Organizational Development

In order for any business to run productively, a certain structure should be followed. From this structure, a work flow can be established so that all processes are organized. It will allow all employees to understand and work towards the company’s goals, clearly and comprehensively.

There is no template for the kind of structure a company should set up. Unique factors such as the nature and size of the business have to be considered so that the environment you create will be advantageous to your operations, and to everyone in the team. Fortunately, our course on Organizational Development will give you a comprehensive outline on all the factors you need to consider when developing your structure. After this three-day course, you will know how to:

  • Construct an Internal Communications Plan
  • Analyze the flow of communication throughout the organizational chart
  • Implement strategies for improved communication in the organization
  • Develop a general management perspective aligned with overall corporate goals

Who Should Attend:

The Organizational Development program is designed to equip managers with the tools for strategic management of existing systems, methods and processes. It also introduces new processes for organizing people. Having a managerial background beforehand helps, as the discussions and activities will revolve around management scenarios in the organization.

Related Courses

  • Executive Management
  • Leadership Training
  • Effective Problem Solving
  • Systematic Managerial Analysis
  • Training the Trainer
  • Negotiation Skills
  • Project Management
  • Risk Management
  • Internal Communications Planning
  • Technical Management Communication

Number of Days

This is a 3-day workshop that focuses on tools and strategies for organizing and streamlining systems as well as the way people communicate in the organization.

Prerequisites & Supplements

A managerial background serves as a soft prerequisite as the discussions and activities will revolve around management scenarios in the organization.

Training on Strategic Project Management and Systematic Managerial Analysis serve as a supplement to the Organizational Development concepts that will be discussed in the program.

Course Objectives

At the end of the program participants will be able to do the following:

  • Analyze the current processes in the major operational transactions of their unit/division;
  • Formulate improved procedures and understand organization methodologies
  • Conduct mapping, interviewing, and issues consolidation techniques

Course Outline

I. Introduction

A.     Introduction to Process Flow Development

B.      Uses and Applications

II. Tools for Process Flow Development

A.     General Diagrams

    • General Diagram Shapes
    • General Concept Diagrams

B.     Basic Flowcharting

    • Flowchart Process Review
    • Analyzing Single-line Flows
    • Proper Use and Application

C.     Detail Process Charts

    • Parallel Processing
    • Symbols and Work Elements
    • Benefits of Detail Process Charts

III. Methodologies and Business Improvement Concepts

A.     Work Simplification

    • Challenging the Task (Questions to Ask)
    • Work Simplification Steps

B.     Systematic Breakthrough

    • Process Redesign
    • Process Reengineering
    • Benchmarking

C.     Rapid Breakthrough

    • FAST (Fast Action Solution Teams)
    • HIT (High Impact Teams)

D.     Rummler-Brache Methodology

IV. Business Management System Roles

A.     The PDCA Cycle: Plan, Do, Check, Act

B.      The Business Leader

    • Understanding Requirements
    • Setting Performance Objectives
    • Communicating Business Plans
    • Analyzing Performance Data
    • Creating Improvement Actions

C.     The Process Owner

    • Understanding External and Internal Customers
    • Coordinating with the Manager
    • Using Performance Trends

D.     The Operational Manager

    • Collaborating with the Process Owner
    • Removing Barriers for Improvement
    • Communicating Performance Issues

E.     The Process Operator

    • Analyzing Product Specifications
    • Meeting Process Performance
    • Reviewing KPI’s (Key Performance Indicators)

V. Lean Manufacturing Principles

A.     Challenges

    • Resistance to Change
    • Failure to Empower
    • Theoretical to Actual
    • Limitation Misconceptions

B.      Kaizen

    • Standardizing Activities
    • Measuring Operations
    • Gauging Measurements vs. Requirements
    • Improving Operations

C.     Genchi Genbutsu

    • Effective Problem Solving
    • Application and Implementation

 

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