organizational changes
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You want to talk with your consulting company to check if the concept of using staff meetings might be a good way to involve the organization in creating the questionnaire.
You also want to brainstorm any issues about the facilitation of these meetings.
If all agree that this method is the approach to use, who should facilitate the meetings?
Should the managers facilitate the meeting?
Should you personally facilitate it?
Should it be the members of the internal OD staff?
You have put the following on the agenda for the next review meeting:
Is statement A below a good way to generate the types of information that could create the behavioral endpoints for a questionnaire?
Would there be significant advantages to creating meaningful and lasting change if we used managers or internal OD staff to facilitate the meetings?
What organizational factors would make this a "bad" approach or one to avoid?
STATEMENT A:
One idea for generating definitions to the key values was to use staff meetings, the intent being to use some mechanism such as force field analyses to generate each area's information and consolidate it across all areas as a starting point. Our firm or the top management team (facilitated by us) would use the consolidated information to create the overall questionnaire for later use.
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This explanation provides you a comprehensive argument relating to organizational changes
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You also want to brainstorm any issues about the facilitation of these meetings.
If all agree that this method is the approach to use, who should facilitate the meetings?
1)The head manager should facilitate the meeting. If the entire team of executives attends the meeting, then the CEO should chair the meeting. On the other hand if there is a staff meeting consisting only of staff of a particular department, the head of the department, or the manager in charge of that department should head the meeting. Essentially, the chief manager of the department or officer should chair the meeting and in his absence a person from the HRM chairs the meeting. In this case a person from the OD group may chair the meeting.
Should the managers facilitate the meeting?
2)The managers who head the departments should head the meetings. They are in best position to know the relevant issues and the constraints under which the department functions. They are aware of the strengths and weaknesses of the team and can direct the discussion directly to critical matters. The argument against having the managers facilitate the meeting is that their presence may inhibit participants and may stop free interchange of ideas especially those related to the weaknesses of the function. If there are problems with a function, the manager heading the function may consider it a reflection on his personal functioning and performance. This may slow down free discussion.
Should you personally facilitate it?
3)Yes, in those groups where the manager refuses to chair the meetings or is considered unsuitable, I will chair the meeting. Also, I will agree to chair the meeting only if I understand the critical issues related to that ...
Education
- BSc , University of Calcutta
- MBA, Eastern Institute for Integrated Learning in Management
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