{"id":1599,"date":"2021-10-09T16:42:24","date_gmt":"2021-10-09T15:42:24","guid":{"rendered":"https:\/\/ajooda.ch\/en\/?p=1599"},"modified":"2022-10-03T16:46:27","modified_gmt":"2022-10-03T15:46:27","slug":"organisational-development","status":"publish","type":"post","link":"https:\/\/ajooda.ch\/en\/organisational-development\/","title":{"rendered":"Organisational development with success into the future"},"content":{"rendered":"\n<p><strong>Organisational\ndevelopment is the process of optimising the organisational structure and\ncorporate culture in such a way that the flexibility and performance of the\norganisation is permanently increased.<\/strong><\/p>\n\n\n\n<p>In\nparticular, the needs and characteristics of managers as well as employees are\ntaken into consideration as the top performers of an organisation.<\/p>\n\n\n\n<p>Organisational\ndevelopment is essential in order to be able to react appropriately and\nefficiently to constantly changing market conditions. The change and further\ndevelopment of an organisation represents a planned, systematic and long-term\nprocess that is driven forward with the greatest possible participation of all\nthose affected.<\/p>\n\n\n\n<p>The ultimate goal of organisational development is to create an <a href=\"https:\/\/ajooda.ch\/en\/company-formation-in-switzerland\/\" target=\"_blank\" rel=\"noreferrer noopener\">efficient and successful company<\/a>. Equally, the working conditions and opportunities for the staff are optimised. The interaction of these goals leads to a special momentum.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Content<\/h2>\n\n\n\n<ul><li>Characteristics\nof organisational development<\/li><li>The\nessential methods in organisational development<\/li><li>Advantages\nof organisational development<\/li><li>Character\ntypes in organisational development<\/li><li>Resistance\nin organisational development processes<\/li><\/ul>\n\n\n\n<h2 class=\"wp-block-heading\">Characteristics of\norganisational development<\/h2>\n\n\n\n<p>The\nfollowing characteristics distinguish organisational development from other\nchange processes:<\/p>\n\n\n\n<ul><li>The\nmedium- to long-term process has a comprehensive view in focus and is not\nlimited to a single aspect, such as external presentation through an optimised\nonline presence.<\/li><li>The\nfindings of the behavioural sciences are increasingly being used and focus on\nthe question of how and why organisations change in the first place.<\/li><li>Organisational\ndevelopment is about optimising processes without having a final state as a\ngoal.<\/li><li>All\nthose affected by the changes should and must actively cooperate.<\/li><\/ul>\n\n\n\n<p>While\nchange management is based on a concrete change decided by the leadership, such\nas a merger, organisational development is designed for a longer period of time\nand therefore has no ideal state.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">The 6 essential methods of\norganisational development<\/h2>\n\n\n\n<p>A number of\ndifferent methods for diagnosing problems and developing ideas are used in\norganisational development. After analysing the current state, several\nprocesses are examined for improvement potential and finally subjected to\noptimisation. Among others, the following methods are successfully applied:<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">1. digital readiness check<\/h3>\n\n\n\n<p>The <a href=\"https:\/\/www.kmu.admin.ch\/kmu\/de\/home\/fakten-trends\/digitalisierung.html\" target=\"_blank\" rel=\"noreferrer noopener\" aria-label=\"digital  (opens in a new tab)\">digital <\/a>maturity level of the company and the workforce is the key to successful digitalisation of work processes. This is not only about the mere acceleration or simplification of processes, but also about increasing customer satisfaction.<\/p>\n\n\n\n<p>The Digital\nReadiness Check first looks at and analyses the level of digital maturity in\norder to then uncover development potential and draw up training concepts.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">2. Survey feedback<\/h3>\n\n\n\n<p>Among all\nmethods of organisational development, the survey-feedback technique stands out\nas the most influential technique. For this purpose, all relevant groups\n(employees, business partners, customers, management) are interviewed and asked\nfor feedback on which areas are seen as having potential for improvement.<\/p>\n\n\n\n<p>This diagnostic tool deals with the question of why which processes should change in order to be able to achieve optimisation. The individual perspectives create the opportunity to get a more comprehensive picture of how the <a href=\"https:\/\/ajooda.ch\/en\/company-formation-in-switzerland\/\" target=\"_blank\" rel=\"noreferrer noopener\">company <\/a>is perceived.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">3. Demography check<\/h3>\n\n\n\n<p>Taking into\naccount the different areas and fields of activity, the demography check\ndevelops a recommendation for action to achieve a balanced and appropriate age\ndistribution. Also with regard to efficient knowledge management, a mix is\nadvisable in terms of retaining experience.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">4. Future Search Method<\/h3>\n\n\n\n<p>The Future\nSearch Method, developed in the 1980s by Marvin Weisbord and Sandra Janoff,\nfocuses on the development of a joint new strategy or the discussion of a\nproject.<\/p>\n\n\n\n<p>The method\ndraws on scientifically founded findings in social psychology and group\ndynamics. The procedure of such a future conference consists of an alternation\nof work in small groups and larger plenary discussions in order to be able to\ndevelop a future concept that is as far-reaching as possible and supported by\nall participants.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">5. SWOT analysis<\/h3>\n\n\n\n<p>The SWOT\nanalysis comes from the English and focuses on:<\/p>\n\n\n\n<ul><li>Strengths<\/li><li>Weaknesses<\/li><li>Opportunities<\/li><li>Threats<\/li><\/ul>\n\n\n\n<p>of a\ncompany in order to ultimately use the insights gained for organisational\ndevelopment. In short, the aim of this method is to define measures that will\nbe used to avoid risks.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">6. Facilitated workshops<\/h3>\n\n\n\n<p>Workshops,\ncompact events for the intensive treatment of topics, can be used for conflict\nresolution, for the development of strategies and for team building. This is\nbecause independent moderation ensures that the interests of all participants\nare safeguarded and that discussions proceed in an orderly manner.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Advantages of\norganisational development<\/h2>\n\n\n\n<p>Organisational\ndevelopment is a timeless tool that enables timely adaptation to social,\ntechnical and economic changes. People are placed at the centre of innovations\nand inspired to be creative and innovative. The following advantages in\nparticular should be emphasised:<\/p>\n\n\n\n<ul><li>Product and service quality can be significantly improved. The optimised interaction between company departments can minimise frictional losses.<\/li><li>Increase innovative strength through continuous staff development and ongoing knowledge transfer. This leads to all those involved gaining a view of the entire company beyond their area of responsibility and thus finding new approaches.<\/li><li>Simplified ordering processes as well as communication channels have a positive effect on customer satisfaction. The sustainable effect of organisational development also strengthens employee satisfaction, which is also transferred to customers.<\/li><li>The <a href=\"https:\/\/ajooda.ch\/en\/business-consulting-switzerland\/\" target=\"_blank\" rel=\"noreferrer noopener\">company&#8217;s profitability<\/a> can be increased through improved productivity, fostered creativity, lower costs and less frequent employee turnover.<\/li><\/ul>\n\n\n\n<h2 class=\"wp-block-heading\">Character types in\norganisational development<\/h2>\n\n\n\n<p>By causing\nbehavioural as well as attitudinal changes among those involved, organisational\ndevelopment drives a cultural transformation of the company. Influenced by\npersonality structure, individual histories and other factors, the people\ninvolved unconsciously take on certain roles that display their own strengths\nand weaknesses.<\/p>\n\n\n\n<p>The typical\ncharacter types can be classified as follows:<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Inventor<\/h2>\n\n\n\n<p>Difficult\nchallenges belong to the preferences of the inventor, who is conducive to\nchange with creativity and solution orientation. Weaknesses include a neglect\nof communication and a lack of understanding of other character types.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Coordinator\/Integrator<\/h2>\n\n\n\n<p>The\ncoordinator explains goals in a trusting manner and, like a supervisor,\nencourages decision-making. However, developing novel and original ideas is not\none of his strengths.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Trailblazer<\/h2>\n\n\n\n<p>The trailblazer can inspire people and likes to introduce new ideas for process optimisation. However, motivation increasingly wanes when the project enters the structured implementation phase.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Doer<\/h2>\n\n\n\n<p>The doer is\nconsidered an energetic driver who removes obstacles and keeps an eye on the\nwork results. However, as soon as the speed he desires is not achieved,\ntemperamental outbursts may occur.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Observer<\/h2>\n\n\n\n<p>The passive\nrole of the observer allows a comprehensive view of all problems and\npossibilities for action, but lacks the drive and ability to motivate people.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Perfectionist<\/h2>\n\n\n\n<p>The\nperfectionist&#8217;s own high expectations guarantee outstanding quality as well as\nmeeting deadlines. However, the high self-expectation leads to a higher\nexpenditure of time. In addition, the perfectionist finds it difficult to\ndelegate tasks.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Resistance in\norganisational development processes<\/h2>\n\n\n\n<p>The\nemployees of a company have often become accustomed to processes, tools and\nworking conditions and are sometimes sceptical about changes.<\/p>\n\n\n\n<p>It is\nimportant that this resistance is understood as something normal in change\nprocesses. Dealing with concerns, fears and worries in a constructive way may\neven lead to further improvement of the processes.<\/p>\n\n\n\n<p>In\nprinciple, resistance should be met with an open dialogue in order to eliminate\nany misunderstandings and to be able to adequately present the benefits of the\nresults of the analyses.<\/p>\n\n\n\n<p>&#8220;Good\ncommunication as the basis of successful organisational development can\nsometimes be ensured by facilitators.&#8221;<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Organisational development is the process of optimising the organisational structure and corporate culture in such a way that the flexibility and performance of the organisation is permanently increased. In particular, the needs and characteristics of managers as well as employees are taken into consideration as the top performers of an organisation. Organisational development is essential [&hellip;]<\/p>\n","protected":false},"author":2,"featured_media":1806,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[137,9],"tags":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v22.1 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Organisational development with success into the future | ajooda.ch<\/title>\n<meta name=\"description\" content=\"Organisational development is a timeless tool that enables timely adaptation to social, technical and economic changes. 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