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Understanding an organization's capacity for work is critical when evaluating different business tradeoffs. Overloaded technical support departments rarely deliver acceptable performance. Over committed resources and poor project planning are two of the most common reasons for project shortfalls.
Many organizations have no effective means to rapidly evaluate the impact of changes or additions to their development program. Decisions are based on "gut feel" with inadequate understanding of the impact on other programs.
Until now, there has been no agreed-to way to model an organization's capacity for work. What has been missing is a tool that management can readily comprehend and respond to: a method that simplifies the complexities of project and development management.
Our approach to organizational development (OD) involves a phased effort that is jointly planned with the client's staff to meet the unique needs of the client organization. These efforts are often organization wide and driven from the top. Our goal is to increase organizational effectiveness through designed interventions in planning and decision-making processes.
To provide senior staff with specific recommendations, we conduct a short-term, five-phase evaluation aimed at identifying the most critical issues facing the organization. Our review will also generate data about work environment issues, organizational strengths and weaknesses. FRS Consultants will also pinpoint specific opportunities for improvement. The result of this process is a strengthened executive team that has collectively decided to tackle the most pivotal issues of the organization.
FRS Consultants will do
We act as facilitators and team members with this group to clarify the issues and guide the process.
Phase 1: Document Review
Concurrent with key manager interviews, we will review all pertinent documents that relate to the client's business.
Phase 2: Key Manager Interviews
We will interview key managers in the area being reviewed and others who are important to their success. The purpose of the interview is to determine the key manager's views on critical corporate issues or opportunities; gain general information on that manager's area of responsibility; build trust that will be required to introduce change; and assess their openness to organizational change. Results will be summarized into Project Reports for review with the client and management group.
Phase 3: Key Employee Opinion Survey
In conjunction with the interviews, we use a variety of survey instruments to determine ways of improving work satisfaction and productivity. These benchmark data allow us to measure progress over time. The surveys can measure salaried and/or hourly employees' attitudes toward overall satisfaction, organizational climate, leadership effectiveness, communications, and quality of service, goal setting and employer provided benefits. At the end of the process, key employees are provided feedback on the results of the survey along with management plans to improve the organization.
Phase 4: Feedback
We then hold an off-site retreat with the senior staff to review the findings of our study and explore alternative solutions. This process accomplishes several goals:
- The management team comes to agreement on the most important issues while prioritizing them for action planning.
- The alternative solutions are debated in an informal, open environment, where increased trust and honesty are encouraged.
- The group agrees upon specific action plans with timetables.
- A natural outcome of this process is a strengthened sense of teamwork without using methods that intimidate individual members.
Most of our group process work is task driven, which allows the group to focus on the issues currently facing them. Solving real world problems releases tremendous energy and creativity, while giving the staff an increased sense of control over their environment.
We use problem-solving methods that are natural, but rarely used on a consistent basis within organizations. We always find a renewed sense of energy and enthusiasm coming out of these retreats, which is carried back to the office and shared with subordinates.
Phase 5: Action Planning
Detailed action planning meetings (often with cross functional teams) are held back at the office to test solutions with other staff members and gain confidence and support from all departments. Our staff will be available to sit in on these meetings and act as facilitators to keep the process focused and goal directed. We are also available to assist in designing communication approaches that will explain the planned changes to the work force.
We often meet with individual managers at this point and give them feedback on their department and how the rest of the organization perceives it. This is particularly insightful when it is combined with survey feedback from their own employees. We work with these managers to develop plans that address their specific departmental needs, and are available to assist with implementation of these plans. The overall process results in greater clarity of mission and role definition; improved operational efficiency: improved openness and teamwork; and increased energy and confidence about the future.
The 7 Critical Things that Successful Business Managers Know
- What are their most profitable products.
- Who are their most profitable customers.
- What are their expense drivers.
- How to keep control over their Cash Flow.
- What Critical Success Factors apply to their business.
- How to identify, measure and monitor Key Performance Indicators that are directly related to those Critical Success factors.
- How to use an Operating Plan as a Management Tool.
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