| |
|
|
 | ORGANIZATION DEVELOPMENT |
|---|
| Often, a profit or non-profit organization is faced with issues that question its ability to be competitive or at least to be effective in the pursuit of its goals – either as a whole or in part of its organization structure – and managers find it difficult, or at worst they are confused, to pinpoint the source of such issues, and much less to put together an adequate, do-able and cost-efficient mix of interventions that put the organization at par with various stakeholders’ expectations from it.
The Diploma Program in Organization Development provides our managers, consultants, and staff a framework by which to analyze and clarify their dilemma, and put together a mix of Organization Development interventions aimed at overcoming it. At the end of the day, participants will be able to see their dilemma from their organizations’ structural, systemic, capability/ human resource and culture perspectives, determine the relationship of those perspectives, and identify and implement a mix of OD interventions appropriate for their situation.
Objective:
1. To help OD in-charge and OD team members help their CEOs to develop their organizations as economic engine, which enable the CEOs to deliver their mandate to their stakeholders especially their Board of Directors or Trustees.
2. To help OD in-charge and OD team members to utilize their fields of expertise, and to appreciate and work with other fields of expertise, to develop their business organization as their CEO’s economic engine.
Target Participants:
1. OD in-charge and OD team members who may be involved in strategic and financial management, systems development, human resource management and development, and corporate communications; and,
2. CEOs who are interested to learn what they can demand from their direct reports to develop their business organizations as economic engine.
MANAGING OD ESSENTIALS FOR BREAKTHROUGH RESULTS
OD as Top Management Function
May 8 - June 5, 2010
Course Fee: Php 10,950.00
OD starts and ends with numbers (financials). This module’s objective is to help participants analyze how OD essentials such as structures and systems, capability and culture drive their numbers, and put together a mix of interventions to manage those OD essentials for breakthrough results.
Also, this module explores the scope of OD as a CEO function, and traces the development of OD as a discipline to OD as a CEO function that requires a number of professional disciplines.
• Overview of OD
• Corporate Strategies and Organizational Design
• Case Studies on Strategic, Systemic, Human Resource and Culture-Based Approaches to OD
STRUCTURING ORGANIZATIONS FOR STRATEGY EXECUTION
June 19 - July 17, 2010
Course Fee: Php 10,950.00
Organization structure follows business structure. Business structure, in turn, follows strategy. And, strategy follows industry dynamics.
This module exposes participants to the use of financials and managerial economic data to appreciate their companies’ comparative business strength in their industries, to understand the business ideas on which their business models rest, and to assess their organizations’ capability to execute the strategies in their business models.
Specifically, they will learn the use of strategy mapping and balanced scorecard formulation, and of financials and managerial economic data in appreciating their companies as a business, and in structuring their organization and its constituent units to execute their strategies and realize their target scorecards.
• Introduction to Strategic Thinking and Planning, Management, and Control
• Strategy and Operations-focused Corporate and Functional Design
• Determining Efficient Manning Levels
• Measuring Organizational Effectiveness
SYSTEMATIZING EXCELLENCE IN OPERATIONS FOR STRATEGIC EFFECTIVENESS
TQM for Organizational Effectiveness
July 31 - August 28, 2010
Course Fee: Php 10,950.00
Structure is useless without operating systems and processes.
This module outlines the major details of TQM approaches such as ISO, MBNQA, EFQA, JCI, and the like, and helps participants to select and customize them according to the organizational, business and industry structures of the company.
The end-in-mind of selecting a TQM approach is to systematize excellence in operations thereby making it repeatable, duplicable, and predictable in terms of business outcomes.
Without systematizing excellence in operations, it will be difficult, if not impossible, to expand the company’s business.
• Quality Circles
• Kaizen
• 5S
• TQM
• ISO
DISCIPLINES & TOOLS FOR ORGANIZATIONAL EFFICIENCY
Innovating Systems & Processes for Improved Business Outcome
September 11 - October 9, 2010
Course Fee: Php 10,950.00
Business excellence is relative. It can be and has to be challenged. A basic business tenet is “grow or die”; what is in-between growth and death is “atrophy”, which is an organizational condition of weakness for not having been “stretched” or “challenged”.
This module supposes that companies set BHAGs (big, hairy, audacious goals), and that they instill increasingly higher level of improvement disciplines to assure that BHAGs are met.
Therefore, this module exposes participants to disciplines and tools such as PDCA, 8D, DMAIC, QC Tools, which aim to instill the discipline to improve continually.
• Business Process Reengineering
• Six Sigma
• Lean Management
• IT/MIS Applications to OD
CORPORATE COMMUNICATIONS IN ORGANIZATION CULTURE DEVELOPMENT
Living the Governance, Brand, and Business Culture
January 30 - February 27, 2010
Course Fee: Php 10,950.00
This module is about “brand anthropology” or living the culture consistent with the brand. The idea is that the product and company brands will have to be “bought” first inside the company before they can be bought “outside.”
This module is also about governance, which is how the culture of transparency, fairness and accountability should be shared and lived by everyone.
Business culture is the result of brand anthropology and governance edicts. It refers to the pattern of behavior consistent with the nature of the company’s business, its brand, and its corporate governance code.
• Corporate Communication and Corporate Culture
• Standard Communication Practices, Change Management, and Implementation
• Internal Communication and Relations: Shared Human Resource and Corporate Communication Units’ Program
• Dealing with the Nameless Public: Value of Research, Market Segmentation
• Knowing Your Customer; Creating a Program Based on Customer Profile
• Media Relations: Friend or Foe
• Crisis Communication: Preparing Before it Strikes, Crisis Committee, Profile of a Spokesperson, Communicator at the Helm
EXECUTIVE LEADERSHIP & HR MANAGEMENT IN OD
March 13 - April 17, 2010
Leveraging People as Capital for Competitiveness, Profit & Growth
Course Fee: Php 10,950.00
Often, people are thought to be resources that are acquired, used and disposed of. This is very obvious in the manner HR departments are configured: recruitment, training and development, outplacement.
The OD mindset is that people are like financial capital: they grow, not depreciate, in time if invested wisely.
Executive leadership motivates people to deliver continually better; Human Resource Management facilitates it.
The objective of this module is to help HR practitioners rethink their human resource management and development infrastructures in view of HR scorecards that form part of their corporate scorecard and financials, and to assess, enable and encourage people through those infrastructures to go for competitiveness, profit and growth.
• Developing Corporate and HR Balanced Scorecard
• Deliverables-based HR Management and Development System
• HR Issues in Managing Changes
| |
| | | |
| |
|
