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Organizational Development An Overview of the OD Process
Definition <ul><li>Planned change effort involving systematic diagnosis of the total organization that is managed from the...
Approach <ul><li>Empowerment through the articulation of the change agent's values designed to facilitate visioning, organ...
Themes <ul><li>Human relations approach, where the focus was on man's social needs and ways of meeting them to increase mo...
OD  <ul><li>Structural Change </li></ul><ul><li>Technological Change </li></ul><ul><li>Behavioral Change </li></ul>
The first half of the twentieth century <ul><li>Unprecedented growth of large-scale formal organizations which developed h...
The first half of the twentieth century <ul><li>key themes of organizational behavior  </li></ul><ul><ul><li>motivation an...
1980s <ul><li>The excellence movement furthered the cause of innovation and entrepreneurship within organizations and argu...
1990s <ul><li>Most organizations were beginning to experience one of the most disruptive and dramatic types of organizatio...
The last 20 years <ul><li>movement from centralisation to decentralisation;  </li></ul><ul><li>a focus on the flexible fir...
The OD Model I Anticipating a need for change II Developing Consultant- Client Relationship III The Diagnostic  Process IV...
The Consulting Wheel Consulting Skills Profile Personal Skills Leadership Skills Project Management Skills Interpersonal S...
Managerial Consulting Diagnostic Model Basic Planning Personnel General Business  Practices Market Research Finance Advert...
Change Forces Success of Change Evaluation of Change Advocates of  Change Degree of  Change Time Frame Impact of  Culture
The OD Process Consultant Values Efficiency - Morale Consultant Role Process - Expert Data Gathering Diagnosis The Perform...
OD Interventions <ul><li>Team Development – High Performing Teams </li></ul><ul><li>Intergroup Development – Cooperation a...
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Organizational development overview

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Organizational development overview

  1. 1. Organizational Development An Overview of the OD Process
  2. 2. Definition <ul><li>Planned change effort involving systematic diagnosis of the total organization that is managed from the top to increase the organizational effectiveness and health of the overall system (Beckhard, 1969, pp. 9-10) </li></ul>
  3. 3. Approach <ul><li>Empowerment through the articulation of the change agent's values designed to facilitate visioning, organizational learning and problem solving in the interests of a collaborative management of the organization's culture (French and Bell, 1995, p. 28) </li></ul><ul><li>a humanistic approach that utilises Action Research as a mode of enquiry. </li></ul>
  4. 4. Themes <ul><li>Human relations approach, where the focus was on man's social needs and ways of meeting them to increase motivation and organization productivity. (Beckhard, 1969, p. 2). </li></ul><ul><li>Human engineering, to rationalize the way work was done; the way the work-force was utilized to increase the output; and the productivity of the goods and services produced. </li></ul>
  5. 5. OD <ul><li>Structural Change </li></ul><ul><li>Technological Change </li></ul><ul><li>Behavioral Change </li></ul>
  6. 6. The first half of the twentieth century <ul><li>Unprecedented growth of large-scale formal organizations which developed hierarchical, technical and &quot;social&quot; machinery. </li></ul><ul><li>OD became informed in an ad hoc way by a generation of &quot;social technicians&quot; preoccupied with organizational improvement and efficiency within organizations characterized by standardization, routinization and impersonality. </li></ul>
  7. 7. The first half of the twentieth century <ul><li>key themes of organizational behavior </li></ul><ul><ul><li>motivation and morale </li></ul></ul><ul><ul><li>leadership behavior </li></ul></ul><ul><ul><li>communication skills </li></ul></ul><ul><ul><li>teamwork </li></ul></ul><ul><ul><li>job enrichment </li></ul></ul><ul><ul><li>enlargement or empowerment. </li></ul></ul>
  8. 8. 1980s <ul><li>The excellence movement furthered the cause of innovation and entrepreneurship within organizations and argued the need to think ahead to a post-industrial future. </li></ul><ul><li>Bureaucratic stability was a thing of the past and flexible organizations became the future driven by turbulent economic environments. </li></ul><ul><li>McKinsey 7-S framework became, for a while, the vehicle to transform the culture of organizations. </li></ul><ul><li>OD in the form of managing change and empowerment became the ultimate goal. </li></ul>
  9. 9. 1990s <ul><li>Most organizations were beginning to experience one of the most disruptive and dramatic types of organizational change strategies to have hit the world headlines. Downsizing/Rightsizing. </li></ul>
  10. 10. The last 20 years <ul><li>movement from centralisation to decentralisation; </li></ul><ul><li>a focus on the flexible firm by disaggregating or outsourcing; </li></ul><ul><li>a movement from long-term strategic planning to short-term tactical planning; </li></ul><ul><li>the emergence of downsizing and restructuring with the team as the central mechanism for innovation and change; </li></ul><ul><li>the movement from training (typifying the division of labour) to organizational learning, personal growth and development. </li></ul><ul><li>The advancement in IT has opened new possibilities. </li></ul>
  11. 11. The OD Model I Anticipating a need for change II Developing Consultant- Client Relationship III The Diagnostic Process IV Action Plans, Strategies And Techniques V Self-Renewal Mobilizing and Stabilizing VI Continuous Improvement Process
  12. 12. The Consulting Wheel Consulting Skills Profile Personal Skills Leadership Skills Project Management Skills Interpersonal Skills Problem Solving Skills Communication Skills
  13. 13. Managerial Consulting Diagnostic Model Basic Planning Personnel General Business Practices Market Research Finance Advertising and Promotions
  14. 14. Change Forces Success of Change Evaluation of Change Advocates of Change Degree of Change Time Frame Impact of Culture
  15. 15. The OD Process Consultant Values Efficiency - Morale Consultant Role Process - Expert Data Gathering Diagnosis The Performance Gap Structural Behavioral Technical Change Process Technique Desired State
  16. 16. OD Interventions <ul><li>Team Development – High Performing Teams </li></ul><ul><li>Intergroup Development – Cooperation and Conflict Resolution </li></ul><ul><li>Systemwide – High Performing Systems </li></ul><ul><li>Organization Transformation – Strategy Interventions </li></ul>

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