organizational development core group academy session 2011, paris october 30 th and 31 st 2011
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EUROPEAN SCOUT REGION. ORGANIZATIONAL DEVELOPMENT CORE GROUP Academy Session 2011, Paris October 30 th and 31 st 2011. Putting strategy into action. - PowerPoint PPT PresentationTRANSCRIPT
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ORGANIZATIONAL DEVELOPMENTCORE GROUP
Academy Session 2011, ParisOctober 30th and 31st 2011
EUROPEAN SCOUT REGION
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Putting strategy into action
“Strategy is the direction and scope of an organisation over the long-term: which achieves advantage for the organisation through its configuration of resources within a challenging environment, to meet the needs of markets and to fulfill expectations of different target groups.”
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Workshop @ Academy 2011
Stephen Peck (UK)
Matthias Gerth (Switzerland)
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Intro
Language(s)?
Who are you? (Name, NSO, function, motivation)
What do you expect? use the post-its
What is needed before you develop strategies and actions?
Write one example each of a successful and an unsuccessful strategy or change implementation from your NSO
Change management, organisational behaviour, project management
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Managing change
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Why change things?
Why it‘s hard in Scouting and Guiding
People resist change, not organisations
Why it goes wrong
Plan to succeed
Dealing with resistance
Embedding the change in the culture
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Managing change
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Organisational cultureLearning Organization (LO)
“The LO concept was developed to help organisations cope with the rapid acceleration in the pace of change – a challenge also facing every NSO. Additionally, the LO approach is one that encourages Members to be involved and contribute to the NSO’s development. Member involvement is a growing expectation at all levels and the LO approach will help us to meet that expectation.”
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Organisational cultureKey organisational behaviours
Involve and consult our membership at all levels whenever possible
Flatten organisational structures
Share information and store it in an accessible way so that everyone can see the whole picture and can therefore contribute to discussions
Encourage learning and personal development…this is what we should be doing in Scouting anyway!
Regular external stimulus for the organisation's thinking and development
Adopt a holistic approach to strategy
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Organisational cultureKey organisational behaviours
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Project ManagementHolistic approach: From A to Z
Analyzing
Planning Specifying the desired results, determining the
schedules, and estimating the resources
Organizing Defining people’s roles and responsibilities
Controlling Reconfirming people’s expected performances, monitoring
actions and results, addressing problems, and sharing information with interested people
Learning
ANALYZE PLAN EXECUTE CONTROL LEARN
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Project ManagementHolistic approach: From A to Z
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Project managementPLANNING: WHY and WHAT?
Why?
Strategic goals and vision
Aims and objectives: Aims are the changes you hope to achieve as a result of your work; Objectives are the activities you undertake and the services you offer to bring these changes about
What?
Availbility of resources (time, people, money, place)
Risk analysis
Budget and contraints
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Project managementPLANNING: SMART objectives
Specific Define your objective clearly, in detail, with no room
for misinterpretation.
Measurable Specify the measures or indicators you’ll use to
determine whether you’ve met your objective.
Aggressive Set challenging objectives that encourage people to
stretch beyond their comfort zones.
Realistic Set objectives the project team believes it can achieve.
Time-sensitive Include the date by which you’ll achieve the objective
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Project managementORGANIZATION: WHO, HOW and WHEN?
Who? Target groups (internal, external, support)
Team and roles: depending on type of project
Responsibilities
Boundaries and key players
How? Resource allocation
Organizational chart
OK but keep room for creativity, stay flexible
When? Schedule: Phases and milestones
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Project managementCONTROLLING
Tracking progress
Regular reporting
Evaluation
Lessons learned
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Project managementDeveloping a project plan
Environment, vision, aims and objectives
Target groups
Schedule: Phases/Activities/Milestones
Risk analysis
Budget
Organizational chart
Team, roles and responsibilities
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Summary
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Support for your organization
The Organisational Development Core Group
Tailored support: Consulting, workshops, etc.
The library of documents
OD seminar, February 11-12, 2012; Gilwell Park
Q&A
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