ORGANIZATION DEVELOPMENT

&
CHANGE MANAGEMENT
OVEX TECHNOLOGIES

Group No. : 02

Group Members:
Maria Atiq

08-0140

Ayesha Manzoor

07- 0382

Qurat-ul-Ain Ahmed

07-0384

Maida Masood
Khadijah Sohail
Hajra Zaheer
Zunaira Tauqeer

08-0275
08-0279
08-0313
08-0472

Section: BBA-A
Date of Submission: 11th November, 2010
Submitted To: Mr. Raffat Iqbal

Organizational Development
ACKNOWLEDGEMENTS

OVEXTECH

Firstly, 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.

Organizational Development

OVEXTECH

EXECUTIVE SUMMARY
This report is about Ovex Tech (PVT) Limited, Pakistan. It is a BPO and IT
solutions Provider Company -one stop software solutions for business needsand 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.

Organizational Development

OVEXTECH

CONTENTS
1.

COMPANY PROFILE............................................................................................... 6

2.

MISSION STATEMENT............................................................................................ 6
3.

SLOGAN............................................................................................................. 6

4.

PRODUCTS AND SERVICES................................................................................... 7

5.

MAJOR DEPARTMENTS OF OVEX:..........................................................................9

6.

ORGANIZATIONAL STRUCTURE OF OVEX............................................................10

7.

STANDARD MODEL OF ORGANIZATION DEVELOPMENT PROCESS......................11

8.

THE HR DEPARTMENT OF OVEX TECH................................................................15

8.1 THE SELECTION AND RECRUITMENT DEPARTMENT.............................................15

8.2 THE EMPLOYEE RELATION DEPARTMENT.............................................................16
8.3 THE COMPENSATION AND BENFITS DEPARTMENT..............................................16
9.

STANDARD O.D PRACTICES................................................................................ 17

10.

NEED FOR CHANGE ANTICIPATED BY OVEX TECH LAHORE..............................18

11.

PROBLEM WITH THE CONVENTIONAL HIRING PROCEDURE.............................18

12.

TWO STAGES OF THE OD PROCESS MODEL....................................................18

12.1 ANTICIPATE NEED FOR CHANGING HIRING CRITERIA....................................18

12.1.1 FEATURES OF THE CHANGED HIRING STRATEGY........................................19
12.1.2 ANTICIPATED FURTHER IMPROVEMENTS FROM BEHAVIORAL POINT OF VIEW
.............................................................................................................................. 19
13.

ACTION PLANS, STRATEGIES & TECHNIQUES...............................................20

The NHT program:.............................................................................................. 20

The WACTEO concept......................................................................................... 20
People before paper concept:............................................................................20
Other areas on which OVEX is focusing.................................................................21
14.

STRENGTHS & DEFICIENCIES OF OVEX TECH..................................................22

STRENGTHS........................................................................................................... 22
4

Organizational Development

OVEXTECH

WEAKNESSES........................................................................................................ 22
ANALYSIS.................................................................................................................. 23
RECOMMENDATIONS................................................................................................. 23
APPENDIX................................................................................................................. 24

Organizational Development

OVEXTECH

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
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Organizational Development

OVEXTECH

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.
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Organizational Development

OVEXTECH

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.
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Organizational Development

OVEXTECH

4. MAJOR DEPARTMENTS OF OVEX:

Organizational Development

OVEXTECH

5. ORGANIZATIONAL STRUCTURE OF OVEX

CEO
Faisal Khan

CFO
Asad Abbas

Head of
Contact
Centres

Head of
Information
Technology

Head of
Business
Development

Usman

Shiraz

Maaz Zahid

Head of
Facilities
Zubair Tanwir

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Organizational Development

OVEXTECH

6. STANDARD MODEL OF ORGANIZATION DEVELOPMENT

PROCESS
Organization

development

is

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 5: SelfRenewal,
Monitor &
Stabilize

Stage 1:
Anticipate
Need for

Stage 4: Action
Plans,
Strategies &

Stage 2:
Develop the
PractitionerClient
Stage 3: The
Diagnostic
Phase

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

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Organizational Development

OVEXTECH

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 Change

Before 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
12

Organizational Development

OVEXTECH

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 Phase

Organizational 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,
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Organizational Development

OVEXTECH

often in collaboration with an OD practitioner, jointly discuss the data and

their implications for change.

Stage Four: Action Plans, Strategies & Techniques

The 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 & Stabilize

Organizational 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
14

Organizational Development

OVEXTECH

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

15

Organizational Development
Selection
and
Recruitmen
t

OVEXTECH

Employee
relation

Compensa
tion and
benefits

(ER)

(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

grievances.
This department also takes care of the contracts till the

regarding

any

kind

of

employee

employee gets permanent.

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Organizational Development

OVEXTECH

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
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Organizational Development

OVEXTECH

Cultural context
Capabilities of change agent

Whenever 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

LAHORE
OVEX 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

PROCEDURE
The 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
18

Organizational Development
example,

saying

that

particular

OVEXTECH
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 MODEL

12.1 ANTICIPATE NEED FOR CHANGING HIRING CRITERIA

OVEX 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 STRATEGY

Previously 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
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Organizational Development

OVEXTECH

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 VIEW
Hiring 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 & TECHNIQUES

OVEX 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:
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Organizational Development

OVEXTECH

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 concept

This 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 focusing

With the help of internal OD practitioners OVEX has recently put more
emphasis on:
Leadership
They 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.
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Organizational Development

OVEXTECH

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 ethics
No 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
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Organizational Development

OVEXTECH

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
23

Organizational Development

OVEXTECH

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.

APPENDIX
Questions 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?
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Organizational Development

OVEXTECH

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

25