and clearly
Request that individuals call out their ideas
Encourage everyone to build on the ideas of others.

The rules are:
Enthusiastic, uncritical attitudes must be fostered
among the group
It is essential that no one criticises or evaluates the
ideas
Encourage people to have fun
Do not let the session get bogged down on one idea for
too long.
Negotiate and Agree on Outcomes

Negotiation is when we are discussing and working with
another person to find a common ground on which to
build and agree an outcome.
As you work to achieve more than you have been offered
at work, a wage increase or promotion, you are
negotiating.
Agreeing with another what you will do on the weekend
is negotiating.

Communication is the key and good communication
skills imperative.
1. Choose Your Time
2. Exercise Self Management
3. Understand Your Opponent
4. Listen Well and Pay Attention!
5. Do Not Allow Yourself to Be Pressured.

Stay open to alternative ideas to retain your choice.
But do not assume that there is no point of return.
You should have prepared your own BATNA (best
alternative to a negotiated solution) or bottom line and, if
it is breached, politely withdraw.
ELEMENT 3: Maintain
Organisation
Development Program
ELEMENT 3: Maintain Organisation Development Program
Maintaining Organisation Development

Program
Undertake Surveys to Identify and Loss of Support for
Organisational Development Programs and Activities
Maintain the Development Program
Surveys are used to measure and understand the impact of
communications on the listeners’ thinking and behaviour.
But certain conditions must be met to ensure that the
information that you get from the surveys is reliable.
Undertake Surveys to Identify and Loss of Support

for Organisational Development Programs and
Activities
There are three (3) conditions:
1. Need to know more about how your
communication is reaching and impacting on the
listeners’ awareness and feelings.
2. Conducted on an audience that is targeted, able to
be identified, and whose attitudes can be measured.
3. When the audience is narrowly defined and high
levels of resources have been spent in the
communication initiative.

Activities
Surveys are an excellent way to measure the impact of a
development program which is dependent on its
communication plan.
It is relatively costly so the information must be
necessary.
Usually, during a development program, this would be
when there is a perceived loss of support for the activities
and the program itself.
Loss of support must be dealt with as soon as suggested
or the backward momentum may set the program back
and require considerable more cost and time to correct.

Activities
Methodologies
There are three (3) methods that are best for looking
carefully at the degree to which the communication plan
contributed to changes in attitudes.
Benchmark Polls
Pre and Post Surveys
Tracking Surveys

Activities
When used appropriately, communication programs can
be useful and powerful tools. Evaluation must always be
part of the plan, but resourcing can be more effective if
surveys are conducted and there is a need in an
overlooked area, or the recall of listeners is faulty.
Maintain regular team meetings and individual

feedback in accordance with communication plan
You now know what has registered as ‘heard’ and what
has been overlooked, so you can commence re-educating
the ideas that have been missed.
If you have continued your team meetings and individual
feedback (these should have been included in your
communication plan), you have an ideal opportunity to
drive these ideas from the bottom.
If you have been consistent in continually giving these
messages, you now have an opportunity to consider how
you can be more effective.
Set out activities and interventions in the organisation

development plan and maintain, evaluate, and modify
them as required
You may now need to initiate an intervention or activity.
Carefully consider your goal and the people in your
team. When you are convinced, discuss with the sponsor
to ensure that you are not biased in any way before
implementing
Ensure senior management reinforces organisation

development program by ongoing messages of
support and appropriate resource allocation
Through this sharing with your sponsor, you will be
reminding the senior management of the importance of
their support, both in communication and resources.
It is essential that senior management continue an
involvement, although they may at times be distracted by
day-to-day events.
A timely reminder in this fashion may be appreciated.
Evaluate organisation development plans in terms of

costs and benefits, including opportunity costs
In addition to evaluating the communication strategies,
the development program must be evaluated during and
after the implementation.
Generally, a cost-benefit analysis will be used to evaluate
the program.
An evaluation was undertaken before deciding to
undertake the development, this would also have been a
cost-benefit analysis and would have provided
benchmarks against which the whole program could be
evaluated when complete.

Cost-benefit analysis is the process of identifying and
listing the potential costs of the planned development
program and what benefits the implementation of the
program are expected to reap.
The costs from organisational development programs
include:
1. Cost of the project team
2. Procurement of methodology and tools
3. Purchase of materials
4. Costs and time for training

The benefits from organisational development programs
could include:
1. Return on Investment (ROI) from the people
2. Avoiding costs
3. Mitigation of risk
4. Probability of meeting budgets.

Opportunity costs are the cost of passing up the next best
choice when making a decision.
Opportunity cost analysis is an important part of a
company's decision-making processes, but is not treated
as an actual cost in any financial statement.

To know if your development program has been
successful, they must be tested against pre-determined
criteria or benchmarks:
Was it profitable?
Were the revenues higher than expenses?
What was or will be the time taken to break even?
What investment was required and are there any further
ongoing expenses? Were there any barriers?
Were the needs addressed successfully?
Knowledge Evidence
Explain How To Maximise Participation In And
Support For Organisation Development Including
Strategies Or Techniques
Change Management
Having well-defined milestones and metrics
Having senior management committed to change
Establishing and communicating concrete ownership
and accountability
Using standardised project management practices
Having engaged executive sponsors.
Consultation
Communication is concerned with the interchange of
information and ideas within an organisation.
Consultation goes beyond this and involves managers
actively taking account of the views of employees before
making a decision.
Evaluating The Process And Outcomes

The McKinsey 7S Framework is a management model
developed by well-known business consultants Robert H.
Waterman, Jr. and Tom Peters in the 1980s.
This was a strategic vision for groups, to include
businesses, business units, and teams. The 7S are
structure, strategy, systems, skills, style, staff and shared
values.
The model is most often used as an organisational
analysis tool to assess and monitor changes in the
internal situation of an organisation.
The model is based on the theory that, for an
organisation to perform well, these seven elements need
to be aligned and mutually reinforcing.
Generating Ideas And Options

We covered the creative activity Brainstorming in the
Manual. If you require more ideas, please go to the
MindTools © website (http://www.mindtools.com/). On
the toolbar there you will find a link to 27 tools that you
can use to generate ideas, aid consultation and develop
‘buy in’ from participants.
Managing Conflict And Resolving Problems

Change in turn can cause conflict to occur between
people in a personal or business relationship. There are
four reasons why humans can adapt to change:
1. Embodied intelligence
2. Background meaning
3. Concern
4. Situation.
Whether dealing with personal or business change that is
causing conflict, various psychologists, psychiatrists and
behaviour experts offer methods of managing conflict
and change.
Outline Theories of Organisational Behaviour and

Dynamics Relevant to Planning and Implementing
Organisational Development
Organisational behaviour studies the impact individuals,
groups, and structures have on human behaviour within
organisations.
Many factors come into play whenever people interact in
organisations.
Modern organisational studies attempt to understand and
model these factors.
Organisational behaviour can play a major role in

organisational development, enhancing overall
organisational performance, as well as also enhancing
individual and group performance, satisfaction, and
commitment.
Organisational culture is difficult to define but is
extremely relevant to how organisations behave.
Understanding and defining these work cultures and the
behavioural implications they embed organisationally is
also a central topic in organisational behaviour.
Explain the Impact of Legislation on Organisational

Development and Change
Organisational change impacts on people and how
people work. Therefore it is important to be aware of
legislation that may impact on your change management
program:
Australian Human Rights Commission Act 1986
Work Health and Safety Act 2011 (WHS Act)
Equal Employment Opportunity Act (Commonwealth
Authorities) 1987
Ethics
Sex Discrimination Act 1984
Fair Work Act 2009
Privacy Act 1988

Social Responsibility
Disability Discrimination Act 1992
Age Discrimination Act 2004
Racial Discrimination Act 1975
List Aspects of Organisation Culture that can Affect

Organisation Development and Explain how to
address them in Planning and Implementation.
There are several continuums that help define an
organisation’s culture.
Culture tells you a lot about an organisation.
Change in an organisation means that culture cannot be
ignored.
Culture is critically important to business success.
In any major change initiative, it is the job of

management and the people affected by the transition to
figure out how to harness the strong cultural attributes of
their organisation to build momentum and create lasting
change.
Organisations that are able to do so - to take a ‘culture
led’ approach to change - substantially increase the
speed, success, and sustainability of their transformation
initiatives.
Summary
Organisations are recognising more than ever that success and
competitive advantage depend upon the quality of their strategies
and the quality of their people.
People set strategy, make critical decisions, create business
opportunities, develop new offerings, manage and drive change.
Should these processes be ineffective, organisations lose.
Designing, developing, and implementing integrated solutions to
ensure a clear and robust link between strategy and the
development of individuals, teams, and organisations is critical in
an ever more demanding and complex world of organisational
effectiveness.
focusing on your training needs
PRECISION GROUP (AUSTRALIA) PTY LTD

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Contribute to Organisation Development

Who Should be Consulted?

Who Should be Consulted?

Key Roles in the Organisational Development

Key Roles in the Organisational Development

Collect and Analyse Data

Collect and Analyse Data

Collect and Analyse Data

Collect and Analyse Data

Selecting Appropriate Organisational Development

Developing the Communication and Education Plan

Developing the Communication and Education Plan

Developing the Communication and Education Plan

Developing the Communication and Education Plan

Developing the Communication and Education Plan

Developing the Communication and Education Plan

Selecting Appropriate Organisational Development

Developing the Communication and Education Plan

Developing the Communication and Education Plan

Encourage people to ask questions.

The Communication Plan

The Communication Plan

Implementing the Plan

Gaining Collaborative Participation to

Gaining Collaborative Participation to

Gaining Collaborative Participation to Maximise

Problem Solving: Team Development and

Problem Solving: Team Development and

Problem Solving: Team Development and Training

Problem Solving: Team Development and Training

Problem Solving: Team Development and Training

The ideal situation and goal is to ensure that everyone

Whatever your choices for approach to the development

A good attitude can be promoted through all activities.

Some activities you could include:

Some activities you could include:

It is essential that you are intimately aware of the skills,

Reward systems are another way to promote team

Members of the team at any level can nominate a

Problem Solving: Team Development and Training

Helping Groups to State Problems and Find Solutions

Helping Groups to State Problems and Find Solutions

Managing Conflict to Achieve Consensus or

Managing Conflict to Achieve Consensus or

Managing Conflict to Achieve Consensus or

Managing Conflict to Achieve Consensus or

Managing Conflict to Achieve Consensus or

Managing Conflict to Achieve Consensus or

When and How to Intervene

When and How to Intervene

When and How to Intervene

When and How to Intervene

Brainstorm Alternative Proposals

Brainstorm Alternative Proposals

Brainstorm Alternative Proposals

Brainstorm Alternative Proposals

Brainstorm Alternative Proposals