Organizational Development
Organizational DevelopmentOVEXTECHORGANIZATION
DEVELOPMENT&CHANGE MANAGEMENTOVEX TECHNOLOGIESGroup No. : 02
Group Members: Maria Atiq 08-0140 Ayesha Manzoor 07-
0382Qurat-ul-Ain Ahmed 07-0384Maida Masood 08-0275Khadijah Sohail
08-0279Hajra Zaheer 08-0313Zunaira Tauqeer 08-0472Section: BBA-A
Date of Submission: 11th November, 2010 Submitted To: Mr. Raffat
Iqbal
ACKNOWLEDGEMENTSFirstly, we thank Almighty God without whose
grace and blessings we are incapable of doing anything. Secondly,
we are grateful to our course instructor, Mr Raffat Iqbal, for his
constant guidance and support. With his teaching methods we were
able to do our project effectively. Next, we are really thankful to
Mr. Muhammad Umair who is the Selection and Recruitment Executive
Human Capital Management at OVEX TECH in Lahore, Pakistan. The
information he provided and the time he gave to us helped us in
carrying along our project. He was very cooperative and supported
us a great deal due to which we could complete our project on
time.
EXECUTIVE SUMMARYThis report is about Ovex Tech (PVT) Limited,
Pakistan. It is a BPO and IT solutions Provider Company -one stop
software solutions for business needs- and is one of the best
business solution providers in Pakistan. This report begins with an
introduction of the company. The second part of report focuses on
the standard five stages approach in organizational development,
which are anticipating need for change, developing the
practitioner-client relationship, the diagnostic phase, action
plans, strategies and techniques and self renewal, monitor and
stabilize. The report then discusses Ovexs Human Resource
Departments hierarchy and tasks done by each department. It then
highlights the focus of our project on two of the stages: the
anticipated need for change in its recruitment and employee hiring
processes as well as devising strategies that would bring the
employees towards goal accomplishments. The report basically
discusses the structural and behavioral change through which
organization under went recently. However no technological need for
change is anticipated yet because Ovex uses state-of-the-art
technology and uses one of the best systems like CISCO. Finally
Ovexs strategies are evaluated against the standard OD practices
and recommendations are given in case of discrepancy.
CONTENTS1.COMPANY PROFILE62.MISSION
STATEMENT63.SLOGAN64.PRODUCTS AND SERVICES75.MAJOR DEPARTMENTS OF
OVEX:96.ORGANIZATIONAL STRUCTURE OF OVEX107.STANDARD MODEL OF
ORGANIZATION DEVELOPMENT PROCESS118.THE HR DEPARTMENT OF OVEX
TECH158.1 THE SELECTION AND RECRUITMENT DEPARTMENT158.2 THE
EMPLOYEE RELATION DEPARTMENT168.3 THE COMPENSATION AND BENFITS
DEPARTMENT169.STANDARD O.D PRACTICES1710.NEED FOR CHANGE
ANTICIPATED BY OVEX TECH LAHORE1811.PROBLEM WITH THE CONVENTIONAL
HIRING PROCEDURE1812.TWO STAGES OF THE OD PROCESS MODEL1812.1
ANTICIPATE NEED FOR CHANGING HIRING CRITERIA1812.1.1 FEATURES OF
THE CHANGED HIRING STRATEGY1912.1.2 ANTICIPATED FURTHER
IMPROVEMENTS FROM BEHAVIORAL POINT OF VIEW1913.ACTION PLANS,
STRATEGIES & TECHNIQUES20The NHT program:20The WACTEO
concept20People before paper concept:20Other areas on which OVEX is
focusing2114.STRENGTHS & DEFICIENCIES OF OVEX
TECH22STRENGTHS22WEAKNESSES22ANALYSIS23RECOMMENDATIONS23APPENDIX24
1. COMPANY PROFILE
OVEX Technology is a subsidiary of En Pointe Technologies. It is
a Business Process Outsourcing (BPO) Provider in Pakistan (parent
company in US) and has operations in many other countries around
the globe. It is dedicated to projects commissioned by premier BPO.
Its clientele ranges from Fortune 500 to dynamic medium-sized
businesses which are located primarily in the United States.
Currently the company has over 850 employees with major operations
in Pakistan. In Pakistan, it is one of the leading BPO and IT
service providers. BPO includes contact centers, IT outsourcing,
accounting outsourcing, data management, medical billing and
transcription. IT solutions include infrastructure solutions, data
centre solutions, and software solutions. Ovex Pakistan adheres to
strict international standards in their service, quality and
reliability; it remains open 24/7 because the company understands
the emerging technological needs of any organization, whether it is
global or local. Today, Ovex stands as the largest third party off
shore and second largest exporter of IT services in Pakistan. The
company adheres strictly to ethical codes of conduct.1. MISSION
STATEMENT
To become one of the regions leading company in providing
business process and IT solutions 2. SLOGAN
THINK.INNOVATE.GROW
3. PRODUCTS AND SERVICES
There is a diverse range of products and services which Ovex
provides to its customers. However, a broad category is as follows:
Contact Centers:
Ovex has extensive experience in hosting and managing both
domestic and international outsourced Contact Centers. Ovex is
delivering its services to a number of clients from various
business verticals.
Accounting Outsourcing:
Ovex provides accounting outsourcing which includes a full range
of services including the core processes, management information
systems and compliance.
IT Outsourcing:
IT outsourcing is to cater with technology needs in an entirely
hassle free manner. Ovex provides a single point of desk to the
companies for their customers, the remote desktop management allows
the customers to maintain and protect their companys IT
infrastructure, and there are other services like Blackberry
support functions which provides a comprehensive support to users
and systems.
HR Outsourcing:The benefits of outsourcing include the
advantages of reduced costs and increased efficiency, as well as
the ability to predict business results and support strategic
planning.
Data Management:
The Data Management solutions allow customers to enhance data
quality for effective mining, enable increased tracking and
reporting capabilities and improve data integrity and oversight for
their business.
Medical Billing and Coding:
Ovexs state of the art Revenue Cycle Management Solutions are
designed to meet all present standards of insurance and patient
billing needs. Flexibility of the service offerings allow customers
to personalize them based on the needs of their specialty and size
of their business from individual and small practices to large
group of physicians.
Content Development:
The content development services include website content
development, marketing content development, and contents for
virtual marketing, E-learning, and multimedia content
development.
Infrastructure Solutions:
Ovex offers a comprehensive infrastructure solution that makes
optimized information sharing and utilization possible.
Data Centre Solutions:
Ovex fully integrates Power, Cooling, Rack, Management, Security
and Services.
Software Solutions:
Ovex Technologies offers a myriad of software solutions to help
increase productivity and boost operational efficiency.
4. MAJOR DEPARTMENTS OF OVEX:
5. ORGANIZATIONAL STRUCTURE OF OVEX
CEOFaisal Khan
CFOAsad Abbas
Head of FacilitiesZubair TanwirHead of Business DevelopmentMaaz
ZahidHead of Information TechnologyShiraz MahmudHead of Contact
CentresUsman Naeem
6. STANDARD MODEL OF ORGANIZATION DEVELOPMENT PROCESS
Organization development is a continuing process of long term
organizational improvement consisting of a series of stages. In an
OD program, the emphasis is placed on a combination of individual,
team, and organizational relationships.
Stage 1: Anticipate Need for Change
Stage 4: Action Plans, Strategies & TechniquesStage 3: The
Diagnostic PhaseStage 5: Self-Renewal, Monitor & StabilizeStage
2: Develop the Practitioner-Client Relationship
Figure 1: Organization Developments Five Stages
The primary difference between OD and other behavioral science
techniques is the emphasis upon viewing the organization as a total
system of interacting and interrelated elements. Organization
development is the application of an organization-wide approach to
the functional, structural, technical and personal relationships in
organizations. OD programs are based upon a systematic analysis of
problems and a top management actively committed to the change
effort. The purpose of such a program is to increase organizational
effectiveness by the application of OD values & techniques.
In this report, a five-stage model of the total organization
development process is presented. Each stage is dependent on the
preceding one, and successful change is more probable when each of
these stages is considered in a logical sequence.Stage One:
Anticipate Need for ChangeBefore a program of change can be
implemented, the organization must anticipate the need for change.
The first step is the managers perception that the organization is
somehow in a state of disequilibrium or needs improvement. The
state of disequilibrium may result from growth or decline or from
competitive, technological, legal, or social changes in the
external environment. There must be a felt need, because only felt
needs convince individuals to adopt new ways. Managers must be
sensitive to changes in the competitive environment, to whats going
on out there.Stage Two: Develop the Practitioner-Client
Relationship After an organization recognizes a need for change and
an OD practitioner enters the system, a relationship begins to
develop between the practitioner and the client system. The client
is the person or organization that is being assisted. The
development of this relationship is an important determinant of the
probable success or failure of an OD program. As with many
interpersonal relationships, the exchange of expectations and
obligations depends to a great degree upon a good first impression
or match between the practitioner and the client system. The
practitioner attempts to establish a pattern of open communication,
a relationship of trust, and an atmosphere of shared
responsibility. Issues dealing with responsibility, rewards, and
objectives must be clarified, defined, or worked through at this
point. The practitioner must decide when to enter the system and
what his or her role should be. For instance, the practitioner may
intervene with the sanction and approval of top
management and either with or without the sanction and support
of members in the lower levels of the organization. Stage three:
The Diagnostic PhaseOrganizational diagnosis has two major
purposes. The first purpose is to practically identify future
changes that are needed to help an organization meet its strategic
goals. Its second purpose is to identify past or current
organizational problems that inhibit the diagnostic framework for
conducting such an analysis. To achieve the first purpose,
consultants and OD practitioners need to apply analysis method for
organizational diagnosis. Need analysis consists of figuring out
the type of skills or competencies that employees must possess for
the organization to accomplish its goals. Surveys, interviews,
training programs and management development can be frequently used
for this purpose.The other aspect of organizational diagnosis is
identifying past or current problems that inhibit organizational
success. Organization problems can be traced from different
organizational areas. Organization members, often in collaboration
with an OD practitioner, jointly discuss the data and their
implications for change.Stage Four: Action Plans, Strategies &
TechniquesThe diagnostic phase leads to a series of activities,
interventions or programs to resolve the problem and increase
organizational effectiveness. The strategies applied for
implementing OD can be chosen based on the nature of the problem.
Usually, two dominant strategies are widely used either separately
or together to implement the OD program. These are the human
process approach and the techno structural approach. The human
process approach focuses on identifying and correcting problems
within interpersonal, group and inter group processes.
The techno structural approach assumes that organizational
problems revolve around issues associated with the match between
technology and organizational structure. Common interventions of
the techno structural approach involve work restructuring,
compensation systems, structural change, and implementing new
information technology.Stage Five: Self-Renewal, Monitor &
StabilizeOrganizational renewal is the process of building
innovation and adaptation style into an organization. If a company
has to survive in a competitive marketplace, it must continuously
adapt with the environment. Without renewal, management cannot
maintain quality. Through a renewal process, managers can adapt
their problem solving style and goals to suit the changing demands
of the environment of an organization. Therefore, one aim of OD is
to improve an organization's self renewal process so that managers
can more quickly adopt a management style that will be appropriate
for the new problems they face.
7. THE HR DEPARTMENT OF OVEX TECH
The HR department is divided into three sub departments:
HUMAN RESOURCE DEPARTMENT
Selection and Recruitment(SR) Employee relation (ER)
Compensation and benefits (CB)
8.1 THE SELECTION AND RECRUITMENT DEPARTMENT
Their work includes: Screening interviews Orientations
Professional development and training of employees Induction of a
person till probation is SRs responsibility
8.2 THE EMPLOYEE RELATION DEPARTMENT
The work of this department includes: Problems which employee is
facing, whether salary related or behavior of coworkers etc. Taking
care of employees. Taking corrective action regarding any kind of
employee grievances. This department also takes care of the
contracts till the employee gets permanent. 8.3 THE COMPENSATION
AND BENFITS DEPARTMENT
This department takes care of Salary Employee benefits such as
health insurance Compensation in case of permanent employee gets
hospitalized or other medical facilities Processing of payroll
8. STANDARD O.D PRACTICES
OD intervention is a set of planned activities intended to help
an organization improve its performance and effectiveness.Effective
interventions are designed to fit the needs of the organization,
are based on causal knowledge of intended outcomes, and transfer
competence to manage change to organizational members. Intervention
design involves understanding situational contingencies. Four key
organizational factors are: Readiness for change Capability to
change Cultural context Capabilities of change agentWhenever change
is implemented within an organization resistance to change occurs
naturally, the change also affects the culture and existing norms
of organization when Ovex anticipated need for change it took time
and efforts to break the conventional procedure, however in Ovex
decisions are centralized, top management has the authority to
implement its own decisions.
9. NEED FOR CHANGE ANTICIPATED BY OVEX TECH LAHOREOVEX TECH
encountered with the problem of very non-specific hiring procedures
and policies and the company used to rely on judgments and
conventional procedure of collecting resumes, CVs and conducting
interview with the candidate and hire the person they find is
appropriate for a particular job or task. 10. PROBLEM WITH THE
CONVENTIONAL HIRING PROCEDUREThe problem with this procedure was
that each interviewer judges the candidate based on his own
assumptions, dimensions and evaluated according to his point of
view, which could be different from others. For example, saying
that a particular candidate is lacking good communication skills is
a vague term which needs further elaboration and some standard
criteria which could define the dimension of good communication for
an OVEX TECH employee. So the evaluation terms such as poor or good
communication skills, low or high stress level have no quantitative
numbers attached to them, so at times there arises conflict among
the interviewers because in OVEX, a candidate is interviewed by at
least two or three higher authority members such as HR Manager,
Selection and Recruitment executive etc.11. TWO STAGES OF THE OD
PROCESS MODEL12.1 ANTICIPATE NEED FOR CHANGING HIRING CRITERIAOVEX
TECH PAKISTAN anticipated need for changing their hiring policies
and therefore very recently they came up with a solution of
implementing a standardized hiring procedure. It took a month to
implement and execute the new changed strategy.
12.1.1 FEATURES OF THE CHANGED HIRING STRATEGYPreviously only
interviews were being conducted for hiring a candidate but now OVEX
TECH is conducting Screening tests IQ tests Analytical tests
Logical reasoning tests Stress Management tests Body language
analysis ,behavioral analysis Competency based recruitment is also
being done , and those are further Re-categorized
This is a standardized procedure for evaluations; also numerals
are assigned from 1 till 5, where 1 means the worst and 5 means The
best. These tests are conducted on line, since OVEX has the
state-of-the-art technological systems, so 80% of the process is
done virtually which was previously being done solely on judgmental
basis 12.1.2 ANTICIPATED FURTHER IMPROVEMENTS FROM BEHAVIORAL POINT
OF VIEWHiring criteria was a point of concern for OVEX. The company
also started focusing more on goal setting and their achievement.
So for this they have defined three categories of goal-setting: 1.
Goals should be in accordance with vision, mission and values 2.
Time frame to achieve targeted goals 3. Pre-check
12. ACTION PLANS, STRATEGIES & TECHNIQUESOVEX TECH is
striving from better to best to being excellent on a continuous
basis, and has recently introduced two concepts:1. NHT ( New Hire
training) 2. WACTEO ( We Are Customer To Each other ) 3. People
before paper concept The NHT program:In this program internal OD
practitioner who is basically part of HR team of OVEX TECH gives
the new employee three day training and explains the following
things: The organizational culture and get the employee acquainted
with the team and top management How to be a socialized person How
to develop confidence in social or professional life Punctuality
The WACTEO conceptThis concept focuses on the premise that every
OVEX employee is customer to each other, which means that employees
should treat each other in the same humble manner just like they
treat their customers. People before paper concept:OVEX Company
explains this concept with a simple example.Suppose an employee
enters in the OVEX office and says hello to the other person who is
busy doing some work on paper and therefore doesnt raise his head
up and say hi by not even looking at the incoming person. Here
comes the concept of people before paper that employees are
supposed to greet each other with a proper eye contact. Other wise
it is considered that employees are treating each other like an
un-noticed piece of paper.
Other areas on which OVEX is focusingWith the help of internal
OD practitioners OVEX has recently put more emphasis on:
LeadershipThey lead their employees by co operating with them and
listening to their problems they have.
Proper coaching They conduct proper coaching and training
sessions for the newly hired employees. They also conduct different
seminars for the training of the employees.
Developing soft skills They teach their employees to deal softly
with everyone within the company and outside the company. The
candidates are taught to control emotional leakage i-e if someone
has a rough day at work, it should not disturb his/her personal
life and vice versa.
Code of ethicsNo referral candidates are appointed without due
process; no personal phone calls are entertained, strict adherence
to ethical standards within in the organization. Integrity,
punctuality is one of the basic premises of the organization.
Strong conformation towards vision, mission, values and integrity
and punctuality Lower communication barrier:In Ovex the
communication barrier is too low, even a low grade employee can go
to CEO for complaint but along with solution.These are the
behavioral dimensions on which the company is emphasizing
13. STRENGTHS & DEFICIENCIES OF OVEX TECH
STRENGTHS Large scale of operations Clients include renowned
organizations (Fortune 500) and other dynamic medium-sized
businesses Leader in BPO and IT service industry International
standards in terms of service, quality and reliability Stands as
the largest third party off shore and second largest exporter of IT
services in Pakistan
WEAKNESSES Non-specific hiring procedures and policies
ANALYSIS
Analyzing the changed procedures adapted by Ovex Tech and
comparing them with the standards has revealed that although there
is a little discrepancy with the standard techniques, however there
is always a room for improvement. There are people who do not
perform well all of a sudden for the tests and interview at the
same time. Some people are competent but they lack communication
skills, therefore they would be screened out at the interview while
there are other people who are good at communication but are not as
good at written skills, so they might be screened at the written
test. However, both the candidates might have the potential to
change with the passage of time and do great job for the company.
OD does not promote rigidness, but the company has worked on both
the extremes. Firstly, they were totally away from any proper
technique for hiring the candidates but now they are using all
strategies such as written tests, interviews, stress management
etc. to check the competency of the candidate. RECOMMENDATIONS
The following recommendations are provided to OVEX TECH on
behalf of our report:1. Adopt a flexible hiring strategy by
adopting on the job scenarios in the process of hiring. By using
this method, they can test various other skills and hidden
capabilities of the candidates instead of seeing only the obvious
ones which may not meet expectations.2. Training of the selected
employees can be conducted while on job to improve their
communication, interpersonal and various other skills. Most of
polishing and learning of skills comes through experience.
APPENDIXQuestions asked to Muhammad Umair (Selection and
Recruitment Executive, OVEXTECH Pakistan) Did you ever anticipate
any structural, behavioral or technological change in your
organization? What was the change? What problems you faced before
introducing a change? What problems you encountered in
implementation of change program? What limitations you faced in
relation with change program implementation? How you have coped
with resistance to change? What improvements you noticed after
implementation of changed program? How much time did it take to
implement the change? How much cost you incurred in introducing
change? Who played the major role for initiating change program?
What kind of organization hierarchy you have? Is decision making
centralized or decentralized in your organization? Is there a
communication gap among your organizations departments? If it is
then to what extent?
REFERENCES Mr. Muhammad Umair Selection & Recruitment
Executive Human Capital Management, OVEX TECH, Lahore
http://www.ovextech.com/ www.wikipedia.com
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