Organisation development

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Organisation development

  1. 1. ORGANISATION DEVELOPMENT
  2. 2. Definition OD is a long term effort, led and supported by top management to improve an organisation’s visioning, empowerment, learning and problem solving processes, through an ongoing collaborative management of organisation culture-with special emphasis on the culture of intact work teams and other team configurationsusing the consultant facilitator role and the theory and technology of applied behavioural science, including action research.
  3. 3. FOCUS OF OD  Organisational transformation  Learning organisation  Interest in teams  Interest in TQM  Visioning
  4. 4. ASSUMPTIONS  About individuals  Individuals have drive for personal growth  People desire to make greater contributions towards achieving organisational goals
  5. 5. About groups  Psychologically relevant group is work group  People want to be accepted at least in one group  Most people are capable of making greater contributions towards group development  Formal leader cannot perform all leadership functions  Suppressed feelings are dangerous  Attitudinal problems require
  6. 6. About Organisations  Experimenting with new organisation structures and forms of authority is imperative  There exists a win-lose situation in organisations  Needs and aspirations of human beings are reasons for organised efforts in society
  7. 7. Foundations of OD  Models and theories of planned change  Systems theory  Participation and empowerment  Teams and teamwork  Parallel learning structures  A normative re-educative strategy of changing  Applied behavioural science  Action research Study: BURKE—LITWIN model of change
  8. 8. Components of OD Process  Diagnosis: of strengths, opportunities, problems  Actions/interventions  Evaluation of actions  Problem solved –terminate action problem not solved- initiate new actions problem not solved- redefine problem problem solved , new problem developsnew actions
  9. 9. OD INTERVENTIONS A sequence of planned activities, actions, and events intended to help an organization improve its performance and effectiveness
  10. 10. How does OD intervention fit into the OD process? Interventions purposely disrupt the status quo.
  11. 11. Institutionalizing interventions  Organization characteristics  Intervention characteristics  Institutionalization processes  Indicators of Institutionalization
  12. 12. Organization characteristics  Congruence  Stability of environment and technology  Unionization
  13. 13. Intervention Characteristics • Need/Goal specificity • Scope/Level of change target • Focus/Purpose • Internal support • Requirements, Specifications, Constraints • Programmability • Costs/Benefits
  14. 14. Team interventions
  15. 15. Work group  Reporting to common superior  Face to face interaction  Interdependence CROSS-FUNCTIONAL TEAMS
  16. 16. Effective teams             Clear purpose Informality Participation Listening Civilised disagreement Consensus decision making Open communications Clear roles Shared leadership External realtions Style diversity Self-assessment
  17. 17.  Family group diagnostic meeting.  Family group team building meeting  Role analysis technique  Role negotiation technique.  Responsibility charting  Force field analysis technique
  18. 18. Role analysis technique -By Ishwar Dayal and JM Thompson 1. Focal role initiated 2. Expectations of others 3. Expectations from the focal role
  19. 19. Intergroup Interventions
  20. 20.  Intergroup Team building intervention  Organisation mirror intervention
  21. 21. Personal and Interpersonal Interventions
  22. 22. Interpersonal and Personal Interventions  Sensitivity training.  Transactional analysis.  Behavior modeling.  Life and career planning interventions
  23. 23. STRUCTURAL INTERVENTIONS
  24. 24.  Socio-technical systems  Work-redesign  MBO and appraisal  Quality Circles  QWL projects  Parallel learning structures  TQM
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