PROCEDURE OF OUR WORK

  • It involves a touch of Research Methodology and background information about people and the resources at their disposal.
  • The Organisational Development is a concept that encompasses a build up of know how on how to leverage the human resource’s that work for your Organisation into a class of asset’s that can give a winning edge to the Organisation.
  • At our consultancy we engage in those techniques where the thinking is transformed into strategy. This is done primarily by understanding their responses to questionnaire’s.
  • The questionnaire responses are meant to elucidate a psychological framework that is able to provide insights into approach at workplace. Answers to questions regarding performance issues, disciplinary issues, attendance issues, social issues that affect work and work culture.
  • These insights gained are shared in a presentation form to participants of our training workshop. The participants then decide on a training schedule. The training schedule is decided by consultation with participants and their availability for sessions.
  • In each session audio video media is used to acquaint the people with examples about new ideation techniques in a fast work environment, sustaining a culture for rapid innovation in a dynamic marketplace.
  • All our sessions carry suitable handouts for reading, comprehension, and a test to recollect what has been understood in such sessions. If performance to correctly assimilate our sessions has been consistent, then we can claim that our training sessions are complete. With this each of your employees are ready to deliver.
  • All the training sessions are well documented into sheets of paper as handouts to participants. It’s a well-kept record of what’s discussed and how to deliver on the procedures and information disseminated.
  • All information about ideation to application is discussed in a stepwise manner. It is like a flowchart of what to do and what not to do when faced with different decision scenarios.
  • A lucid presentation is sufficient to make a participant understand any financial implication of their collective actions in a specified direction.
  • The information flowcharts are self- explanatory such that any participant is free to ask questions in case of self-doubt. All decisions to work and their results are indicated in a flowchart form. It is practically very much merged into a performance cycle.

WHY ORGANIZATIONS NEED TO CHANGE?

Substantial organizational changes take place typically when organizations perceive a need to change the overall strategy and direction for success, adds or discontinues a major segment or practice, and/or wants to change the very nature by which it operates.

It also occurs when an organization evolves through its life cycles, and has to restructure itself to grow. Organizational change is often a response to changes in the environment. Some of the reasons prompting changes are −

  • Market Dynamics
    The changing market conditions cause unexpected changes which organizations find hard to adjust to. To stay in business and continue to serve the customers, organizations have to align themselves to these variations.
  • Globalization
    Globalization has created enormous opportunities as well as global challenges to organizations. The market has thus expanded across geographies, and organizations in order to succeed have to serve customers across these regions. While doing this, organizations are finding it more affordable and logical to produce goods and deliver services in certain countries compared to others. The availability of local resources, the environment of the countries they serve in, localization of goods and services, etc. are some reasons for this. To cater to global market, organizations have to understand the global environment and market behavior, and align the organizations to these new situations.
  • Organizational Development
    As organizations grow and develop in size, the policies, procedures and the structure that forms the core, also needs to evolve. Organizational changes may involve changes to its mission and objectives, strategy and direction, organizational structure and hierarchy, etc. Adjusting an organization’s internal direction and environment requires considerable dedication and a careful management.
  • Reaction to External Environments
    Organizations are greatly impacted by the environments that surround it. External pressures come from many areas, including customers, competition, changing government regulations, shareholders, financial markets, and other factors in the organization’s external environment.
  • Performance Gaps
    Organizations that have been having issues with their results are often the ones that consider changes. Performance gaps can be identified in several areas like production, sales and marketing, service, etc. Such companies need to conduct a serious study and identify factors causing gaps and change accordingly to succeed.
  • Mergers & Acquisitions
    Mergers and acquisitions create reorganization in a number of areas. When two organizations merge, significant changes are expected

VALUE CHAIN ANALYSIS

Organisation’s need to change so that a proper evaluation of Value Chain Analysis can be done.

Value Chain Analysis- This is a way of describing activities within and around an organization that is used to identify potential sources of a company’s economic advantages and thereby assess its competitive strengths.

Value Chain Analysis was originated by Porter (1985), derives from value analysis an accounting tool developed in the 1950’s. Value Analysis was designed to show the value-added components in a company’s manufacturing process. Porter took the concept a stage further by linking all separate operations of an organization and then assigning a value to each activity

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Each activity is analyzed in terms of its cost drivers and its relationship to other activities then the company’s cost position is assessed in relation to those of its competitors

Porter explains ‘A firm gains competitive advantage by performing these strategically important activities more cheaply or better than its competitors adding that ‘the differences among competitor-value-chains are a key source of competitive advantage’.

Survey instruments help us reach the goal of a self- sustaining business organization. It Is used to gather insights into dynamics of workplaces.

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