ODAS Model: The Organizational Development Approach Scale (ODAS) Assessment is McFletcher's organizational design assessment and planning process adapted from
Dr. Harold Leavitt's work.
(Click on the above graphic to enlarge it.)
To excel, organizations must align themselves to the constantly evolving needs of their customers. Effective roles and organizational structure are a crucial element for organizations to achieve lasting success. McFletcher has developed key processes which guide organizations in defining themselves to optimize performance.
- Tom Lantzsch
Director of Strategic Marketing
European Semiconductor Group, Motorola Inc.
MISSION — Defines the core nature of the business for which the organization exists (or wishes to exist). It provides a perspective of an ideal state to work toward and addesses the subtle yet complex balance between external demand and the creation and maintenance of internal capabilities to successfully meet that demand.
Designing and Planning for
The organizational design assessment and planning process, Organizational Design Approach Scale™ (ODAS™) provides a framework for organizational change efforts involving strategic planning, restructuring, work design and cultural integration. It includes an objective-setting process to clarify and translate the organization’s mission into clear-cut plans and activities to achieve the necessary culture shift to meet the organization’s future vision.
The ODAS™ process includes pre and post measurements and a continuum for establishing objectives. The continuum measures are based upon a scale that provides a means to determine current and desired states from traditional to participatory to socio-technical work environments. The continuum measures are also in relation to the following five organizational components.
TASK — Specifies activities which result in the goods and/or services needed to satisfy the MISSION of the organization. Includes position descriptions, position placement, accountability factors, and how work asignments are made.
STRUCTURE — Describes the organization’s values, policies, procedures, and methods to integrate SYSTEMS, CULTURE, and TASKS that meet the organization’s MISSION. Includes reporting relationships in the distribution of authority-responsibility, communication patterns, goal planning, career development, compensation, and reward and recognition programs.
SYSTEMS/TECHNOLOGY — Describes the tools, equipment, processes and (attendant) policies and procedures used to help the PEOPLE of the work CULTURE accomplish their TASKS. Includes performance measurements, disciplinary procedures, training, financial processes, work procedures, and equipment utilization.
CULTURE/PEOPLE — Defines the characteristics of those on whom the organization is dependent for achieving of its MISSION. May include the organization’s leadership pattern, vision, decision making approach, and people values.
These measures are also assessed for degree of alignment at three levels:
Level I The External Level — Focuses on the strategic, political and environmental concerns that must be assessed in order for the organization to realize and sustain its mission over time.
Level II The Global Level — Assesses market demand, translates that demand into goods and/or services in relation to its strengths and expertise, and establishes structures for external market alignment.
Level III The Operational Level — Assesses the processes – the means and methods by which goals are reached for internal alignment of the work requirements and human resources. This level is driven by the demands of producing goods and services and sets its own accountabilities to reach the general goals to fulfill the organzation’s mission.
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