odhrm group case study analysis
DESCRIPTION
ODHRMTRANSCRIPT
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Ground Rules
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Agenda Ice Breaker
Background
Issues
Factors
Findings and Analysis
Recommendation
Conclusion
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Ice Breaker Activity
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Instructions on Sneak-and-Copy
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Sneak-and-Copy Model
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Conclusion of Ice Breaker
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Background of ISS Program
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What are the issues?Some ISS teachers are highly opinionated
Duplicate work process
Long processing time
Huge increased of paperwork
Lack of manpower
Mishandling of the program
Underfunding of the implementation of the program
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What are the factors?Mindset of teachers is that ISS program not going to work
Sceptical about program benefits
Felt under pressure to join
Schools that join were disappointed with the results
Number of schools wanting to join also decreases
Only 30% of schools gain ISS status
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Finding the Root CauseConcept Fan
Developed by Edward de Bono
Identify core problem from its symptoms
Generate possible solutions
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Concept FanManagementCultureProcess
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Concept FanManagementOrganise change cultural campaignsChange school cultureImprove teachers behaviourClearer instructionsOrganise team bonding programsDevelop change management strategyProvide training & development programCultureProcessDesign & implement better processConduct & implement reward system
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The Need for A ChangeForce Field Analysis
Developed by Kurt Lewin
Identify the driving and restraining forces
Make decisions whether the change is needed
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Force Field AnalysisChange ManagementDriving ForcesRestraining Forces
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Force Field AnalysisBetter Work Process to improve efficiencyIncrease reputation of the schoolNeed more high quality teacher to improve the quality of teachingImprove student outcome to gain better resultDisappointing result of the ISS ProgramSceptical to join because of the benefitMindset of the teacher/principal that the program will not succeedUnderfunding of the implementation of the programChange ManagementDriving ForcesRestraining Forces44535323
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Recommendations
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Recommendations
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RecommendationsChange ManagementCurrent Strategy (S1)Current Organization Design (O1)Current Organization Design (O2)Step 3:Design Strategic Change Plan
Top management start to change
Employees involvement
Review and modify whole process
Step 1:Strategic AnalysisStep 2:Strategic ChoiceCurrent Strategy (S2) Diagnose readiness for change
Select capable leader Understand strategic orientation
Formulates vision with alternative strategies and objectivesStep 4: Implement Strategic Change Plan
Realise the importance of culture, process and management
Review roles and responsibilities
Adapt to change
Be part of the program
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Importance of management and teamwork
Make decisions for change towards root cause
System implemented + Motivation = Effective of change
Feedback channel
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