Mô tả

Have you ever wondered what organizational development practitioners really do during the first weeks when diagnosing an organization? The books all say: Interviews, Observations, Questionnaires, and Unobtrusive Measures. But how can you really create a comprehensive and systemic understanding of an organization, and that all within a few weeks.

This course will provide you with Tools and Methods just as we also apply them when organization diagnosis.

You will be able to go out and do semi-structured interviews to gain understanding of the organizational values, the organizational structure, the vision and mission of the organization, or gain knowledge of the day-to-day problems managers and employees face.

I will also provide you with the knowledge and tools you need to do structured observations to know more about how supervisors spend their time, analyze the effectiveness of meetings, or also how effective employees organize their daily activities.

You will have the opportunity to learn and try out various types of surveys to gain understanding of the organizational culture, employee values, or leadership styles.

There are many more tools and methods you will get to know and be able to apply.


Providing structure to the course I used the McKinsey 7S Model, which leads to following design of the course:

Section 1 will provide you an overview of the course outline and objective, the McKinsey 7S framework, as well as the context by taking a quick look at Kurt Lewin's change model, and the action research model.

Section 2 shortly presents an overview of the fours main methods used during an organization diagnosis: interviews, observations, questionnaires, and unobtrusive measures.

Section 3 is all about Shared Values and will show you how you can take a culture walk, do interviews, use survey tools to gain an understanding of the underlying values.

Section 4 is looking at Structures and you will learn on how to analyze an organizations structure, the formal as well as the informal one.

Section 5 will look at Strategy, and you will get to know how to gain an understanding of the oganizations strategy and long term goals, as well as the alignment and the goal agreement within the organization.

Section 6 will provide you with the tools and methods to analyze and visualize Systems and processes, mainly by learning more about the brown paper methods or flow charts. Some real life examples will help you to develop a better understanding of these methods.

Section 7 is all about Style - leadership and management style, and how you can utilize interviews, observations and surveys to gain good understanding.

Section 8 provides you with tools and methods to diagnose all you need to know about Staff. Like surveys to understand values, interviews, observations to know labor and time utilization. Also learn to map human capital and evaluate the effectiveness of the talent management in place.

Section 9 is about Skills, and will provide you with the know-how in how to develop a skills matrix and further on gauge the skills with the training needs.

Section 10 is about Unobtrusive Measures and will provide you with some real life examples to support your next search for data.

Section 11 will provide you with knowledge about content and characteristics of the information you should present during this final Feedback meeting. And how you manage the energy in such a way that the organization gets ready for the change.

Bạn sẽ học được gì

How to diagnose an organisation in order to get a thorough understanding of the strengths and weaknesses to be able to develop OD interventions to improve overall organisational performance.

Utilize interviews, observations, questionnaires and unobtrusives measures in a structured manner.

Understand the importance of systemic assessments of different organizational dimensions, such as shared values, structures, strategy, systems, style, staff, and skills.

Yêu cầu

  • You should have knowledge on principles of organisation behaviour and theory.

Nội dung khoá học

11 sections

Introduction

6 lectures
Introduction - Who I am - and where I am coming from . . .
03:37
Course Outline and Objectives
02:55
Framework for Diagnosis -McKinsey 7S Model
05:04
Activity: What would you like to know?
01:14
Course Context - Kurt Lewin's Change Model
02:29
Course Context - Action Research Model
03:47

Methods

6 lectures
Overview of Methods
00:58
Methods - Interviews
08:44
Methods - Observations
03:42
Methods - Questionnaires
03:53
Activity: How would you analyze?
01:21
Methods - Unobtrusive Measures
02:58

Shared Values

12 lectures
Introduction to the Section: Shared Values
06:26
Taking a Culture Walk - Part 1 of 2
07:27
Taking a Culture Walk - Part 2 of 2
04:23
Activity: Take a Culture Walk
00:36
Culture Interviews
06:11
Activity: Culture Interview
01:18
Utilizing Survey Instruments - the Competing Values Framework
05:54
Utilizing Survey Instruments - Example Using OCAI
06:19
Utilizing Survey Instruments - Reading Recommendations
01:32
Activity: Execute OCAI
00:50
Interpretations and Reflections
02:28
Thank You!
00:43

Structures

13 lectures
Introduction to the Section: Structures
03:55
Analysing Organization Charts
07:49
The Process Map
03:39
How about Strategy and Technology?
04:47
Activity: Analysing an Organization Chart
01:31
The Informal Organization
03:29
Which Information Can We Expect to Gain from Organizational Network Analysis?
05:02
Why Would We Want to Do an Organizational Network Analysis?
01:39
How Would We Do an Organizational Network Analysis?
06:25
Some Tools to Do an Organizational Network Analysis
02:17
Activity: Understanding Social Networks
00:50
Interpretations and Reflections
02:28
Thank You!
00:44

Strategy

10 lectures
Introduction to the Section: Strategy
03:02
Vision and Mission
07:26
Competitiveness and Environment
03:25
Analyzing Alignment
06:35
The Strategy Matrix
02:54
Activity: Creating a Strategy Matrix
01:37
Analyzing Goal Agreement Part 1 of 2
05:49
Analyzing Goal Agreement Part 2 of 2
03:33
Interpretations and Reflections
02:23
Thank You!
00:52

Systems

16 lectures
Introduction to the Section: Systems
07:08
Overview of Processes
04:17
The Process Map
05:05
Brown Paper Method Part 1 of 3
07:35
Brown Paper Method Part 2 of 3
04:14
Brown Paper Method Part 3 of 3
07:59
Brown Paper Method Example Part 1 of 2
04:43
Brown Paper Method Example Part 2 of 2
07:04
Flow Chart Example Part 1 of 2
05:23
Flow Chart Example Part 2 of 2
03:46
Floor Layouts
03:38
Results of System Analysis
03:37
Benefits of Visualization
03:48
Activity: Analyzing a Process
03:11
Interpretations and Reflections
03:20
Thank You!
00:59

Style

14 lectures
Introduction to the Section: Style
03:00
Before Going Into Detail . . .
01:44
Utilizing Interviews
06:20
Activity: Interviews with Managers
00:58
Observations Meeting Effectiveness
03:10
Activity: Observations Meeting Effectiveness
01:16
Observations Supervisors Part 1 of 2
05:35
Observations Supervisors Part 2 of 2
11:05
Activity: Observations Supervisors
01:43
Assessing Style Utilizing Leadership Surveys
03:13
Goleman: Six Leadership Styles
06:13
Activity: Assess Style Utilizing Leadership Surveys
01:12
Interpretations and Reflections
02:03
Thank You!
00:42

Staff

19 lectures
Introduction to the section: Staff
04:37
Utilizing Survey Instruments - Example Work Values Test
08:34
Activity: Take the Work Values Test
01:00
Doing Interviews Part - 1 of 2
07:30
Doing Interviews Part - 2 of 2
04:06
Activity: Interview Employees
00:58
Observations - Labor Utilization Part - 1 of 2
07:54
Observations - Labor Utilization Part - 2 of 2
03:34
Activity: Observations Labor Utilization
01:01
Observations - Effective Time Utilization
07:41
Activity: Observations Effective Time Utilization
01:09
Mapping Human Capital Part - 1 of 2
07:10
Mapping Human Capital Part - 2 of 2
05:17
Activity: Mapping Human Capital
01:06
Talent Management Effectiveness Part - 1 of 2
04:52
Talent Management Effectiveness Part - 2 of 2
04:26
Activity: Analyzing Talent Management Effectiveness
00:59
Interpretations and Reflections
02:20
Thank You!
00:38

Skills

6 lectures
Introduction to the section: Skills
04:24
Developing a Skills Matrix
05:57
Gauge Skills with Training Needs
05:45
Activity: Develop Your Skills Matrix
01:26
Interpretations and Reflections
01:24
Thank You!
00:26

Unobtrusive Measures

8 lectures
Introduction to the section: Unobtrusive Measures
05:33
Unobtrusive Measures
07:32
Example: Individual Performance
04:44
Example: Hours over Time in Retail
03:20
Example: Machine Performance
07:39
Example: Quality Issues Sample
06:11
Interpretations and Reflections
02:14
Thank You!
00:31

Feedback

6 lectures
Introduction to the section: Feedback
01:45
Content of the Feedback
05:01
Characteristics of the Feedback
05:06
Managing Energy
09:09
Interpretations and Reflections
00:54
Thank You!
01:09

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