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  • Od process devlpmnt slide background1

    1. 1. DCE 5632<br />ORGANIZATIONAL <br />DEVELOPMENT PROCESS<br />PRESENTER :<br />INSTRUCTOR :<br />NOR AZMI AHMAD<br />DR KHAIRUDDIN IDRIS<br />MOHD ZAMRI MAT ZAIN<br />HAPDZAN HUSAINI<br />LAI LUNG KWANG<br />
    2. 2. Organizational Development Process :<br />The Model<br />
    3. 3. Gary N.McLean (2005). Organization Development: Principles, Processes, Performance. San Francisco, USA: Berrett-Koehler.<br />
    4. 4. Retrieved from http://en.wikipedia.org/wiki/Organization_development based on the Kurt Lewin Model of Action research<br />
    5. 5. Retrieved from http://hrpeople.monster.com<br />
    6. 6. Retrieved from http://www.authorstream.com/Presentation/Bharathisunagar-347048-5-managing-od-process-entertainment-ppt-powerpoint/<br />
    7. 7. Stage 1: Anticipating a need for change <br />
    8. 8. Stage 1: Anticipating a need for change <br />Organization /leader recognizes that a problem exists which impact the effectiveness, mission & health of organization.<br />Leadership has a vision of a better way and wants to improve the organization in term of performance.<br />Dissatisfaction with the present situation.<br />To achieve the first steps towards reaching the desired vision.<br />Business is not as usual<br />
    9. 9. Stage 2: Developing the Consultant –Client Relationship<br />
    10. 10. Stage 2: Developing the Consultant –Client Relationship<br />
    11. 11. Stage 2: Developing the Consultant –Client Relationship<br />
    12. 12. Stage 3: The Diagnostic Phase<br />INTRODUCTION<br />WHY DIANOGSIS<br />to identify system parameters and recognize symptoms, problems, and causes of the organization effectiveness<br />
    13. 13. 8/25/2010<br />13<br /> Figure of The diagnostic process<br />Tentative Problem<br />Areas Identified<br />1<br />4<br />6<br />Data <br />Feedback<br />Problem Areas <br />Identified<br />3<br />More Data<br />Needed Now<br />2<br />Collect <br />Data<br />NO<br />More Data<br />Needed Now<br />5<br />Client<br />Target Motivated<br />To Work on Problem<br />YES<br />7<br />No Change<br />At Present<br />NO<br />YES<br />Diagnosis Work on<br />Problem Causes.<br />Result is Change<br />8<br />
    14. 14. Diagnostic Models<br />is used to analyze the organization as a socio-technical system interacting with its external environment<br />Cause maps are mathematical representations of perceived causal relationships among variables. Among the most important factors such as quantity, speed, frequency, quality, morale, and so forth)<br />This technique assumes that at any given moment an organization is in a state of equilibrium/balanced<br />
    15. 15. The Method of Diagnosis<br />
    16. 16. Evaluating The Effectiveness Of Diagnosis<br />
    17. 17.
    18. 18. Stage 4: Action Plans, Strategies and Techniques<br />INTERVENTION!!!<br />
    19. 19.
    20. 20. Stage 5: Self-Renewal, Monitoring and Stabilizing<br />Self renewal<br />Conceived of as a response to routine and lack of intellectual stimulation, which characterize many occupations in our society (Gardner,1964; Hudson, 1991). <br />Organization renewal define as an ongoing process of building innovation and adaptation into organisation<br />
    21. 21. Stage 5: Self-Renewal, Monitoring and Stabilizing<br />Evaluation and monitoring<br />Model of five alternative ways to evaluate<br />Ask the expert<br />What’s the target<br />Did we hit the target<br />Mid course correction<br />Continues monitoring<br />(Weiss & Rein, 1970)<br />
    22. 22. Stage 5: Self-Renewal, Monitoring and Stabilizing<br />Stabilizing<br /> process maintenance phase.<br />takes place under conditions of unfreeze ness which are necessary for the changes to have an impact once introduced<br />however it is necessary that the changed system should stabilize to allow the changes to permeate the culture of the organization. <br />The process consists of activities to maintain the effectiveness of the intervention by receiving feed back about the change & produced modifications<br />
    23. 23. Stage 6: Continous Improvement Process<br />CIP IS<br /><ul><li> An ongoing effort to improve products, services or processes </li></ul> through intervention.<br />WHY NEED CIP ?<br /><ul><li> Organization environment became more-more competitive </li></ul> and business became usual. <br /><ul><li> Only two type of organization - those that are changing and </li></ul> those that are going out of business.<br />HOW TO DO?<br /><ul><li> Continuously introduce changes through repeating the cycle</li></ul> of organization development process.<br />
    24. 24. INCORPORATED DEMING CYCLE (PDCA) IN OD<br />Define and analyze the current process<br />Develop and implement plan<br />Action : Correction , Prevention,<br />Engraft and plan next CP<br />Study the approaches, technique & result<br />Also known as Deming Cycle and made it famous by Dr W. Edwards Deming <br />PDCA model was introduced by Walter A Shewhart<br />
    25. 25. OTHERS MODEL OF CONTINUOUS IMPROVEMENT<br />KAIZEN<br />BENCHMARKING<br />TQM<br />
    26. 26. CONCLUSION<br />Organization need to continuously introduce changes through repeating the cycle of organization development process for continues existing in the market. <br />
    27. 27. Thank you<br />

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