Organiational Development

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Organisational Development given by Manu Priya, IMI & RC, Indore

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Organiational Development

  1. 1. ORGANISATIONAL DEVELOPMENT <ul><li>Meaning & Definitions </li></ul><ul><li>Features of O D </li></ul><ul><li>Objectives of O D </li></ul><ul><li>O D Values </li></ul><ul><li>O D Process </li></ul>
  2. 2. Meaning & Definitions Planned change programmes intended to help people & organizations functions effectively Complex educational strategy intended to change the beliefs, attitudes values & structure of organisation, so that they better adapt to new technologies, markets & challenges. It is collection of planned change efforts based on democratic values that aims at improving employee well-being & organisational effectiveness.
  3. 3. Change Change is any alteration of the status quo. Organizational change may be defined as ‘the adoption of a new idea or behaviour by an organisation’. Need for Change <ul><li>Major Change in external environment. </li></ul><ul><li>Change in technology. </li></ul><ul><li>Nature of work force. </li></ul><ul><li>Org. culture & practice obsolete for new situation. </li></ul><ul><li>Punishment & reward system loose their effectiveness. </li></ul><ul><li>Communication & D M system become choked. </li></ul><ul><li>Interpersonal & interdepartmental relationships become deteriorate. </li></ul>
  4. 4. FEATURES OF O D FEATURES OF OD Broad-based OD Planned & Proactive Dynamic Process Systems- View Research based Educative Strategy Interventions & Change Agent Long range effort
  5. 5. <ul><li>Interventions – A systematic attempts to correct an organizational deficiency uncovered through diagnosis. </li></ul><ul><li>Techniques for changing & dev. Individual behaviour. </li></ul><ul><li>Techniques for changing & dev. Group behaviour. </li></ul><ul><li>Techniques for changing structure & control system. </li></ul><ul><li>Change Agent – act as a catalyst in helping the organisation approach old problems in new or innovative ways. </li></ul><ul><ul><li>Internal Change Agent </li></ul></ul><ul><ul><li>External Change Agent </li></ul></ul>
  6. 6. OBJECTIVES OF OD <ul><ul><li>It deepens organisational purpose & align individuals with the purpose. </li></ul></ul>Encourage problem solving rather than problem avoiding approach. <ul><ul><li>Strengthen interpersonal trust, communication, cooperation & support. </li></ul></ul>Develop a satisfying work experience, capable of building enthusiasm. Supplement formal authority based on personal knowledge & skill. Increase personal responsibility for planning & implementing. <ul><ul><li>Encourage personal willingness to change. </li></ul></ul>
  7. 7. THE OD PROCESS Evaluation & feedback Do it for all value adding processes Problem Identification Planning & Implementation Diagnosis Collection of Data
  8. 8. Awareness of problem, knowledge of growth, satisfaction, HR Org. Effectiveness. Through personal interviews, observations, questionnaires. Diagnose current situation regarding attitudes, assumptions, available resources. OD came into picture, Intervention is action phase. It is set of planned, programmed activities & techniques to collaborate clients & org. Evaluation of what has been done? Correctly or not? By special sessions or reports. Problem Identification Collection of Data Diagnosis Planning & Implementation Evaluation & Feedback
  9. 9. ADVANTAGES OF OD Enhanced Advantages of OD Increase interpersonal level of trust among employees. Increase openness of communication Increase employees’ level of satisfaction & commitment. Effectively manage conflict Improve organizational self-renewal capabilities.
  10. 10. &quot;One thing is sure. We have to do something. We have to do the best we know how at the moment . . . ; If it doesn't turn out right, we can modify it as we go along.&quot; — Franklin D.Roosevelt

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