1- organisational development introduction
TRANSCRIPT
ORGANISATION DEVELOPMENT
AN INTRODUCTION
ORGANISATION
ORGANISATION DEVELOPMENT
Definition :Organization Development (OD) is the process of improvingorganizations.
The process is carefully planned and implemented to benefit the organization its employees and its stakeholders.
It involves both 'hard' and 'soft' issues
FEATURES OF OD
Planned
Organization-wide
Managed from Top
Increase organization effectiveness and health
Planned interventions
Using behavioural-science knowledge
OD – Beliefs, Values & Assumptions
OD is characterized by a set of Values, Assumptions and Beliefs
The field of OD rest on a foundation of Values and Assumptions about people and Organisation.
These beliefs help to define what OD is and guide its implementation.
Beliefs , Values & Assumptions
BeliefsBelief is a proposition about how the world worksA cognitive fact for a personThat which an individual accepts as true
ValuesValues are judgmental beliefs i.e good/ badBeliefs about what is desirable or good ( eg :
truthfulness )Beliefs about what is un-desirable or bad ( eg :
theft or dishonesty )
Beliefs , Values & Assumptions
AssumptionsAssumptions are beliefs that are regarded as
valuable and correctThey are taken for granted and very rarely
questioned or examined.
UNDERLYING ASSUMPTIONS OF OD THEORY
The basic building blocks of an organization are groups not individuals.
Relevant change goal is the reduction of inappropriate competition between parts of the organization.
Decision-making in a healthy organization is located where the information sources exist.
UNDERLYING ASSUMPTIONS OF OD THEORY
Control are interim measures not the basis of managerial strategy.
Goal of healthy organization is to develop generally open communication.
People support what they help create.
"LINEAR " to "HOLISTIC" OD
Linear Model Analyzes a symptomMakes a diagnosisTreats the apparent problem with an intervention When the symptom goes away, the practitioner
concludes that the problem is “fixed”.
Holistic ModelTake a systems view of organizations. Self-organizing systems and self-managed teams Spirituality in the workplaceLearning relationships
OD Approach
Values , assumptions and beliefs provide structure and stability for people as they attempt to understand the world around them.
OD values tends to be: 1.Humanistic2.Optimistic3.Democratic
OD Approach
Humanistic Values proclaim the importance of the individual Treat people with respect and dignity Assume that everyone has intrinsic work View all people as having the potential for growth and
development
Optimistic Values consider that people are basically good That progress Is possible and desirable in human affairs Rationality , Reason and Goodwill are tools for making
progress
OD Approach
Democratic Values assert the sanctity of the individual , the
right of the individual to be free from arbitrary misuse of power
The importance of fair and equitable treatment for all and the need for justice through the rule of law.
Mechanistic v/s Organic Systems
MECHANICAL SYSTEM ORGANIC SYSTEM
Rely on “authority – obedience” relationship
Rely on “mutual confidence and trust ”
Insist on “strict division of labour and hierarchical supervision”
Foster “multi group membership and responsibility”
Encourage “centralized Decision making”
Encourage “wide sharing of responsibility and control”
HISTORY OF OD
Laboratory Training
Action Research and Survey Feedback
Participative Management
Quality of work life (QWL)
Strategic Change
CLIENT ORGANISATION
The client organization may be an
Entire companyPublic agencyNon-profit organizationVolunteer group or Smaller part of a larger organization.
WHO DO THEY SERVE..?
The Board of Directors, CEO or Vice Presidents
Middle Managers
First-line supervisors
Line workers
NEED FOR OD
Concerns impacting Org GoalsProfitabilityProductivityMorale and Quality of work life
Increasing trend to maximize an organization's investment in its employees.
Demographics Of Work force has also changed.
Customers oriented market
Adaptability & Responsiveness are essential to survive and thrive.
OD PRACTITIONERS
Organizational Physicians
1) Establishing relationships with key personnel
2) Researching and evaluating systems in the organization
3) Identifying approaches to improve effectiveness
4) Applying approaches to improve effectiveness
5) Evaluating the ongoing effectiveness of the approaches
OD PRACTIONERS v/s CONSULTANTS
OD differs from traditional consulting because
Client involvement is encouraged throughout the process.
Current situation is assessed to identify opportunities
The client and consultant work togetherTechnical or procedural are addressed
concurrently.The change process supports improvement as a
whole.
WHAT TYPE OF OD PRACTIONER ARE YOU…?
Understand the Preferred Lens Through Which You View
Organizations
Structures, Operations, Positions & ProceduresHuman relations and Interactions Politics and PowerCultures and Values of the organization
OD SERVICES
Organization Development (OD) practioners provide services to increase productivity work satisfaction and profit for the client company.
Strategies applied are1. Improve Organization Effectiveness and/or 2. Improve Individual Employee Effectiveness
(I) ORGANISATION EFFECTIVENESS…
Action Research
Conflict Management
Executive Development
Goal Setting
Group Facilitation
Managing Resistance to Change
(I)ORGANISATION EFFECTIVENESS
Organizational Restructuring
Project Management
Teambuilding & Self-Directed Work Teams
Socio-technical Systems Design
Strategic Planning
Total Quality Management
(II) EMPLOYEE EFFECTIVENESS…
Career Counselling
Coordination & Management of Multi-Disciplinary Consultants
Creative Problem Solving
Customer Service Training
Developmental Education
(II) EMPLOYEE EFFECTIVENESS…
Interpersonal Communication Skills
Human Resource Management
Labor Relations
Leadership Development
Management Development
Outplacement
(II) EMPLOYEE EFFECTIVENESS
Sales Training
Stress Management
Technical Training
Time Management
Training Evaluation
Workforce Diversity