Effective organization development      and organization design        by Toronto Training and HR               March 2013
3-4     Introduction to Toronto Training and HR           5-6     DefinitionsContents   7-9           10-12               ...
Introduction     Page 3
Introduction to Toronto Training              and HRToronto Training and HR is a specialist training andhuman resources co...
Definitions    Page 5
Definitions      • Organization development      • Organization design      • Culture      • The process of OD      • The ...
The relationship between       OD and HR           Page 7
The relationship between OD and            HR 1 of 2             • OD work contributes to the               sustained heal...
The relationship between OD and            HR 2 of 2             • OD work is planned and               systemic in its fo...
HR working with OD       Page 10
HR working with OD 1 of 2          •    Strategic planning          •    Recruitment          •    Professional developmen...
HR working with OD 2 of 2          EXAMPLE-LEADERSHIP          DEVELOPMENT          • Whole organization          • Create...
Types of organizational       structure          Page 13
Types of organizational structure                  •   Geography/customer                  •   Functional                 ...
Creating happiness       Page 15
Creating happiness          • Happiness mapping          • Organization diagnosis          • Melting value of a happy     ...
Different cultures       Page 17
Different cultures          •   Counter culture          •   Sub culture          •   Strong culture          •   Weak cul...
Characteristics oforganizational cultures          Page 19
Characteristics of organizational            cultures                 • Norms                 • Rules                 • Ob...
Dimensions oforganizational cultures          Page 21
Dimensions of organizational         cultures               •   Power distance               •   Individualism            ...
Conceptualizations oforganizational cultures          Page 23
Conceptualizations of organizational             cultures                   • Process oriented                   • Classif...
Drill Page 25
Drill   Page 26
Emotional intelligence and           OD           Page 27
Emotional intelligence and OD                •   Extraversion                •   Agreeableness                •   Conscien...
Leadership performance        and OD         Page 29
Leadership performance and OD                • Leads and encourages                  change                • Lives by exam...
Management andleadership interactions          Page 31
Management and leadership      interactions              • Coach employees              • Effectively                rewar...
Organizational learning          Page 33
Organizational learning             •   Culture             •   Strategy             •   Structure             •   Environ...
Sustainable development          Page 35
Sustainable development             • Social             • Ecology             • Economics             • Key success facto...
OD in India    Page 37
OD in India 1 of 2          • Understand the            organization, leadership            and management          • Unde...
OD in India 2 of 2       TYPES OF OD INTERVENTIONS       • Training       • Action research       • Survey feedback       ...
OD in Hungary     Page 40
OD in Hungary 1 of 2           FACTORS INVOLVED           • Independence of the             organization           • Exter...
OD in Hungary 2 of 2           GENERAL FIELDS OF OD           • Reshaping the organization           • HR audit           ...
Designing change      Page 43
Designing change 1 of 2             • What is the desired               outcome and timeline?             • Who is promoti...
Designing change 2 of 2             • What happens if we make               no changes?             • Who will help make t...
Change models     Page 46
Change models 1 of 3           LEWIN           • Unfreeze           • Movement           • Refreeze        Page 47
Change models 2 of 3           ULRICH           • Lead change           • Create a shared need           • Shape a vision ...
Change models 3 of 3         KOTTER         • Establish a sense of           urgency         • Form a guiding coalition   ...
Conclusion and questions          Page 50
Conclusion and questionsSummaryVideosQuestions                Page 51
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OD March 2013

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Half day open training event held in Toronto.

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OD March 2013

  1. 1. Effective organization development and organization design by Toronto Training and HR March 2013
  2. 2. 3-4 Introduction to Toronto Training and HR 5-6 DefinitionsContents 7-9 10-12 The relationship with OD and HR HR working with OD 13-14 Types of organizational structure 15-16 Creating happiness 17-18 Different cultures 19-20 Characteristics of organizational cultures 21-22 Dimensions of organizational cultures 23-24 Conceptualizations of organizational cultures 25-26 Drill 27-28 Emotional intelligence and OD 29-30 Leadership performance and OD 31-32 Management and leadership interactions 33-34 Organizational learning 35-36 Sustainable development 37-39 OD in India 40-42 OD in Hungary 43-45 Designing change 46-49 Change models 50-51 Conclusion and questions
  3. 3. Introduction Page 3
  4. 4. Introduction to Toronto Training and HRToronto Training and HR is a specialist training andhuman resources consultancy headed by Timothy Holden10 years in banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HRare: Training event design Training event delivery Reducing costs, saving time and improving levels of employee engagement Services for job seekers Page 4
  5. 5. Definitions Page 5
  6. 6. Definitions • Organization development • Organization design • Culture • The process of OD • The features of OD Page 6
  7. 7. The relationship between OD and HR Page 7
  8. 8. The relationship between OD and HR 1 of 2 • OD work contributes to the sustained health and effectiveness of the organization • OD work is based upon robust diagnosis that uses real data from organisational, behavioural and psychological sources Page 8
  9. 9. The relationship between OD and HR 2 of 2 • OD work is planned and systemic in its focus, that is taking account of the whole organization • OD practitioners help to create alignment between different activities, projects and initiatives • OD work involves groups of people in the organisation to maximise engagement, ownership and contribution Page 9
  10. 10. HR working with OD Page 10
  11. 11. HR working with OD 1 of 2 • Strategic planning • Recruitment • Professional development • Retention • Engagement • Culture Page 11
  12. 12. HR working with OD 2 of 2 EXAMPLE-LEADERSHIP DEVELOPMENT • Whole organization • Create space • Curious and inquiring mind • Power dynamics Page 12
  13. 13. Types of organizational structure Page 13
  14. 14. Types of organizational structure • Geography/customer • Functional • Team-based • Process • Product/services • Matrix • Questions to ask Page 14
  15. 15. Creating happiness Page 15
  16. 16. Creating happiness • Happiness mapping • Organization diagnosis • Melting value of a happy workplace • Environment creation Page 16
  17. 17. Different cultures Page 17
  18. 18. Different cultures • Counter culture • Sub culture • Strong culture • Weak culture • Why is a strong culture important? Page 18
  19. 19. Characteristics oforganizational cultures Page 19
  20. 20. Characteristics of organizational cultures • Norms • Rules • Observed behavioural regularities • Coordination and integration Page 20
  21. 21. Dimensions oforganizational cultures Page 21
  22. 22. Dimensions of organizational cultures • Power distance • Individualism • Uncertainty avoidance • Masculinity Page 22
  23. 23. Conceptualizations oforganizational cultures Page 23
  24. 24. Conceptualizations of organizational cultures • Process oriented • Classification Page 24
  25. 25. Drill Page 25
  26. 26. Drill Page 26
  27. 27. Emotional intelligence and OD Page 27
  28. 28. Emotional intelligence and OD • Extraversion • Agreeableness • Conscientiousness • Neuroticism • Openness Page 28
  29. 29. Leadership performance and OD Page 29
  30. 30. Leadership performance and OD • Leads and encourages change • Lives by example • Lauds achievement • Lends a vision • Leverages Learning & Development • Looks out for others Page 30
  31. 31. Management andleadership interactions Page 31
  32. 32. Management and leadership interactions • Coach employees • Effectively reward/recognize employees • Communicate appropriately with employees • Motivate employees • Involve employees in decision making • Encourage teamwork and collaboration Page 32
  33. 33. Organizational learning Page 33
  34. 34. Organizational learning • Culture • Strategy • Structure • Environment Page 34
  35. 35. Sustainable development Page 35
  36. 36. Sustainable development • Social • Ecology • Economics • Key success factors Page 36
  37. 37. OD in India Page 37
  38. 38. OD in India 1 of 2 • Understand the organization, leadership and management • Understand organizational performance and management • System thinking Page 38
  39. 39. OD in India 2 of 2 TYPES OF OD INTERVENTIONS • Training • Action research • Survey feedback • HR development • Role focused • Person focused Page 39
  40. 40. OD in Hungary Page 40
  41. 41. OD in Hungary 1 of 2 FACTORS INVOLVED • Independence of the organization • External pressure • Social sciences • Human values • Major changes in HR Page 41
  42. 42. OD in Hungary 2 of 2 GENERAL FIELDS OF OD • Reshaping the organization • HR audit • Establishing HR systems Page 42
  43. 43. Designing change Page 43
  44. 44. Designing change 1 of 2 • What is the desired outcome and timeline? • Who is promoting the change? • What are alternate paths of change? • What are the pitfalls of these alternate plans? • How will we measure the outcome? • What are the contingency plans? Page 44
  45. 45. Designing change 2 of 2 • What happens if we make no changes? • Who will help make the changes? • Who are our real customers that we need to protect? • Who is impacted by the change? Page 45
  46. 46. Change models Page 46
  47. 47. Change models 1 of 3 LEWIN • Unfreeze • Movement • Refreeze Page 47
  48. 48. Change models 2 of 3 ULRICH • Lead change • Create a shared need • Shape a vision • Mobilize commitment • Change systems and structures • Monitor progress • Make change last Page 48
  49. 49. Change models 3 of 3 KOTTER • Establish a sense of urgency • Form a guiding coalition • Create a vision • Communicate the vision • Empower others to act • Plan for a create short-term wins • Consolidate improvements and produce more change • Institutionalize new approaches
  50. 50. Conclusion and questions Page 50
  51. 51. Conclusion and questionsSummaryVideosQuestions Page 51

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