5TH URBAN AND CITY MANAGEMENT COURSE FOR AFRICA FACETOFACE VERSION AND DISTANCE LEARNING VERSION OCT

1
5TH URBAN AND CITY MANAGEMENT COURSE FOR
AFRICAFACE-TO-FACE VERSION AND DISTANCE
LEARNING VERSIONOCTOBER 20 TO 24, 2003
2
MODULE IIORGANIZATIONAL DEVELOPMENT AS A
FRAMEWORK FOR CREATING ANTI-POVERTY STRATEGIES
AND ACTION INCLUDING GENDER MAINSTREAMINGBYDR.
(MRS.) ELLEN BORTEI-DOKU ARYEETEYMRS. CYNTHIA
A. ADDOQUAYE TAGOE
3
OBJECTIVE OF THE MODULE

• To explain the use of organizational development
  framework for creating anti-poverty strategies
  and action.
• This module also examines the need for gender
  mainstreaming in problem solving and decision
  making processes.

4
More specifically, it deals with

• Organizational development as a tool for managing
  change
• Organizational development as a collaborative
  problem solving approach
• Management of organizational culture for
  effective outcomes
• The relationship between culture, strategy,
  structure and processes
• The importance of cross-functional team building
  in municipal project management
• Gender as a facilitation of participation of
  women, men, girls and boys in organizational
  processes.

5
THE ORGANIZATIONAL DEVELOPMENT APPROACH
INTRODUCTION

• Every organisation is an open system and as such
  is affected by its external environment.
• As new demands are made on organizations, they
  either respond with innovative goods and services
  to be able to continue to maintain their
  relevance or they remain oblivious of the changes
  going on around, thus reducing their
  marketability and effectiveness in their market
  niche.

6
INTRODUCTION (CONTD.)

• Organisations are facing unrelenting pressure to
  provide better quality services. Many need to
  undergo significant changes to develop and
  deliver services in cost effective ways that
  customers and citizens want.
• The relevance of organisational development to
  this course is seen in the current challenges of
  urbanization and its subsequent pressure on goods
  and services provided by local authority
  including municipal and district councils and
  assemblies.

7
ORGANIZATIONAL DEVELOPMENT AS A TOOL FOR MANAGING
CHANGE Definition of Organisation Development

• A system-wide application of behavioural science
  knowledge to the planned development and
  reinforcement of organisational strategies,
  structures and processes for improving an
  organisation's effectiveness" (Cummings and
  Worley,1997)
• A holistic process of planned change and
  improvement to assist organisations in responding
  to their dynamic environment through the
  effective diagnosis and management of their
  structure, systems and culture (Adapted from
  various sources)

8
Definition of Organisation Development (contd.)

• French and Bell (1999) defined organisational
  development as a long-term effort to improve an
  organisation's visioning, empowerment, learning
  and problem-solving processes through the
  collaborative management of organisational
  culture.

9
FOUNDATIONAL PROCESSES AND PRACTICES

• A planned process of change
• A process that is participative and empowering
• Clear and on-going communication
• Support for teams and teamwork that encourages
  ownership and management of processes, systems
  and relationships
• Structures that promote innovation, learning and
  change
• Action research processes that combine learning
  and doing an iterative process where the
  lessons from one inform the actions of the other.

10
Hard issues/activities of OD

• Strong managerial and political leadership
• Identification of strategic goals and long term
  direction using techniques such as scenario
  planning
• Evaluation of current organisational impact and
  performance in key areas including
  identification of strengths and weaknesses and
  predictions for the future
• Challenging existing practice to ensure
  continuous improvement
• Identification of organisational capability gaps
  and how they might best be filled including
  workforce planning
• Remodelling of structures, systems and tasks
• Allocating sufficient resources to support
  implementation including making difficult
  choices about whether some existing operations
  should continue

11
Softer issues/activities of OD

• Consultation with stakeholders
• Motivation of staff to ensure buy in by
  ensuring they are aware of why the organisation
  needs to develop and keeping them involved in the
  change process
• Identification of required shifts in culture and
  ethos
• Identification and development of required
  behaviours, skills and knowledge

12
THE GOAL OF OD

• OD seeks to create self-directed change to which
  people are committed. The problems and issues to
  be solved are those identified by the
  organizations members who are directly concerned
  with and affected by them.
• OD is an organizationwide change effort. Making
  lasting changes that create a more effective
  organization requires an understanding of the
  entire organization. Changing part of the
  organization is not possible without changing the
  entire organization in some sense.

13
THE GOAL OF OD (contd.)

• OD typically places equal emphasis on solving
  immediate problems and the long-term development
  of an adaptive organization. The most effective
  change programme is not one that just solves
  present problems but on that also prepares
  individuals to solve future problems.
• OD places more emphasis than do other approaches
  on a collaborative process of data collection,
  diagnosis and action for arriving at solutions to
  problems.
• OD has a dual emphasis on organizational
  effectiveness and human fulfillment through the
  work experience.

14
ACTIVITIES INTEGRAL TO OD

• A clear sense of direction
• Strong leadership and a focus on people
  management issues including the management of
  performance and the promotion of learning
• Creativity and innovation are essential.
• Feedback
• Sharing ideas across the organisation and the
  community, and
• evaluating progress

15
APPROPRIATE CLIMATE FOR SUSTAINED OD

• Identification of key priorities and
  organisational purpose
• Identification of key obstacles and how these
  might be overcome
• Identification of key people management and
  development implications as the organisation
  develops
• Management of performance
• Promotion of learning, development and the
  sharing of knowledge
• Promotion of creativity and innovation

16
APPROPRIATE CLIMATE FOR SUSTAINED OD (CONTD.)

• Ensuring staff, elected members and the wider
  community understand why the organisation must
  develop and how they can contribute
• Development of mechanisms for giving/receiving
  feedback and sharing ideas at all levels within
  the organisation and with stakeholders
• Establishment of processes for consultation/planni
  ng and evaluation

17
Managing Change in an Organisation

• Change is the one constant in local government
  and how to manage that change is the big
  challenge. The Employers Organisation (EO)
  believes that sound Organisational Development
  skills and techniques can play a vital role in
  achieving organisational change because they
  focus directly on people - the greatest driver of
  change and the greatest potential blockage.

18
Important Instruments of Organisational
Development for Change

• Innovativeness
• Priority-based resource allocation
• Strategic investment in capacity building
• Introduction of new relevant units to facilitate
  planning and management of change processes such
  as anti-poverty programmes
• Development of enforceable urban and city
  management policies that not only enforce
  bye-laws for promoting a healthy living
  environment, but also protect the poor from
  disaster and exploitation.

19
Case study - The Civil Service Performance
Improvement Programme (CSPIP)

• Self-appraisal and diagnostic workshops, based on
  thinking backwards from policy goals to outputs
  and activities, and facilitated in each civil
  service department by an in-house Capacity
  Development Team
• Beneficiary assessments on departmental
  performance, carried out by independent
  consultants, which are fed into the diagnostic
  workshops, helping to shape a PIP for the
  department
• Top-down validation, analysis and review of PIPs
  and
• The signing of a chain of performance-improvement
  agreements between departments, administrative
  heads and ministers.

20
Organisational Development as a Collaborative
Problem Solving Approach for Anti-Poverty
Strategies and Actions

• Problem-Solving Approach
• A primary change process associated with and used
  in most OD programmes is action research, which
  consists of 3 essential steps namely
• Gathering information about problems, concerns
  and needed changes from the members of an
  organization
• Organizing this information in some meaningful
  way and sharing it with those involved in the
  change effort, and
• Planning and carrying out specific actions to
  correct identified problems.

21
Important Instruments

• Stakeholders analysis for consensus building and
  contribution to the goal
• Involvement through regular consultation, backed
  up by timely, accessible information about the
  vision and activities of the partnership
• Representatives from stakeholder groups actively
  involved in the decision making.
• Spending time considering what aims are to
  achieved.
• Informing stakeholders of planned activities
• Testing plans with stakeholders who will be
  affected and to receive their feedback
• Finding out aspirations to inform partnership
  priorities

22
Important Instruments (cont.)

• Establishment of multi-agency oversight bodies to
  bring together leaders in the field of urban and
  city management and allied fields such as legal
  services, financial services, etc
• Introduction of innovative record keeping for
  management information systems (MIS), which would
  provide baseline information on the poor, as well
  as documentation of best practices to facilitate
  collaborative planning
• Coordination of civil society organizations
  activities in districts and sub-metros to ensure
  that resources are well spent to the benefit of
  the poor and duplication is minimized through
  working with the local authority bodies to select
  communities and areas for assistance and to
  engage specific sectors of the community to
  assist in delivering the plans
• Establishment of regular line of communication
  across departments and agencies to ensure their
  timely interaction

23
Management of Organizational Culture for
Effective OutcomesDefinition of Organizational
Culture

• Deal and Kennedy (1988) defined the culture of an
  organization as the way we do things round
  here.
• Riley (1983 p.437) defined it as why the
  organization is what it is, These definitions
  can be considered simple in the wake of new ones
  which focus on ideologies, norms, customs, shared
  values and beliefs which characterize an
  organization (Nystrom (1990).

24
Definition of Organizational Culture (cont.)

• Jaques (1952) for example defines culture as the
  customary and traditional way of thinking and
  doing things, which is shared to a greater or
  lesser degree by all members, and which new
  members must learn and at least partially accept
  in order to be accepted (p.251).
• A more modern definition depicts culture as the
  software of the mind, that is, the collective
  programming of the mind which distinguishes the
  members of one group or category of people from
  another (Hofstede, 1994 p.5)

25
Definition of Organizational Culture (cont.)

• Organizational culture represents a complex
  pattern of beliefs, expectations, ideas, values,
  attitudes and behaviours shared by the members of
  an organization (Hatch (1993), Schein (1996),
  Trice and Beyer (1992). The organisations
  culture is likely to influence organization
  design decisions about the delegation of
  authority or the use of teams.

26
More specifically, organizational culture
includes

• Routine behaviours when people interact, such as
  organizational rituals and ceremonies and the
  language commonly used
• the norms that are shared by work groups
  throughout the organization, such as a fair
  days work for a fair days pay
• the dominant values held by an organization such
  as providing quality service
• the philosophy that guides an organizations
  policies towards its employees and customers
• the rules of the game for getting along in the
  organization or the ropes that a newcomer must
  learn in order to become an accepted member and
• the feeling or climate conveyed in an
  organization by the physical layout and the way
  in which members of the organization interact
  with customers and other outsiders (Schein,
  (1985)

27
Important Instruments

• Adoption of periodic review of behaviours and
  attitudes, as well as operational techniques, as
  a means of overhauling less effective approaches
• Re-orientation of local authority staff to
  develop result-oriented approach to delivery of
  goods and services
• Address quality of communication between
  collaborating agencies and evolve more
  cross-functional team building

28
Important Instruments (cont.)

• Adoption of more proactive stance on issues of
  direct interest to poverty reduction like having
  specific programmes or strategies to increase
  household income which will increase in the
  households use of public goods and services
  since they will be able to pay for them.
  Supporting community credit schemes could also
  serve as an entry point in reducing poverty. This
  stance could also help solve the internal revenue
  mobilization problem.
• Institutionalization of advocacy
• Build commitment to public-private partnership to
  meet local authority objectives through such
  collaboration

29
Important Instruments (cont.)

• In managing organizational culture for effective
  outcomes, there is the need to identify the
  organisation's culture and learn how to build a
  high performing culture that maximises the value
  of human talent and organisational structures,
  systems and technologies. An underlying
  assumption of cultural change is that an
  organizations culture and its performance or
  effectiveness are directly related. Thus, the
  rationale for attempting cultural change is to
  create a more effective organization (Hellriegel
  et al., 1998)

30
Challenges of the Decentralisation Process
(District Assembly)

• The need for coordination of actors and building
  linkages
• Institutional Problems
• Human Resource Issues
• Expenditure and Revenue Mobilisation
• Participation in Decision Making Process and
  Criteria for Allocation of Funds
• Allocation Efficiency (the extent to which public
  expenditure reflects local demand

31
The Way Out

• Work out new and efficient methods of revenue
  mobilization in partnership with civil society
  and the private sector in general
• Embarking on advocacy campaigns for public
  behaviour change
• Reconstruct district specific objectives into the
  national poverty reduction strategy
• Itensifying training and general orientation to
  community management. It has been learnt from
  local initiatives that far more is achieved with
  fewer resources when local organisations work
  with groups formed by the urban poor.

32
Gender Mainstreaming as a Means of Facilitation
of participation of Women, Men, Girls and Boys in
Organizational Processes
33
Definition of Gender Mainstreaming

• Gender Mainstreaming is about incorporating women
  and gender relevant issues into planning,
  implementation, monitoring and evaluation of
  organisations activities. Gender mainstreaming
  is designed to bridge existing gaps and to ensure
  gender equity

34
Important instruments

• Incorporating women and gender relevant issues
  into planning, implementation, monitoring and
  evaluation of organizations activities
• Identification of gender culture of organizations
  as a learning process
• Orientation to gender analysis as a planning tool
  aimed at promoting change in attitudes
• Identification of gaps in equity that need to be
  addressed within organizations and in the context
  of organizational goods and services
• Establishment of partnerships between men and
  women, boys and girls as partners in development
  through regular consultation with beneficiaries
  and other stakeholders
• Inclusion of gender monitoring indicators in
  Monitoring and Evaluation

35
Case study - Ghanas implementation of
affirmative action in leadership of
organizations, boards and corporations

• The Affirmative Action is a reliable way of
  ensuring womens development and access to
  decision-making positions. The Affirmative
  Action Policy Statement of the Government of
  Ghana sought to bridge the gap between men and
  women and to seek special provisions for womens
  participation in employment, public office and
  education.

36
Affirmative Action (cont.)

• In local government, a 30 quota of the
  government-appointed members of the district
  assemblies, has been provided for womens
  participation. Beyond the District level,
  community-based programmes are now actively
  seeking the participation of women.
• In the same vein, girl-child education is being
  promoted at all levels with various programmes.
  These include
• The National Action Plan on Girls Education
  which specially targets girls enrolment and
  retention at the basic and secondary levels
• The Science, Technology, Mathematics Education
  Clinics for girls is aimed at increasing girls
  participation in the SMT subjects.
• Scholarships are also award to disadvantaged
  girls in to enable them further their education

37
Conclusion

• Organisational Development is a framework and
  mechanism for evaluating current organisational
  performance and co-ordinating change and
  improvement across the whole organisation
• For this process to be effective it is critical
  that there is commitment from top management
  staff. Other staff members need to be made aware
  of the reasons for organisational development and
  must be equipped with the appropriate skills and
  tools to support the organisational development
  process. Since gender mainstreaming also
  involves change, consideration must be given to
  it to make organizations benefit from the full
  potential of the human resources at their
  disposal.