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 Home    Capability Development    Organisational Effectiveness    Recruitment & Assessment 
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v_line_blue.gif (58 bytes) Workshops Offered v_line_blue.gif (58 bytes)
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Organisational Effectiveness

Many features of organizational performance get blocked due to the inherent diversity of organizational membership that while bringing in healthy and necessary differences of perspectives also create conflicts and lack of synergy. Changing external environment on the one hand and shifting role expectations as managers move along different career stages on the other, require revisit of approaches to managing and leading. (influencing and leadership). Basic issues of reexamining assumptions of working and constraining elements of organizational culture require urgent attention.

While more comprehensive organization-wide approaches are available to address these issues we offer the following workshop based interventions that could then become the basis for larger interventions through diagnosis.

            15.gif (96 bytes) Team Working
            15.gif (96 bytes) Leadership Development
            15.gif (96 bytes) Conflict Management
            15.gif (96 bytes) Influencing
            15.gif (96 bytes) Outbound Workshops
29.gif (198 bytes) Team Working Top   Home

The focus of organisational performance is shifting if it has not already shifted to team-based working. Many problems of organisational performance are related to managers being entrenched in functional silos or being averse to understanding and appreciating other perspectives and points of views.  Underlying absence of team working are a whole host of issues, from assumptions we hold about ourselves and groups of which we are parts to biases and prejudices that we carry about styles and people, to overpowering competitiveness, to absence of basic listening and social skills.

Through the use of questionnaires, structured experiences and process facilitation the workshop aims at creating contexts where participants can first understand their individual styles in teams and then have the opportunity engaging with behaviours that are more conducive to team membership. The focus would also be on action planning for application in the work context.

29.gif (198 bytes) People Leadership Top   Home

Managing groups of people, both large & small are essential requirements increasingly confronting managers at different career stages. Authoritarian approaches based upon a compliant and submissive follower-ship is giving way to challenges of leading increasingly articulate & confident young men & women. They increasingly want to be treated with equality and respect merit & competence over positional authority or exercise of power emanating from status differentials. These could be challenges facing project leaders in software organisations or department or functional heads in other companies.

The workshop will combine theoretical inputs with experiential learning through structured exercises and process observations on exhibited behaviour, its impact on people and situations and implications for leadership at work. Inventories will be used to help managers understand their leadership styles and make action plans to develop in areas where challenges are likely to be faced. Managers would be encouraged to examine the causes for functional as well as not so functional leadership behaviours and factors that may be coming in the way of exercise of certain action choices.

Understanding of motivation theories and their deployment, impact of theories of situational leadership etc. would also constitute part of the workshop.

29.gif (198 bytes) Conflict Management Top   Home

Conflicts are a part of living reality in organisations & social systems. Individuals are inherently different because of several reasons including membership to different social groups, belonging to different professional disciplines, holding different values & beliefs etc. The paradox is that it is because of these differences that they are in the organization in the first place. However rather than respecting these differences and using them to advantage they are often perceived as threats and are either suppressed or denied. Such behaviours are also fuelled by strongly held assumptions that “ conflicts are bad & should not exist”. The problem does not disappear by pretending it does not exist. Inability to effectively manage conflict results in wastages of resources, loss of managerial productivity and often create long-term misunderstandings that adversely impact task performance.

The workshop allows managers to understand their own conflict management style and through exercises, reflect on the implications of their style on performance. Role-plays are used to examine the functional & dysfunctional aspects of their styles through feedback from participants & facilitators.  This could be combined with real life feedback from role-set members in case of a composite working group.

Conflict-management style choices available, together with their functionalities are also made available to participants. Opportunities are afforded to them to engage with different styles of conflict management in the relatively safe context of the workshop.

Participants would be encouraged to work at a more personal level by looking at some of the beliefs & assumptions they might be carrying about conflict and the impact this might be having on their style, both positive & negative. 

29.gif (198 bytes) Influencing Top   Home

One of the more important aspects of organisational life and the most essential requirements for personal effectiveness is the ability to influence upwards, downwards and sideways. The best of ideas go nowhere without the idea owner’s capacity to get them across and accepted. Issues of assertiveness, exercise of authority, self-image and self-concept appear to be some of the principal areas impacting influencing.

Awareness of one’s influencing style and preferences and the challenges one is likely to face equips managers and provides them with opportunities to work with less preferred styles but ones that are likely to afford greater success in different contexts.

The workshop will create awareness of personal styles through use of questionnaires, structured exercises, role–plays and feedback from participants and facilitators. The focus would be on providing participants opportunities to practice different styles as well as examine some of the issues that may be coming in the way of effective influencing. There will be action planning to carry forward the awareness and insights gained in the workshop for application in the workplace. 

29.gif (198 bytes) Outbound Workshops Top   Home

One Considerable wastages are created and losses incurred in organisations when managers are unable to work together in a spirit of collaboration. Similar problems arise when people are not provided effective leadership-lack of goal clarity, poorly defined roles, lack of attention to development, absence of motivation etc. This workshop provides opportunities to managers to examine some of the blocks that they may be encountering in being effective team members or team leaders. It also provides opportunities to experiment with new behaviours that may further team membership and leadership and make action plans for deployment in the work place.

Classroom sessions can allow for thoughts, ideas and language to be used as a defense against learning from experience & feedback. An outbound workshop engages everyone in action and creates innumerable opportunities and experiences for reflection, review and learning. The unhurried and reflective ambiance of outdoor work also affords opportunities to managers to revitalize themselves and jettison some of the “baggage” that is inevitably created while working in complex modern organisations.

Concept sessions, questionnaires, feedback and process observations at the individual and group level would constitute the overall methodology of the workshop. 

29.gif (198 bytes) Techno-Structural Interventions- Organisation Design & Structuring Top   Home

Several factors both in the external as well as the internal organisational environment are increasingly impacting work organization. Responsiveness, speed to market, customer consciousness and expectation, decreasing product life cycles, increasing product innovation and differentiation, severe competition, outsourcing of non-value-added work are some of the realities of the external environment. Internally ballooning cost structures, distortion of communication and slow decision making owing to distended hierarchies, changing employee profile (who find the administrative, data analysis and record keeping sort of work as not contributing to their growth & learning) and the need to create an attractive & efficient working environment to attract & retain employees are some factors leading to a re-think on organisational design.  

But while the environment and the changes occurring in it would impact work organization the paramount influence would be organization strategies. To what extent does organization design facilitate or impede the fulfillment of organisational strategies?

The starting point of the intervention would be an understanding of business strategies, existing design, issues being encountered, design expectations and role profiles. The principles of time span of decision-making and value added hierarchy would constitute the basis for putting up or reorganizing design. Role theory and its various aspects would be deployed to build role profiles based on expectations sharing. This would become the basis for establishing clear differentiation in work levels between one work level and the next.

Structural changes are often painful. Behind the physical alterations-job redesign, rationalized workflows, outsourced activities, reduced hierarchies-are social and psychological changes. We would provide assistance in enabling these transitions based upon specific needs of each change management effort

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Strategic Interventions -Visioning and Values

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What do you stand for as an organization? Why do you exist? What do you aspire to become, to achieve, to create? What are some of the values you hold sacrosanct and that you wish organisational members to embrace regardless of changes in the external environment? The answer to these questions holds the key to your organisational identity. They also provide a wherewithal and the benchmark to measure the relevance of on-going action of organisational members. At points of departure as well as critical choice points the core values of an organization remind its leaders whether they are acting in conformity with what the organization stands for. It provides the glue that holds the organization together.

The issue of existence goes beyond the necessary but not sufficient reason to make money or get a certain return on investment. What is so unique about your organization since fundamentally organisations cannot exist without making money? The reason could be more superordinate. Something that is more relevant, far reaching, something that can be relentlessly pursued but never quite attained; something that provides a larger purpose and motivation to organisational members.

“It is more important to know who you are rather than where you are going. Where you are going will change as the world around you changes. Leaders die, products become obsolete, markets change, new technologies emerge & management fads come & go but core ideology in a great company endures as a source of guidance & inspiration.” (Collins & Porras) 

Values & vision also serve as a guide to on-going action and decision-making. They provide the boundary and the framework that makes decision choices both easy and sometimes painful. In doing so they prevent recourse to expediency and ad hocism.

Vision also creates what has been called “creative tension” – the impetus to move from the current reality of an organization towards its stated purpose for existence.

Prerequisites for this intervention: Felt need of top management and time & commitment to invest in an organic, evolving and iterative process. Inclusion of a meaningful cross-section of managers. Willingness to engage with and share personal values and what they mean to managers.

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