OD March 2013
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OD March 2013

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Half day open training event held in Toronto.

Half day open training event held in Toronto.

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    OD March 2013 OD March 2013 Presentation Transcript

    • 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 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
    • Introduction Page 3
    • 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
    • Definitions Page 5
    • Definitions • Organization development • Organization design • Culture • The process of OD • The features of OD Page 6
    • The relationship between OD and HR Page 7
    • 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
    • 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
    • HR working with OD Page 10
    • HR working with OD 1 of 2 • Strategic planning • Recruitment • Professional development • Retention • Engagement • Culture Page 11
    • HR working with OD 2 of 2 EXAMPLE-LEADERSHIP DEVELOPMENT • Whole organization • Create space • Curious and inquiring mind • Power dynamics Page 12
    • Types of organizational structure Page 13
    • Types of organizational structure • Geography/customer • Functional • Team-based • Process • Product/services • Matrix • Questions to ask Page 14
    • Creating happiness Page 15
    • Creating happiness • Happiness mapping • Organization diagnosis • Melting value of a happy workplace • Environment creation Page 16
    • Different cultures Page 17
    • Different cultures • Counter culture • Sub culture • Strong culture • Weak culture • Why is a strong culture important? Page 18
    • Characteristics oforganizational cultures Page 19
    • Characteristics of organizational cultures • Norms • Rules • Observed behavioural regularities • Coordination and integration Page 20
    • Dimensions oforganizational cultures Page 21
    • Dimensions of organizational cultures • Power distance • Individualism • Uncertainty avoidance • Masculinity Page 22
    • Conceptualizations oforganizational cultures Page 23
    • Conceptualizations of organizational cultures • Process oriented • Classification Page 24
    • Drill Page 25
    • Drill Page 26
    • Emotional intelligence and OD Page 27
    • Emotional intelligence and OD • Extraversion • Agreeableness • Conscientiousness • Neuroticism • Openness Page 28
    • Leadership performance and OD Page 29
    • 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
    • Management andleadership interactions Page 31
    • 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
    • Organizational learning Page 33
    • Organizational learning • Culture • Strategy • Structure • Environment Page 34
    • Sustainable development Page 35
    • Sustainable development • Social • Ecology • Economics • Key success factors Page 36
    • OD in India Page 37
    • OD in India 1 of 2 • Understand the organization, leadership and management • Understand organizational performance and management • System thinking Page 38
    • OD in India 2 of 2 TYPES OF OD INTERVENTIONS • Training • Action research • Survey feedback • HR development • Role focused • Person focused Page 39
    • OD in Hungary Page 40
    • OD in Hungary 1 of 2 FACTORS INVOLVED • Independence of the organization • External pressure • Social sciences • Human values • Major changes in HR Page 41
    • OD in Hungary 2 of 2 GENERAL FIELDS OF OD • Reshaping the organization • HR audit • Establishing HR systems Page 42
    • Designing change Page 43
    • 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
    • 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
    • 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 • Mobilize commitment • Change systems and structures • Monitor progress • Make change last Page 48
    • 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
    • Conclusion and questions Page 50
    • Conclusion and questionsSummaryVideosQuestions Page 51