Dragana Tomi , Mr

Organizational change and HR consultant

Skopje, October 2011.

1. Strategic management: structure & culture

2. Future challenge for HR function

3. In practice: personal view

4. Results of research in Serbia 2010/2011

5. Your questions are the most important part of this
presentation!!!

has two dimension:

1. Where we go? Which is define by our
organizational structure and management practice.

2. How we go? Which is define by our
organizational culture and leadership practice.




Strategic management .
4
Vision
Results
Values
Styles
Strategy
Principles
Goals
Mission
Plans
Behaviors
S
t
r
u
c
t
u
r
e

C
u
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t
u
r
e

Forecast
Change
Management
Leadership
Adrijan Stanciu, HSynergistics
Strategic management .
GOAL
SETTING
STRATEGY
DEFFINITION
VISION AND
MISSION
OPERATION
PLANNING
The vision and mission of organization.

focus areas defined:
-profitability
-efficiency
-quality of service

KPIs are set

Strategy operationalization

Yearly planning calendar






Organizational structure in practice:
Through several workshops the values of
organization were defined.

Management of organization defined the
desired organization culture.

After performing an employee survey,
current culture were defined.

The levers for change are defined as
subprojects

The subproject teams are made and work
methodology is determineded
PRINCIPLES
STYLES
VALUES
BEHAVIORS
Organizational culture in practice:


is to effectively and efficiently support
not only organizational structure but also
and organizational culture!
Future
challenge
of

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One study found: "Why customers leave: 1% died,
3% of the moves, 5% find other friends, 9% due to
competition (prices), 14% due to dissatisfaction
with the product ... BUT 68% left because of
negligent attitude of some staff towards them "

Why?
Providing good system: Regardless of the specific needs of
the organization, it turns out that person quickly adapts to
the system the way the system is set up.

Providing good employees: Often we heard that people are
the greatest assets of company. But if we do not have right
people on right place with right expertize and attitude than
our people from assets became problem.

Providing good HR tools: In every organization everything
start and finished with people. In these days successful
management of HR became cotemporary art!


9
10
The business
environment:

Global growth
Emerging businesses
New technology
Intellectual capital
Continuous change
Competition

The new economy:
Requires companies to
focus on:

Increasing value
Culture
Organizational
capabilities
Leadership
development
Attracting/retaining
talent
Strategic recruiting
Change management
Diversity
Requires HR to
change:

Strategic partner
Business savvy
Align with strategy
Accountability
Manage talent
Knowledge transfer
Leverage technology
Flexibility
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In practice: Integrated model of change.
To increase:
* Employees satisfaction
* Client satisfaction
* Productivities and
efficiency
* Business results


Organizational goals.
To reduce:
* Stres
* Loss of key employees
* Distraction of daily activities
* Compromising client
relationships

13

How many of you here
present believe that
what you do is
important for your
organization and
that you have
strategic impact to
results of company?
HR as support to strategy management
Whether you're Personnel or Human Resources Department, our main
task is to quality and professional way to provide human resource
management by creating frameworks for the establishment of positive
HR practices in our business environment.

Carried out the vision
Continuously build a corporate culture
Inform and be transparent
To educate and develop
To overcome conflicts and foster understanding
Listen, inspire, motivate
Being a true HR Business Partner

Professionalism, responsibility, fairness, morality!
HR as a function in company
1. Great miracles are created by small miracles - give the
organization what it needs and as much as it should, but
never forget where you are going and what is your goal.

2. Your team of people must be a team of professional and
competitive people who love and believe in what they are
doing.

3. Lead by personal example. People believe what they see not
what they hear. Remember that you represent HRM.
1. Support of the first man!

2. The expertise and competence is the basis of creating
your necessity and importance.

3. Trust and fairness for all, win-win approach


* Analysis
* Strategy
* Plans,
* Realization
* Control ...

... are not enough to bring us to where we are headed ....


At the end...
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because you need PEOPLE!
Organizational culture

Results for Serbia
2010

The basic assumptions, shared values and beliefs
that determine the way in which members of the
organization behave and treat each other and the
way you approach your work.

or

Director of "Toyota Motor" Eiji Tojada said in an interview that:
"One of the characteristics of Japanese workers is that they use at
work and the brain, not just a hand. Our employees during the
year give 1.5 million proposal, of which 95% is realized. "
21
Vision
Results
Values
Styles
Strategy
Principles
Goals
Mission
Plans
Behaviors
S
t
r
u
c
t
u
r
e

C
u
l
t
u
r
e

Forecast
Change
Management
Leadership
Adrijan Stanciu, HSynergistics
C L I M A T
C U L T U R E
Circumplex
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Satisfaction
Security
Higher Order
Needs
Lower Order
Needs
25
Task
Oriented
People
Oriented
26
Defensive Cultures - Inactive/Reactive
How people see you is more important than what you do
Focus on blame
Maintain the status quo
Constructive Cultures - Proactive
Fosters innovation
Reinforces personal responsibility and accountability
Value performance
Approval
Conventional
Defendent
Avoidance
Passive/defensive culture :
Employees treat each
other in a way that their
security is not
compromised.
Oppositional
Power
Competitive
Perfectionistic
Aggressive/defensive culture:
Employees approaching
tasks energetically and
assertively to protect
their status and security
Achievement
Self-actualizing
Humanistic-
encouriging
Affiliative
Constructive culture:
Employees entering the
interaction and approach
tasks in ways that allow
them to achieve higher
goals and needs
satisfaction.
CEO
HR Top mng
all
Top
mng
CEO
HR
Comparative
analysis of
research findings
No. of employees
FRONT VS BACK OFFICE
INDUSTRIES
IN REGION
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
5.00
Distribution of influence Employee involvement Use of punishment Autonomy Significance
Comparison with historical averages and
constructive organizations
Serbia Historical average Constructive benchmark
Questions?
Thanks!
Dragana Tomic
draganat@cdop.rs
www.cdop.rs