Menu

Business can only grow if people are motivated to make it grow?

Different elements of the model

The Corporate Development Process (CDP) is based on research by professor P. Schutte. The research fits within Participatory Management and concentrates on the factors that determine human behaviour and business growth.

Research has pointed out that the factors influencing people's motivation have a great (positive or negative) impact on the growth of a company.

These factors are represented in The Corporate Development Process by 10 Key Success Factors :

• Support
• Ownership
• Commitment
• Trust Motivational
• Recognition Growth index
• Respect (MI)
• Achievement
• Human Skills Training
• Interest in welfare
• Clear goals

The CDP-model measures the score company on the 10 Key Success Factors that influence motivation. The sum of the results shows the potential growth of the employees (MI) and thus of the organisation.

CDP is the first computer supported method that fully enables you to measure Business growth and motivational forces.

Corporate Development Process (CDP)

• measures the degree of motivation in your company, your department, your division, etc...
• traces the reasons that cause motivation to be high or low,
• measures the primary and secondary effects of the existing degree of motivation as well as the most important causes,
• proposes solutions to eliminate the obstacles and in doing this CDP increases the motivational degree and strengthens the strong points of the company even more, and
• provides coaching for the managers of your company in order to act and transform their management style.

The CDP- model concentrates on the immediate causes of an existing motivational level. Each key success factor represents a range of behavioural attitudes that positively influence the motivational degree of the members in an organisation.

Certain attitudes, called "drivers" fuel each key success factor; for example "Support" is fuelled by:

• information sharing
• clear guidelines
• transparency of communication
• enthusiasm and friendliness
• goodwill
• encouragement
• unity
• visibility and accessibility of management

These drivers are attitudes brought about by specific actions. They are the elements to work on, in order to attain a higher motivational level. The answer they provide is more than "a symptomatic picture".

6 Elements concerning Group Dynamics

CDP provides an accurate overview of the type of group dynamic that exists in your organisation and pinpoints the elements that cause this group dynamic.

• Harmony
• Vision have an impact on
• Co-operation the individual achievement
• Creativity within the team
• Perseverance
• Pride

4 Primary elements that will be measured during this 360° assessment are:

• Quality attitude
• Labour relations
• Job stress
• Attitude towards productivity

These primary elements represent the 'symptoms' of (de)motivation which you will feel daily as a manager or a leader. Your customers will feel this too.

2 Secondary elements

CDP measures and clarifies the impact of the Key Success Factors on the efficiency of the company toward the external efficiency of the company. This is a visualisation of "the logical consequences":

• Communication standards
• Market competitiveness

The simplified implementation process?

Meeting with and commitment from Top Management.

• Conversations with the executives and brief observations in the working place
• Presentation of the questionnaire to the people involved
• Individual answers to the questions, internally co-ordinated
• Electronic data processing
• Analysis of the results and editing the CDP-report
• Presentation of the results with concrete recommendations to each manager and to leadership
• Action planning together with the responsible people
• Implementation of the actions
• Performance measurement!

Is CDP a useful means for your organisation ?

Today CDP is carried through by companies that:

• want to develop their efforts in the sphere of technology and organisation by giving more attention to the human aspects of business, i.e. by realising a participative management style
• want to give more attention to the development of their Human Resources Management, realising that they gain a strong competitive advantage from it
• value a quantitative measuring-tool to examine the satisfaction of employees; (i.e. in the scope of the TQM-strategy or the EFQM-policy)
• want to use a diagnostic expedient before making decisions about change projects or re-orientation (Joint Ventures, Re engineering, Take-over, Internal restructuring,etc.)

Basic expedient

The basic expedient of CDP is a user-friendly list of 100 questions. This questionnaire is to be filled out by all members of the company over a period of 10 days. Instead of answering 100 questions at once, you answer 10 questions a day. This method improves the objectivity of the answers. Disturbing factors (argument, anger, etc.) are reduced to the minimum.

The different aspects that are dealt with in the questionnaire

A strong model

• A process that promotes the development of the individual to the advantage of business growth
• A diagnostic means that traces the strong and the weak points concerning motivation and business growth
• A means that traces the causes of the current degree of motivation and is not orientated toward symptoms
• A means that links the degree of motivation of the individual and the type of group dynamic resulting from it
• A means that links motivation and the behaviour of the employees within the company, as well as toward the clients
• A tool that provides action plans for all the elements it covers
• A means that not only works in theory, but really gets at its best in practice

CDP... Other advantages

• The questionnaire is user-friendly
• CDP addresses all levels of an organisation
• Comparisons between the different departments and services of the organisation are possible (Internal Benchmarking on the management styles)
• CDP is acknowledged by several business schools on the international level and is scientifically founded
• CDP facilitates the development of a unanimous management policy.

Important additional measuring possibilities

Beside the results concerning Key Success Factors, Group Dynamics, Primary and Secondary effects, CDP enables you to do several additional measurements.

• Comparison of the departmental results with the results of the whole company
• Comparison of the company's or departmental results with the optimal score
• Analysis of the "danger lines", findings that signal domains that need immediate action
• Interpretation of the answers per team or for the organisation as a whole

The contribution of Optima Facto

In consulting:
Our tasks in the execution of the CDP :

• Preliminary information sessions with the board of directors to create commitment and harmony.
  Brainstorming and discussing the most efficient way of using the model within the organisation (as a whole, per division, timing, etc.)
• Assimilation of the answers to the questionnaire by computer, through analysis of the results and writing the CDP-report
• Discussing and interpreting the results with the board of directors and the responsible management
• Presenting the results to the employees: set up of communication-sessions to fill in the created expectations
• Informing top management and middle management to significantly increase the motivational level and the productivity level
• Implementation of corrective action plans

In training:
"Tailor made" organisation of training sessions for top management, middle management and front-line staff to improve the "soft issues" that need to be addressed firstly according to the CDP-analysis.

Examples:

Participative leadership, goals deployment, coaching, team building, feedback, empowerment, conflict handling, communication matrices, meeting techniques, people management, dynamic and efficient project management, etc.

More info can be found at www.gocdp.net