03/2008Nucleus-International.net1 Organisational Development of Business Chambers & Associations...
-
Upload
egbert-carson -
Category
Documents
-
view
218 -
download
2
Transcript of 03/2008Nucleus-International.net1 Organisational Development of Business Chambers & Associations...
03/2008 Nucleus-International.net 1
Organisational Development of
Business Chambers & Associations
Nucleus-International.netNucleus-International.net
03/2008 Nucleus-International.net 2
Organisational Development - what is it?
• A planned process to change– the behaviour, attitudes and capacities of the
actors in the organisation– the culture and attitudes of the organisation– the organisation and communication structures– the strategies
• Objective: To improve both internal and external performance of the organisation
03/2008 Nucleus-International.net 3
Some basic elements of OD
• Organisation members’ participation– in identifying problems– in developing solutions– in implementing changes
• A moderator / consultant accompanies the process
• OD is a learning process within the organisation
03/2008 Nucleus-International.net 4
Prerequisites to start an OD process
• The will– to learn– to change the organisation
(enterprise / business chamber)
• due to– internal / external problems or– new visions
03/2008 Nucleus-International.net 5
Prerequisite to start an OD process
• A problem:negative situation, the organisation suffers
• A vision:adequate situation,but the organisation wants to improve more
desired situation
current situation
problem
vision
current situation
future situation
+
-
03/2008 Nucleus-International.net 6
Questions
• Do the chambers suffer in a way that they want to change their organisation ?
• Do they have visions? Do they have ideas where they want to be in 5 or 10 years ?
03/2008 Nucleus-International.net 7
The traditional Chamber-OD approach
Board
Staff
Members
ConsultingTraining
Instruments:- equipment / grants- administration costs / grants- consulting- training- information- etc.
Assumption : Who knows better acts better
Chamber
03/2008 Nucleus-International.net 8
Results
• We do not know one Chamber-OD-Project where this approach caused successfully sustainable effects. The reasons:– The assumption is wrong– We cannot - and it is also not our task - change
persons– Board and staff members change frequently.
With their exit the new knowledge exits too. The knowledge is not transferred to the successors
03/2008 Nucleus-International.net 9
Results
– The project contributes to some repairs under the existing paradigm This means: The “Business Club” remains a “Business Club”and does not change into a “Professional Service and Lobby Institution”
– Effect : No sustainability– Example: more than 10 years promotion of
CCICP through RDP / ESSP in Sri Lanka
03/2008 Nucleus-International.net 10
The “Nucleus” Approach
• The first objective of the “Nucleus” Approach
is not the promotion of SMEs
but the organizational development of business chambers and associations
03/2008 Nucleus-International.net 11
Chamber-OD under the Nucleus approach
Board ofDirectors
Employees Members /Nuclei
Intervention
Int
Inte
rven
tio
n
03/2008 Nucleus-International.net 12
The goal
• Create a positive / constructive “tension” between the Chamber’s actors– Members start to request, propose, participate,
press– Employees start to orientate towards the
members– The chairperson / board of directors start to
negotiate with members / Nuclei and employees
03/2008 Nucleus-International.net 13
Society / Government
Members
Employees
CEO
ChairmanBoard
Public Relations
Services
Lobby
Administration
A BusinessChamber
03/2008 Nucleus-International.net 14
Members
Employees
ChairmanBoard
N
Public Relations
Lobby
Services
Administration
Society / Government
Start of Nuclei
CEO
03/2008 Nucleus-International.net 15
Members
Employees
CEO
ChairmanBoard
Public Relations
Lobby
N
New employee:counsellor
Services
Administration
Society / Government
03/2008 Nucleus-International.net 16
Members
Employees
ChairmanBoard
Public Relations
Lobby
N
New tasksfor the
CEO
Services
Administration
Society / Government
CEO
03/2008 Nucleus-International.net 17
Members
Employees
ChairmanBoard
Public Relations
Lobby
N
New services:counselling
traininginformation
support
Services
Administration
Society / Government
CEO
03/2008 Nucleus-International.net 18
Members
Employees
Chairman Board
N
Public Relations
Lobby
Services
N
New type ofrelationship
among members
Administration
N NN
Society / Government
CEO
03/2008 Nucleus-International.net 19
Members
Employees
ChairmanBoard
Public Relations
Lobby
Services
N
More members:more tasks
for theadministration
Administration
N
Society / Government
CEO
03/2008 Nucleus-International.net 20
Members
Employees
ChairmanBoard
N
Public Relations
Lobby
Services
Administration
New tasks regarding
Public Relations
Society / Government
CEO
03/2008 Nucleus-International.net 21
Members
Employees
ChairmanBoard
N
Public Relations
Lobby
Services
Administration
New tasksfor chairperson
and board
Society / Government
CEO
03/2008 Nucleus-International.net 22
Members
Employees
ChairmanBoard
Public Relations
Lobby
Services
Administration
New goals andtasks in terms
of lobbying
N
Society / Government
CEO
03/2008 Nucleus-International.net 23
Members
Employees
ChairmanBoard
Public Relations
Lobby
Services
Administration
At the end:everything
is changing!
NN N NN
Society / Government
CEO
03/2008 Nucleus-International.net 24
Results
• Members / Nuclei start to understand the chamber more as their organisation – They are the owners, not the board and the
employees– They pay membership fee and therefore can
complain and request services and quality
When the chamber changes into a “Service Organisation” – a new paradigm –
there are more chances for sustainability
03/2008 Nucleus-International.net 25
Logic of the Development of Chambers of Entrepreneurs
ServicesInformation / Consultation
Training / Support
Lobby in front of Government and other groups of the
society
Higher attractiveness for Entrepreneurs
Law of great number:the more members, the more influence
Chamber
More Entrepreneurs apply for membership
More members pay more membership fees
More means to finance more and
better services
03/2008 Nucleus-International.net 26
Chamber DO
• Possible fields for interventions– Lobby
- whom, in what, how to influence- planning of objectives and goals- public relations
– Services- training- individual & group counselling in technology, business administration, legal affairs- information - other income generating services
03/2008 Nucleus-International.net 27
– Organisation & administration- management of organs, staff etc.- membership fees - member administration
– Networking- other chambers- chamber – regional chamber – federation- public & private institutions
03/2008 Nucleus-International.net 28
Nucleus-International.net
• This file is part of our material to present and illustrate our activities to professional and elected officials of business associations, personnel from technical cooperation projects, and other people with an interest in this field. We are involved in a constant process of elaborating and improving this material, and targeting it to the demands of specific groups.
• You may use, copy, and change this file as you like (we do not insist on a copyright).
• We would, however, like to ask you for the following: please send us a copy (as a file or printout) and additional information if you use the file or parts of it.
• Thank you!• The Nucleus-International.net team