Organisational Development

Why organisational development (OD)?

We are frequently told by HR experts that people are the most valuable asset in any corporate organisation. Consequently this leads to companies spending millions each year on staff training. In many instances, the return on training spend is not according the company’s expectations. Why is training not helping? Why is employee performance on-the-job not improving? What is the missing link?

It’s not rocket science. Very often, the theoretical learning acquired in the classroom is inconsistent with the companies’ culture, structure, operations and management priorities. Individual training only becomes effective when it is support by organisational development. Individual and organisational development are two sides of the same coin. If one side is neglected the other becomes ineffective. Companies seldom pay attention to organisational development – the missing link.

What is our OD approach?

We adopt ten steps to organisational effectiveness:

  • To review the current organisational structure.
  • Review work flow processes that will improve the MQA effectiveness and efficiency.
  • Identify key issues related to workforce planning that would inform the development of an organizational development framework.
  • Attach a plan outlining deliverables in all phases of the project and their timeframes.
  • Provide a comprehensive report on the synopses of each department.
  • Present the findings and recommendations of the proposed organisational structure to Executive Management.

1. Outcomes Of The Study

The outcomes or deliverables of the study are outlined as per the terms of reference and includes, but will not be limited to, the following:

  • reviewing development plans and changes in the strategy, structure and processes of the MQA.
  • Assisting to create alignment across the different areas and link to HR. The review of the organisational development will align the MQA to the broader strategic objectives.
  • recommending a system that is capable of carrying out more planned change in the future and benchmarked against other SETA’s and private entities in terms of the OD framework.

2. FR Research Services Method To Develop Od Framework

FR Research Services will deliver a long-range organisational development framework to improve the MQA’s operations through more effective utilisation of organisational resources.

The OD METHOD employed for the STUDY will be as follows:

Forces of Change

External

  • Markets
  • Technology
  • Socio-political change

Internal

  • Behaviours
  • Process
  • Structure
  • Strategy

Performance Outcomes

  • Organisational
  • Group
  • Individual

Diagnosis

  • Behaviours
  • Processes
  • Structure
  • Resources
  • Management attitudes
  • Intergroup relations
  • Culture
  • Performance

Organisation

  • Leadership
  • Communication
  • Motivation
  • Interaction
  • Decision-making
  • Goal setting
  • Control
  • Performance

Impediments and limiting conditions

  • Resistance to change
  • Leadership climate
  • Formal organisation
  • Organisational culture

Organisational Development

Framework

System for planned change in future

5. OD APPROACH

The project will be approached as follows:

APPROACH

OUTCOMES

5.1 Review of organisation

(A)The following will be reviewed:

  1. Vision, mission and goals
  2. MQA organogram
    1. Structures and committees
    2. Service level agreement
    3. Business Plan
    4. Strategic plan
    5. Sector skills plan
    6. Management report of the AG’s office

  1. Job profiles
  2. Training and development plans
  3. Employment equity report
  4. Succession plan
  5. Policies, procedures and processes
  6. Annual Report
  7. Constitution
  8. Risk assessment
  • Acquire an understanding of the MQA’s modus operandi.
  • Review the current organisational structure and plans
  • Determine areas for improvement in the strategies, plans, structures and processes
  • Identify limitations in the current work flows and make recommendations to improve efficiencies
  • Realignment of goals and targets to strategy, structure and processes for effective and efficient functioning.
  • Identify issues in workforce planning
  • Realignment of job profiles to structure and strategy.
  • Identify gaps in policy and procedures

5.2. Interviews and OD survey form with stakeholders

(B) The following stakeholders will be interviewed:

  • All MQA managers, 4 Board managers, 4 training providers, 4 levy-payers.
  • Administer a survey questionnaires to stakeholders
  • Benchmarking best OD practices
  • Synopsis of each department acquired
  • Collect the views of key stakeholders
  • Determine best practice

5.3. Devise an organisational development framework

  • Development of draft OD framework
  • Workshop with key stakeholders to present OD framework
  • Feedback from stakeholders
  • Draft organisational development framework
  • Finalisation of OD Framework

5.4. Presentation to MQA

  • Presentation of Report and OD Framework to MQA
  • Final report
  • OD Framework
  • System developed for future organisational change.

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