Orgdevchrm 110103214107-phpapp02


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Orgdevchrm 110103214107-phpapp02

  1. 1. Organization Development The world we have created today has problems which cannot be solved by thinking the way we thought when we created them -Albert Einstein"Our success has really been based on partnerships from the very beginning." - Bill Gates1
  2. 2. What is an Organization ?1. Organizations are social entities (including HR)2. Goal-oriented3. Designed as deliberately structured withcoordinated activity systems4. Linked to the external environment (Daft, 2004). 2
  3. 3. Structure, Technology, and Peopleas Targets of Organizational Change Structure Structure Technology Technology Organizational Organizational Change Change People People 3
  4. 4. External Environment Laws and politics New Economy Entrants BuyersSuppliers Organization Competitive Macroenvironment Technology Environment Rivals Substitutes Demographics Social values 4
  5. 5. What is Development ?improvement in a organization’s socio-economiccondition by leveraging opportunities for growth &competitiveness. More specifically, it refers toimprovements in ways of managing humanresources & other factors of production to createvalue and satisfy peoples needs & lives. e.g.• development of ideas, skills, evolutionof technologies, civilization… 5
  6. 6. What is Org Development ? (There is no single definition of OD) So OD could be defined as "the practice of changing people and organizations for positive way or alternatively“ It is the field of study and practice that focuses on aspects of organizational life including culture, values, systems and behavior” • Long range planned effort • OD supports vision, mission, values, plan • Managed from the top • intended to increase organizational effectiveness and health • through planned interventions (change) in theD organizations process • using behavioral science knowledge 6
  7. 7. A Simple Definition - OD The systematic application of the behavioral sciences to establish and reinforce organizational strategies, structures and processes to change & improve organization’s performance 7
  8. 8. What is OD’s Function?The function of OD is… To assess the effects and relationships between people, processes, and technology To proactively anticipate and successfully respond to change. 8
  9. 9. Purpose of OD•World is changing at an accelerating rate, andin multiple dimensions.•Emerging trends and forces are changing thecontext in which organizations function.•Requirements of leaders for teams andchange.•Strategic perspective for the field and thepractice of OD. 9
  10. 10. Why Must Organizations Change? Workforce World Technology Politics Forces For Change Social Economic Trends Shocks Competition 10
  11. 11. Why Organizational Development • External forces will place continued pressure on enterprises to leverage technology to change public/private sector practices • Corporate governance and management processes must evolve to meet challenges that transcend short term planning horizons • Many new information system projects will be either transitional or transformative in nature—culture may shift to accommodate new ways of working • New skills and incentives will be required at ALL levels. Leadership is needed to direct organizational culture and learning 11
  12. 12. Phases of Organization Development In simple terms OD is: Entry The systemic application of the behavioral sciences to Contracting establish and reinforce organizational strategies, structures and processes to Diagnosing improve the organization’s performance Feedback Planning Change Interventions Evaluatio n 12
  13. 13. EntryOrganizational Development Process begins when management senses a problem requiring organizational change Establish Client- Experts Action Research Process Relations Diagnose Evaluate/ Introduce Need for Stabilize Change Change Change Disengage Teams Services 13
  14. 14. Force Field Analysis Model Restraining Desired ForcesConditions Restraining Forces Driving Forces Restraining Forces Current DrivingConditions Forces Driving Forces Before During After Change Change Change 14
  15. 15. ContractingOrganizational Development Practitioner or a person having OD training & experience to lead the effort 15
  16. 16. DiagnosisOrganizational Development Consultantgathers information:  Uses questionnaires  One to one interviews  Meetings  Reviews of existing performance data  Other techniques 16
  17. 17. FeedbackOrganizational Development ConsultantProvides feedback & diagnosis anddiscusses with organization interpretationof data for possible refinement 17
  18. 18. Planning ChangeManagement decides what is needed tosolve problem/s.Develop plans to implement interventions 18
  19. 19. Major OD InterventionsCareer planning & Development, Culture changeGoal setting, Intergroup relations, Reengineering,Process consultation, Work design, Reward systems,Strategic change, Stress management, Survey designTeam building, Training, Leadership development…. 19
  20. 20. EvaluationResults are evaluated by the Management to assessthe success of OD efforts. Results provide feedbackfor deciding what to do next. 20
  21. 21. "Change is the window through which the future enters your (Organization’s) life." 21
  22. 22. People & Organizations Resist ChangeEmployees: powerful anti- Organization: powerful change forces anti-change forces  Habit  Systemic  Security interdependence  Economic & status loss within orgs fears  Fear of the unknown &  Disruption of social & risk power structures  Selective information  Inertia processing: “ignorance”  Resource allocation is bliss threat  Fear of obsolescence  Perceived lack of  Resentment toward choice by responding change agent to environment Notice extent of fear & loss 22
  23. 23. Team-buildingAs we become a more global economy, teams are becoming more "virtual". Networked teams Parallel teams Project or product- development teams Work or production teams Service teams Management teams Action teams 23
  24. 24. Talent Management - Discovery 24
  25. 25. Talent ManagementAn important area of focus for OD practitioners is building the capabilities of the organization. Capabilities area sometimes divided into different "buckets”: Talents Skills Knowledge Strengths 25
  26. 26. TrainingThere are quick training or presentation techniques that help to accomplish one of the following: Helps people get acquainted. Helps people feel more comfortable with the training environment. Helps to give people a preview of the training. Teaches a skill. Encourages people to have fun and be relaxed. 26
  27. 27. Food for thought for HR…… Is my recruitment machinery geared up to recruit 5 times the numbers that I am hiring toady? (Sourcing Strategy) Am I developing middle managers of tomorrow today? (Middle Management Development) Am I making a compelling employment promise and delivering it? (Employer Branding) Are all my associates motivated and aligned to organisations goal? (Employee Engagement) Do we communicate – effectively and regularly (Employee Communication) Are our associates living and breathing the same promise and commitment? (Culture & Values) 27
  28. 28. Talent and Training“Learning is not compulsory – neither is survival!” W Edward Deming 28
  29. 29. Address the Complete Value Chain Parents, Friends, Society School Education OpportunitiesStudents Students Employment College Primary Secondary Employers Education School School Education would be much more effective if its purpose was to ensure that by the time they leave school every boy and girl should know how much they do not know, and be imbued with a lifelong desire to know it. Sir William Haley 29