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1、OrganizationDiagnoseToolSharingODWeDO2012.8日程日程1組織診斷工具概述(45m)√√2組織診斷工具實用分享(1.5h)3研討與練習(1h)一.什么是組織診斷?指在對組織的文化、戰(zhàn)略、架構(gòu)、運營、人才以及環(huán)境等因素的綜合或?qū)m椏己伺c評估的基礎(chǔ)上,確定是否需要變革的活動。組織診斷的原則vTalkBusinessv“赤腳醫(yī)生”v系統(tǒng)思考二.組織診斷的主要維度-比較二.組織診斷的主要維度-領(lǐng)域示例:組織能力的“楊三角”?Build?Buy?Bind?Borrow?Bounce?組織架構(gòu)促進變革?角色與權(quán)責?從上到下?流程?從下
2、到上?信息平臺?從外到內(nèi)?激勵與認可三.組織診斷的主要形式調(diào)查問卷資料研究訪談四.常見組織診斷工具示例5STAR模型麥肯錫7S模型Lean或6sigma工具DiagnoseSlice常見組織診斷工具示例(客戶、員工)滿意度調(diào)研組織成熟度調(diào)研常見維度:?Employeesatisfaction(recognition,fairness)成熟度等級?Clarity(strategy,goal,role&responsibility)?初始級?Leadership?已管理級?Process?已定義級?Resource?Innovation?可預測級?Careerde
3、velopment?優(yōu)化?Team(within&across)?Challenge常見組織診斷工具示例Xxx(領(lǐng)域)健康診斷問卷(變革)準備度評估診斷維度?人員管理戰(zhàn)略和規(guī)劃(與戰(zhàn)略的結(jié)合度)評估維度:?領(lǐng)導與管理(能力、機制)?變革動力?人力資源獲取q變革準備度高?變革領(lǐng)導力q存在潛在風險、?績效管理阻力?認可與獎勵?設計能力q對變革有較大?繼任機制阻力?實施環(huán)境?鏈接(知識共享)?人員發(fā)展?人力資源配置?變革與保持?評估機制日程日程1組織診斷工具概述(30m)2組織診斷工具實用分享(2h)√√3研討與練習(1h)ODBaselineAnalyze->Pl
4、an->TransformWhatisODBaselineAnalysisv找出浪費和改進點。Understandingofthecurrentstate-identifywasteandimprovementopportunities.v便于測量并具說服力。Withoutthisbaseline,notknowifchangesmadetotheprocessareindeedimprovements/cannotmeasure.v團隊共同分析,共建計劃,共創(chuàng)未來。Baselineanalysisisaprocessusedtogainthisfundame
5、ntalunderstandingv數(shù)據(jù)和流程導向的過程。Thebaselineprocessusescollectionofexistingdata,toolstogenerateadditionaldata,observation;itisadata-drivenprocess.v目的是產(chǎn)生改進計劃,并推進變革。Thebaselineprocesscanalsoyieldtheimprovementplan.TheSTARModelODSub-CategoriesThestrategicgoalsandTheselection,recruitmentand
6、objectivesdevelopmentoftalentThedefinedservicesandThemannerinwhichleadersandproductsemployeesthinkandactStrategyThevalueweoffercustomersEmployeecommitmentandsenseofpurposeTheorganisationofStructure&businessunitsandteamsPeopleCILinkagesThedefinitionofrolesandresponsibilitiesTheassess
7、mentandThemanagementofworkmeasurementofThedefinitionandperformance,businessanddistributionofpowerandindividualMetricsauthorityTheshapingofbehaviour&RewardsProcessesbyindividualandcollectiveDecisionmakingandcommunicationgoalsWorkflowbetweendepartmentsandTherewardandrecognitionindivid
8、ualsofpeopleSource: