Question:
You are required to complete an assignment on either Organisation Design or Organisation Development.
Please choose either;
Organisation Design or
Organisation Development
You are asked to base your review on your own organisation or one you know well. Where this
is not possible we will provide a case-study organisational context for you to work from
Write an individually completed and organisation based assignment leading to a 3000 word (+10%) report which critically reviews the theory and practice involved in implementing effective organisation design or organisation development strategies and programmes.
Your critical analysis should include:
The relevant organisation contextual and environmental factors and how these impact organisation design or development strategy
The historical and theoretical basis of organisation design and development and the value or contribution to the organisation’s context
The impact of organisation culture norms and behaviours of stakeholders
A range of available approaches and methodologies for organisation design or development with reference to theory and research
An evaluation of the importance of the role in HR in advising on design and development choices and in supporting implementation
Recommendations for a solution and/or for future improvements
Implementation Plan:
You must include one appendix in the form of an implementation plan, providing detail of your
recommendations and to support your critical review. The appendix must be discussed and
referenced from the recommendations in your report. There is no word count restriction.
You should follow this structure when writing your assignment:
Introduction
Analysis of findings to cover learning outcomes
Conclusions
Recommendations
The report should be clearly structured with academic underpinning to support the line of argument. Evidence should be drawn from a range of credible sources i.e. textbooks, theoretical sources, journals and government, consultancy and research reports.
Please see the assignment writing guidance and the Good Reference Guide on the VLE.
Solution/Answer
| Student Name: | |||
| Membership / Registration Number: | |||
| Qualification Title: | |||
| Unit Title: | Planning Strategic Organisational Change in Cassava Foundation | ||
| Tutor: | |||
| Word count set: | 3,000 | Word count used: |
Table of Contents
1.1 Background of the Organisation. 3
2.1.1 Rationale of the Change Process. 5
2.1.2 Data Gathering to Support the Need for Change. 7
2.2 Culture norms and behaviours 8
2.3 Methods and Procedure of OD.. 9
2.4.1 Capability Assessment of Mapping Staff to Right Positions 10
2.4.2 Preparation Initiatives for new Manpower Agreement and all HR Plans. 10
Appendix 1: PEST Framework. 15
Appendix 2 SWOT – Current Strategy. 16
Appendix 3: Action Implementation Plan. 17
1.0 Introduction
1.1 Background of the Organisation
Cassava Foundation is a Nigeria-based non-government organisation supporting economic development and peacebuilding in the Niger-Delta region of Nigeria. Its operations are anchored on dynamic multi-stakeholder partnerships assuming a full advantage on synergies of diverse organisation and interests. Their operations are facilitated by economic development, peace-building, analysis & advocacy, and capacity building programmes. The foundation is influenced by constant interactions with external factors such as funders, stakeholders, competing organisations and partners leading to the need for change. As part of Cassava Foundation’s new strategic plan, the management has initiated an undertaking of consolidating their programme areas. As noted by Vaillancourt (2015) successful consolidation of activities has a direct impact on organisations leverage on cost savings and increased efficiency of their operations.
1.2 Drivers of Change
Dawson (1994) point out that the conception of the need to change may either be in response to external or internal pressures for change. The external drivers of change are;
- International forces– these forces represent the national, geographical and global security issues influencing the broader framework of the transnational problems that directly impact the conflict dynamics. These factors influence the dependence on foreign aid and financial investments as a factor to induce conflict and instability in Niger delta. This is also influencing the international actors roles in establishing economic incentives fuelling conflicts and uncertainties.
- Socio-economic changes– the social factors influence the extent to which the organisation can engage in CSR projects heavily invested in and competing with foundation for the funds. This also informs the changes in the oil and gas industry over the least four years leading to issues with harmonious coexistence of citizens in the Niger Delta region hence the need to create a framework of conflict resolution.
The internal drivers of change are;
- Structure: The need to develop the best structure for sustained performance of the foundation. This would harness the unification of experiences, streamlining of the entire governance, decision-making process, and improved operations.
- Staffing: With the reduction of funding at every renewal, there is a need to plan for the future. This would be influenced by consolidation of their annual reviews and consideration of their model of engagement, which is intended to expire in 2020.
Also, this would harness the fostering of partnerships with their stakeholders, government, private sector, and civil society with the programme being supported by 3 key enablers. These include Capacity building programmes, advocacy and knowledge management (See figure 1).
Figure 1: Key Enablers of Change
The implementation of the drivers of change is expected to lead to a significant implication on organisational development effort (Ayo & Adewoye, 2010). The current organisation development strategies in Cassava Foundation is characterised by the need to establish a pool of world-class talent, a holistic HR strategy, and employee capacity development considering the arising humanitarian needs in Niger-delta and increasing the competency-based performance management system. In this case, this report focuses on evaluating the extent to which the change in organisation development through consolidation of programmes would influence HR strategies.
2.0 Analysis and Findings
2.1 History and Theory
Organisation Development (OD) as a subject and approach has emerged over the last 40 years. According to Meyer and Meyer (2011), Richard Beckhard, who is the origin of the theory identified its critical characteristics as including planned, organization-wide, and managed from the top to increase entity effectiveness through interventions on its processes using behavioural science knowledge. The concept formally emerged in the 1950s (though some theories date back to 1920) and is generally credited to psychologist Kurt Lewin (Burnes & Bargal, 2017). The difference between the modern OD and the one pioneered in 1960 is that it was initially pre-occupied on individual and group levels to facilitate incremental change instead of the overall system (Torraco, 2016). The current OD is based on harnessing large-scale interventions characterising strategic change efforts and initiatives. OD theories have equally evolved in response to the internal and external factor, including technology, political, legal, economic and social. Lewin’s theory of change and Force Field Analysis from the 1960s have improved the understandings of organisations as open systems with an emphasis on team development, training for individual growth and self-directed learning. Currently, there exist the total quality management theory Baird et al. (2011) based on systems thinking, organisation as a whole system, relevance of vision and visioning, organisational culture and behaviour. Therefore, an organisation development must be holistic and leading to systems integration, structures and culture mirroring operations in internal and external business environment.
As a result of the geopolitical and economic factors in Nigeria, Cassava Foundation has experienced different challenges in its operations. They have reacted positively by altering their organisation behaviour and programmes integration to ensure the organisation is more proactive in securing funding, programme areas streamlining and downsizing of staff. These strategies are intended to align strategy, individuals and processes.
The consolidation of Cassava Foundation programmes is intended to improve organisation learning, knowledge management, and adaptation to organisational values and norms. The consequence of this would be the development of a more flexible, appropriate positioning to respond to changing market demands and to leverage strategic opportunities for future growth. The identified change is based on the primary focus of the foundation, which is people, efficiency, performance, and economic development through leveraging on significant operational synergies assisting in value maximization and delivery of an improved return to all involved stakeholders (McQuaid, 2010). This would also result in alignment with economic factors, improved donor funding, corporate social responsibility, structure and staffing process.
2.1.1 Rationale of the Change Process
From the analysis of the environment in which Cassava foundation operate (PEST Analysis), lack of donor funding represent the major external threat (See appendix 1).This includes economic challenges in oil industry, lack of business initiatives and potential donor’s lack of interest in working with the organisation. Further, SWOT analysis (appendix 2) indicates that the primary weakness by Cassava foundation includes involvement in multiple overlapping programmes that need streamlining. To ensure a successful change to align with environmental factors, the Burke-Litwin (1992) model can be adopted. This model assists in establishing points of intervention based on data and change levers. Despite the model focusing on twelve critical factors, only six are of interest to Cassava Foundation as shown in figure 2;
Figure 2: Burke-Litwin (1992) model
In the consolidation of their programmes, they would be reduced from four programme areas to two programme areas hence a change in structure, leadership, mission, and strategy. This would lead to staff reduction, change in organisation behaviours and accommodating new donors.
| Incremental | Strategic | |
| Anticipatory | Tuning – “better ways to doing things.” | Reorientation – “doing things differently to stay competitive for future opportunities and problems” |
| Reactive – | Adaptation – “external environment drives organisation to adapt.” | Re-creation – “doing things differently by changing the basics.” |
| Adapted from Nadler & Tuchman (1989): Organisational Frame Bending |
Kotter’s and Burke-Litwin’s frameworks are useful in assessing the relevance of all the stages of implementation to the positive achievement by Cassava Foundation. All the steps have been evaluated based on Kotter’s process and their alignment on leadership, structure, work climate, culture, mission, and strategy required to help make the change assessed.
Input: External Environment: The identified challenges to successful sourcing of donor funding would harness the foundation change.
Transformational Factors- These include factors core to foundation performance (See figure 2);
Figure 3: Transformational Factors of Change
- Transactional Factors:
- Structure– this would include roles and functions, communication, authority, and decision making changes.
- Work climate-Change management demand knowledge on personal levels of change staff with coping cycle (Carnall, 2003). Psychological contracts influence change reactions from the consolidation of the programme to face out the existing ones (Rousseau, 1995). An integration of theories of distinct results offers an opportunity for holistic examination of change. Adverse reactions would arise in the coping circle denial stage (Carnall, 2003). The attitude of fear and anxiety would also be addressed as it is critical for intervention success.
2.1.2 Data Gathering to Support the Need for Change
The data gathering process involved an interrogation of the programme managers, meeting top management team informally, and discussing actions for change. From these interactions, different opinions on issues affecting the foundation were identified. The findings included lack of a prevailing direction or vision knowledgeable to all stakeholders.
There is a need for the leadership team to assume full responsibility for the change process and increasing confidence levels and the popularity of the change process. From the data gathering, the findings are highlighted in appendix 1, 2 and 3. The evaluation of the programmes was done through interviews, focus groups and surveys with output being identified as effective intervention measured by overall foundation performance.
2.2 Culture norms and behaviours
The need for focusing on the cultural norms and behaviours is informed by the fact that Cassava foundation partners with international organisations and government entities with a diverse culture. As noted by Nam Nguyen and Mohamed (2011), in the context of OD, addressing cultural norms and behaviours influences the leadership of such organisations and their interest in a specific market area. The cultural norms influence the foundation change process, perceptions on the desired change, leadership perceptions, risks and uncertainties, relationships and partnerships, and success in their operations. Hence, for reflecting on the cultural norms and behaviours for the consolidation of the programmes, the cultural dimensions of Hofstede’s model have been adopted (Rhodes & Antoine, 2013).
Individualism versus Collectivism
This dimension highlights the extent of emphasis on the individual roles as opposed to the role of an entire group (Cho et al., 2013). In the programme consolidation, the top management would encourage the rest of the hierarchy of an organisation to engage in activities that promote the mutual strategic advantage of partnership with their donors, partners as a critical and essential practice for individualistic benefits. The team in the Foundation must assume a more individualistic culture rather than collectivism so that they can appreciate the change in the organisation is common and equally with implications to their operations.
Power Distance
According to Rhee et al. (2014), the power distance dimension highlights the need for harnessing an equal power distribution between the top leadership and subordinates, dictating the level of inequality acceptability. In the first phase of consolidation of programmes, all potential stakeholders would be informed on the need to distribute the power among all stakeholders to avoid friction in the process. As such, a high power distance culture for leaders and subordinates would be implemented.
Masculinity versus Femininity
Masculine culture is characterised by achievement, assertiveness, heroism, decisiveness, and desire to achieve an explicit recognition through an effective role implementation and increasing earnings (Fernández & Coelleo, 2010). This is as opposed to a feminine culture which prioritizes on consensus-seeking, cooperation, modesty, care, quality of life and interpersonal relationships. The programmes consolidation and other activities involved must be an integration of both cultures leading to a hybrid of initiatives that best harness the capacity development of the organisation. Their behaviours must be assertive, heroic, and decisive, implement roles and increase earnings. Also, a consensus would be sought, cooperate, modest, care for the weak, quality of life and interpersonal relationships.
2.3 Methods and Procedure of OD
The method and procedure involved in the OD are informed by the view that the programmes consolidation process would be informed by the previously informed internal and external factors. In order to identify the fitness of these factors, the McKinsey 7s model would be used as it identifies the processes followed from sourcing of the donors to the implementation of the support strategies to the community. This is regardless of its limitation of not focusing on the external environment factors (Kaplan, 2005). Also, Kotter’s analysis tool would be used in this process. This is as opposed to Kurt Lewin’s 3 step, John Kotter’s 8 steps, Prosci’s ADKAR change models, which are majorly oriented on evaluating change in context of the available opportunities and in particular structural changes.
Strategy
In order to avoid risks to the Foundation, the OD would be implemented in two distinct phases to prevent any form of disturbance to ongoing operations. The entire implementation of the strategy would take a period of 12 weeks, with N12,000,000m budgeted for the entire exercise. The outcome of this strategy would include enhanced operational performance, cost efficiency, and talent utilization.
Structure
The structure will be lean with a communication department being introduced for employee’s engagement with the structural changes being explained in detail by Cassava Foundation management, which is aligned with the employment contract.
Systems
The change process would target the systems that promote operational performance and offering strategic benefits to future growth. For instance, there are programmes that would be terminated while others supported.
Skills
The capacity building programme, analysis, and advocacy in Cassava Foundation would be informed by the need to have highly experienced employees with capabilities of helping them to achieve their vision. This would ensure that the employees strictly adhere to the set rules, belief, commitment levels, and motivation which all influence the extent of change implementation.
Staff
Part of capacity development would inform the need for establishing an HR strategy and training to ensure that potential employees endear to work in the organisation. The programme managers would implement closer relationships with staff members for improved communication on the change to staff, and possible contracts change. Currently, Cassava Foundation promotes staff motivation as a strategy for generating a pool of loyal and effective staff.
Style
All stakeholders would be included in the change process in areas of communication, knowledge sharing, vision orientation and change process monitoring. This would eliminate mistrust in the foundation and establish a culture of inclusion of all staff and stakeholders. This is in line with Lewin’s (1951) recommendation that preparing staff for upcoming change by announcing it with a planned timing and content as well as overcoming resistance.
Shared value
This includes the norms and standards that would guide behaviours of employees and the company actions to realise the change. To achieve the shared value, the change process can adopt the Kaplan OD context, which is characterised by interrelated elements of vision, strategy, culture, structure, skills and material resources. Sourcing of core funding needs to be a long-term strategy and categorised into sustainability and development funding. The first tire would include the funds set in staff payroll, administration, and programme implementation. Development funding includes capacity building of staff among other improvements with diversification of funding guiding in risk management and new skills development.
2.4 Role of HR
2.4.1 Capability Assessment of Mapping Staff to Right Positions
Please contact us for more details on this assessment