Organizational Transactional Analysis Diagnosis of organizational structures, prozesses and their elements Understanding Organizational Dynamics

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1 Organizational Transactional Analysis Diagnosis of organizational structures, prozesses and their elements Understanding Organizational Dynamics Organizational consulting and intervention models Advanced Role Management Dr. Thomas Steinert, MTB AG TSTA-O Dipl.Psych. / Dipl.Verw.Wirt 2011 Alle Rechte vorbehalten 1 von 19

2 Our Learning Agenda As A Transactional Analysts Change Management needs organizational thinking and real understanding of the nature of organization... Can you freely say YES to an organization? 2011 Alle Rechte vorbehalten 2 von 19

3 Our Learning Agenda As A Transactional Analyst Change Management needs organizational thinking and real understanding on three levels simultaneously / interlinked Organization - Roles - Individuals 2011 Alle Rechte vorbehalten 3 von 19

4 Our Learning Agenda As A Transactional Analysts on three levels simultaneously Organization - Roles - Individuals and consequently: A Triple Intervention Circle - Systemic-fractal whole organization - Role-related - Individually bull-eyed 2011 Dr. Thomas Steinert Our Learning Agenda As A Transactional Analysts All rights reserved / Only for personal use 2011 Alle Rechte vorbehalten 4 von 19

5 What Are Role Interventions? Organization Role Person Structures Role related Personel Prozesses Interventions Four interventions sectors see role model 2011 Alle Rechte vorbehalten 2011 Dr. Thomas Steinert What Are Role Interventions? Alle Rechte vorbehalten / All rights reserved / Only for personal use 5 von 19

6 Role Model For Non-Profit Organizations 2011 Alle Rechte vorbehalten 2011 Dr. Thomas Steinert Role Model For Non-Profit Organizations Alle Rechte vorbehalten / All rights reserved / Only for personal use 6 von 19

7 What Is Organizational Transactional Analysis? Roles in consultancy Individuals TA in Organizations - Persons and relations Qualification of the personell Trainer Personal Coach Facilitator Mediator Supervisor Team-developer Systemic Coach Business Process TA for Organizations - Organizational elements - Functional organizational Qualification of the system Elements Thinking in processes leads to realization! Roles in consultancy ProjektArchitecCoach Process Negociator Process Facilitator Process Engineer 2011 Alle Rechte vorbehalten 2011 Dr. Thomas Steinert What Is Organizational Transactional Analysis? Alle Rechte vorbehalten / All rights reserved / Only for personal use 7 von 19

8 Elements In The Dynamics Of Structures Organization Strategy Markets Structure Organizational Dynamics Business Processes Culture Learning and Psychological Processes People Personnel TA approaches so far 2011 Alle Rechte vorbehalten 2011 Dr. Thomas Steinert Elements In The Dynamics Of Structures Alle Rechte vorbehalten / All rights reserved / Only for personal use 8 von 19

9 Four Types Of Intervention In The Structure-Oriented Organization Working 1. Process improvement interventions 2. System-based learning interventions 3. Cultural learning interventions 4. Personal learning interventions 2011 Dr. Thomas Steinert Four Types Of Intervention In The Structure-Oriented Organization Working Alle Rechte vorbehalten / All rights reserved / Only for personal use 2011 Alle Rechte vorbehalten 9 von 19

10 Four Operating Stati Of An Organization 1. Pioneer - Phase 2. Change Management - Phase 3. Restructuring - Phase 4. Rehabilitation Phase 2011 Alle Rechte vorbehalten 2011 Dr. Thomas Steinert Four Operating Stati Of An Organization Alle Rechte vorbehalten / All rights reserved / Only for personal use 10 von 19

11 The Organizational Developmental Loop Design of communication and negotiation processes Working through overall challenges, linked individual psychology, role options, functions in the process classic coaching Mental reconstruction of the options of the future organization and the own position in it First Process Design: Individual / rolerelataedorganizational Working through of new strategic role dynamics and balance with own frame of reference 2011 Alle Rechte vorbehalten Working through the four organizational learning options and their conditions of implementation 2011 Dr. Thomas Steinert Organizational Developmental Loop Alle Rechte vorbehalten / All rights reserved / Only for personal use 11 von 19

12 Structural interventions Need A Reverse' Direction Diagnosis Organization Strategy Markets Structure Organizational Dynamics Business Processes Culture Learning and Psychological Processes People- Groups Personnel TA approaches so far We are able to support business with effective people management 2011 Alle Rechte vorbehalten 2011 Dr. Thomas Steinert Structural interventions Need A Reverse' Direction Diagnosis Alle Rechte vorbehalten / All rights reserved / Only for personal use 12 von 19

13 What Is The Contracted Field? Markets Contracted Field 3 Strategy Structure Business Processes Culture Contracted Field 2 People Contracted Field 1 Influences We are skilled project architects and deliver defined processes to improve businesses measureable! 2011 Alle Rechte vorbehalten 2011 Dr. Thomas Steinert What Is The Contracted Field? Alle Rechte vorbehalten / All rights reserved / Only for personal use 13 von 19

14 The Balanced Change Project Coach 2011 Alle Rechte vorbehalten 2011 Dr. Thomas Steinert The Balanced Change Project Coach Alle Rechte vorbehalten / All rights reserved / Only for personal use 14 von 19

15 Balanced Change In this book my article on the previous material is icluded And state-of-the art approaches are described and organizational psychology is presented in the many casestudies in it Alle Rechte vorbehalten 15 von 19

16 Dr.Thomas Steinert: Experiences And Project Examples -selected examples- Introduction of Product Life Cycle management Customer networking and processes Project-team consultation Realization in the teams HR-strategy-review for a holding Identification of key persons and -groups Key-qualification review Recruitment process Start-Up of a SAP-CoC-Global for an international Logistics company Pioneer phase vs strategy options Core competencies, customer processes 7/24/global Integration in strategic processes and projects Staffing and teambuilding Team starts after a reorganization More flexible project structures, flatter hierarchy New roles and new understanding of tasks Strongly increased internal dependency De-merger in a mortgage bank New market channels Complex decision-making process New requirements for team starts New leadership approaches Communication process Adjustment of affiliates and new market goals implementation Conferences for strategy development Logistics chain review Accompany strategy deployment Leadership forums Controlling and process monitoring Resolving crisis in an IT-project Complexity to high Different strategy options Tensions in the decision-making-team Leadership program New management understanding New project leading and steering Mentoren - Coaches Introduction of intense employee feedback New requirements for leaders New guidance quality Leadership evaluation Employee research 2011 Alle Rechte vorbehalten 16 von 19

17 Dr.Thomas Steinert: Experiences And Project Examples -selected examples- Change management of the introduction of Feedback as services SAP R/3 with simultaneous fusion from development three national societies to an More co-operation and customer orientation entrepreneurial group central Europe in an New roles and tasks international surrounding Leadership as key success factor Complex subproject structure Constructive discussion and controversy culture Advancement of project architecture Strong adjustment on special customer needs Facilitation of project groups Strengthened user integration development Implementation of a master plans Project coaching of the reorganization Multi - Cultural Change advisor of programs for a European company Intercultural integration / mediation as goal Support of change management Training of the Inhouse Consultants Professionalization of project managers and Inhouse coaches Production Launch for a new automobile Organize learning of employees of a company for application development Coaching of the strategy development Emphasis on global HR integration Development of project architecture Cahllenging Kick off - meetings Professionalisierung of Inhouse Consultants for a German major bank OD - Methodology Advisor and coaching attitudes Project supervision 2011 Alle Rechte vorbehalten 17 von 19

18 Dr.Thomas Steinert: Experiences And Background Change management of the introduction of Feedback as services SAP R/3 with simultaneous fusion from development three national societies to an More co-operation and customer orientation entrepreneurial group central Europe in an New roles and tasks international surrounding Leadership as key success factor Complex subproject structure Constructive discussion and controversy culture Advancement of project architecture Strong adjustment on special customer needs Facilitation of project groups Strengthened user integration development Implementation of a master plans Project coaching of the reorganization Multi - Cultural Change advisor of programs for a European company Intercultural integration / mediation as goal Support of change management Training of the Inhouse Consultants Professionalization of project managers and Inhouse coaches Production Launch for a new automobile Organize learning of employees of a company for application development Coaching of the strategy development Emphasis on global HR integration Development of project architecture Cahllenging Kick off - meetings Professionalisierung of Inhouse Consultants for a German major bank OD - Methodology Advisor and coaching attitudes Project supervision 2011 Alle Rechte vorbehalten 18 von 19

19 Dr.Thomas Steinert: Working Fields Change management of the introduction of Feedback as services SAP R/3 with simultaneous fusion from development three national societies to an More co-operation and customer orientation entrepreneurial group central Europe in an New roles and tasks international surrounding Leadership as key success factor Complex subproject structure Constructive discussion and controversy culture Advancement of project architecture Strong adjustment on special customer needs Facilitation of project groups Strengthened user integration development Implementation of a master plans Project coaching of the reorganization Multi - Cultural Change advisor of programs for a European company Intercultural integration / mediation as goal Support of change management Training of the Inhouse Consultants Professionalization of project managers and Inhouse coaches Production Launch for a new automobile Organize learning of employees of a company for application development Coaching of the strategy development Emphasis on global HR integration Development of project architecture Cahllenging Kick off - meetings Professionalisierung of Inhouse Consultants for a German major bank OD - Methodology Advisor and coaching attitudes Project supervision 2011 Alle Rechte vorbehalten 19 von 19

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