Organization Development is a top-management-supported, long-range effort to improve an organization's problem-solving and renewal process, particularly through a more effective and collaborative diagnosis and management of organization culture-with special emphasis on formal work team, temporary team, and inter-group culture- with the assistance of a consultant-facilitator and the use of theory and technology of applied behavioral science, including Action Research. (French & Bell).

Hence, Vin Management's planned interventions in the organization's processes, helps increase the competitive advantage in the organization.

Vin Management's range of services include :

Organisational Climate Survey and Diagnosis    Personnel Audit HRD Systems & Procedures    Organisation Restructuring

Organisational Climate Survey & Diagnosis
(Organizational & Employee Feedback Assessment)

Often an essential component of organizational training and development, we employ Employee Climate surveys to provide a picture of the organization's needs. These surveys can be used to solicit employee opinions on a variety of issues ranging from the company's success in communicating its mission to employees, or local issues such as quality of the working environment.

The results of this type of feedback process provide an understanding how perceives the organization along different dimensions. This process helps the organization (Human Resources Department) understand how the employees perceive them.

Uses for Employee Climate Surveys include

Focusing of Employee Development Programs Enhancing Management/Employee Relations Training Needs Assessment Evaluation of Training Organizational Climate Survey Customer Satisfaction Survey

Personnel Audit HRD systems and procedures

An HR audit assesses whether the HR function is delivering its mandate & roles

The Human Resources (HR) Audit is a process of examining policies, procedures, documentation, systems, and practices with respect to an organization's HR functions. The audit works best when the focus is on analyzing and improving the HR function in the organization.

The audit itself is a diagnostic tool, not a prescriptive instrument. It will help you identify what you are missing or need to improve. It is most useful when an organization is ready to act on the findings, and to evolve its HR function to a level where its full potential to support the organization's mission and objectives can be realized.

The audit process consists of a series of questions covering the eight primary components of the HR function :

The focus is on how these activities and tasks are actually performed in the organization.

Advantages of an HRD Audit

HRD audit is cost-effective and can give many insights into a company's affairs:

Getting the top management to think in terms of strategic and long-term business plans Clarifying the role of the HRD department and line managers in HRD Streamlining of other management practices Better recruitment policies and more professional staff Changes in the leadership styles of top management Improvements in HRD systems More planning and more cost-effective training Increased focus on human resources and human competencies Strengthening accountabilities through appraisal systems and other mechanisms TQM interventions Organisation Restructuring

As global competition intensifies and customer demands increase, many companies today are engaging in activities that not only increase organizational effectiveness but also create a need for organizational restructuring.

Initiatives such as mergers, acquisitions, the addition of new product lines or markets, cost reduction programs, etc. require work flows to be reorganized and staffing levels to be altered.

Organizations today are increasingly facing fierce competition, demanding customers, economic pressures, and financial crises. To be effective, they must reduce costs, improve product and service quality, and respond quickly to new opportunities in the marketplace. This management accounting guideline addresses the topic of restructuring an enterprise in practical terms.

When restructuring, the organization's primary goal is to retain the appropriate level of resources within a structure that respond readily to new demands. Thus, restructuring can result in "upsizing" or "downsizing" staffing levels. In either case, the results will include the "rightsizing" of the organization and the reorganization of work flows and reporting relationships. In particular, lines of responsibility and authority must be structured to facilitate the productive and effective use of resources.