Evaluation assessment of OD - OD process - Organizational Change and Development - Manu Melwin Joy
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This document discusses evaluating organizational development (OD) interventions. It notes that OD interventions aim to improve organizational culture and effectiveness. Evaluating interventions assesses their effectiveness but presents competing demands between proving outcomes and improving interventions at low cost. A pragmatic strategy for evaluation provides some understanding of how to improve interventions through limited, low-cost data collection. This supports organizational learning and development of more robust interventions over the long term.
organisational development ppt
This document summarizes various aspects of organizational development (OD) efforts. It discusses that OD is a planned change approach that aims to improve organizational effectiveness and employee well-being through interventions at the task, structure, technology, or people levels. It is a long-term and ongoing process that relies on experiential learning and uses action research. Various OD interventions are outlined, including sensitivity training, team building, survey feedback, and process consultation. The key aspects and processes of different interventions like team building, survey feedback, and process consultation are also summarized.
Organization development and change
The document provides an overview of organization development and planned change. It defines organization development and discusses its historical development. It also presents several definitions of OD provided by Burke, French, Beckhard, and Beer. The chapter outlines the learning objectives and process models of planned change including Lewin's change model and the action research model. It describes the general model of planned change and discusses critiques of planned change approaches.
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Implementation assessment of OD - OD process - Organizational Change and De...
Feedback aimed at guiding implementation efforts
Milestones, intermediate targets
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This document discusses evaluating organizational development (OD) interventions. It notes that OD interventions aim to improve organizational culture and effectiveness. Evaluating interventions assesses their effectiveness but presents competing demands between proving outcomes and improving interventions at low cost. A pragmatic strategy for evaluation provides some understanding of how to improve interventions through limited, low-cost data collection. This supports organizational learning and development of more robust interventions over the long term.
organisational development ppt
This document summarizes various aspects of organizational development (OD) efforts. It discusses that OD is a planned change approach that aims to improve organizational effectiveness and employee well-being through interventions at the task, structure, technology, or people levels. It is a long-term and ongoing process that relies on experiential learning and uses action research. Various OD interventions are outlined, including sensitivity training, team building, survey feedback, and process consultation. The key aspects and processes of different interventions like team building, survey feedback, and process consultation are also summarized.
Organization development and change
The document provides an overview of organization development and planned change. It defines organization development and discusses its historical development. It also presents several definitions of OD provided by Burke, French, Beckhard, and Beer. The chapter outlines the learning objectives and process models of planned change including Lewin's change model and the action research model. It describes the general model of planned change and discusses critiques of planned change approaches.
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Bringing change in organization is not an easy task but it becomes necessary to change with the changing world. Here all the factors are mentioned which force organization to change, empolyee and group resistance and how this change is planned, implemented and managed.
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OD Interventions
Organizational development (OD) interventions are planned actions intended to increase an organization's effectiveness by disrupting the status quo. To be effective, interventions must fit the organization's needs, be based on causal knowledge, and transfer change management skills. The success of interventions depends on factors like readiness for change, cultural context, and the capabilities of the change agent. Common approaches to change include structural, technical, and behavioral strategies, which often need to be integrated. Stream analysis is a useful planning tool that provides a graphical view of planned changes over time. Major OD techniques target the individual, team, intergroup, and total organizational levels.
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Forms of change - Organizational Change and Development - Manu Melwin Joy
It is a change resulting from a deliberate decision to alter the organization.
Companies that wish to move from a traditional hierarchical structure to one that facilitates self-managed teams must use a proactive, carefully orchestrated approach.
Not all changes are planned.
Organization Development
Organization development (OD) is a deliberately planned, organization-wide effort to increase an organization's effectiveness and/or efficiency and/or to enable the organization to achieve its strategic goals.
Oc 6440 designing interventions
The document discusses the design of effective organizational interventions. It defines an intervention as a set of planned actions intended to increase organizational effectiveness by disrupting the status quo. Effective interventions are relevant to organizational needs, are based on causal knowledge of intended outcomes, and transfer change management skills to members. The design of interventions considers contingencies like readiness for change, capabilities, and cultural context. Interventions can target human processes, technostructure, human resources management, or strategy. Examples provided include coaching, reengineering, and culture change.
Group behavior
This document discusses group behavior and formation. It defines a group as two or more individuals interacting to achieve common goals, and lists reasons groups form like security, status, and goal achievement. It differentiates groups from teams, noting teams have common commitment beyond shared goals. The document outlines formal groups deliberately created by organizations, and informal groups that develop spontaneously. It also explains Tuckman's five stages of group development: forming, storming, norming, performing, and adjourning.
Oc 6440 evaluating od interventions
This document discusses evaluating organizational development (OD) interventions and institutionalizing changes from those interventions. It addresses issues in evaluating interventions such as selecting valid and reliable measurement variables and using appropriate research designs. Feedback during and after implementation is important. Factors that influence whether changes are institutionalized include characteristics of the organization, intervention, and processes that socialize and commit people to the changes. Indicators that changes were institutionalized include knowledge, performance, preferences, and consensus around new norms and values.
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2) When appraising expatriates, it is important to consider their organizational role expectations, as well as the expectations of the parent company and host subsidiary, which can conflict.
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Organization development is an organization-wide, managed process using behavioral science knowledge to increase effectiveness. In the past, OD focused on short-term productivity and treated employees as costs rather than assets. Contextual trends impacting OD's future include more diverse, educated workforces; greater technology use like e-commerce; and networked, knowledge-based organizations. Going forward, OD will be more embedded in operations, technology-enabled, interdisciplinary, and concerned with continuous organizational improvement in diverse, global contexts. Managers and organizations will need more flexible, learning-oriented, collaborative employees and environments.
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One of the cornerstone models for understanding organizational change was developed by Kurt Lewin back in the 1940s, and still holds true today.
His model is known as Unfreeze – Change – Refreeze, refers to the three-stage process of change he describes.
Kurt Lewin, a physicist as well as social scientist, explained organizational change using the analogy of changing the shape of a block of ice.
Organization transformation ppt
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OD Interventions
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Leading Organizational Change
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Lecture3 planned change
This document summarizes several theories of planned organizational change. It describes Lewin's three-stage change model of unfreezing, movement, and refreezing. It also outlines Kurt Lewin's change model in more detail. Additionally, it discusses the action research model which views change as a cyclical process using research to guide actions. Finally, it introduces the positive model which focuses on an organization's strengths rather than deficits and uses appreciative inquiry.
Forms of change - Organizational Change and Development - Manu Melwin Joy
It is a change resulting from a deliberate decision to alter the organization.
Companies that wish to move from a traditional hierarchical structure to one that facilitates self-managed teams must use a proactive, carefully orchestrated approach.
Not all changes are planned.
Organization Development
Organization development (OD) is a deliberately planned, organization-wide effort to increase an organization's effectiveness and/or efficiency and/or to enable the organization to achieve its strategic goals.
Oc 6440 designing interventions
The document discusses the design of effective organizational interventions. It defines an intervention as a set of planned actions intended to increase organizational effectiveness by disrupting the status quo. Effective interventions are relevant to organizational needs, are based on causal knowledge of intended outcomes, and transfer change management skills to members. The design of interventions considers contingencies like readiness for change, capabilities, and cultural context. Interventions can target human processes, technostructure, human resources management, or strategy. Examples provided include coaching, reengineering, and culture change.
Group behavior
This document discusses group behavior and formation. It defines a group as two or more individuals interacting to achieve common goals, and lists reasons groups form like security, status, and goal achievement. It differentiates groups from teams, noting teams have common commitment beyond shared goals. The document outlines formal groups deliberately created by organizations, and informal groups that develop spontaneously. It also explains Tuckman's five stages of group development: forming, storming, norming, performing, and adjourning.
Oc 6440 evaluating od interventions
This document discusses evaluating organizational development (OD) interventions and institutionalizing changes from those interventions. It addresses issues in evaluating interventions such as selecting valid and reliable measurement variables and using appropriate research designs. Feedback during and after implementation is important. Factors that influence whether changes are institutionalized include characteristics of the organization, intervention, and processes that socialize and commit people to the changes. Indicators that changes were institutionalized include knowledge, performance, preferences, and consensus around new norms and values.
Leadership - Organisational Behavior
The document discusses various theories of leadership including trait, behavioral, and contingency theories. It outlines different leadership styles like autocratic, democratic, and laissez-faire. Additionally, it distinguishes between transactional and transformational leadership and explores the differences between management and leadership.
International Performance Management
International Performance ManagementWe Learn - A Continuous Learning Forum from Welingkar's Distance Learning Program.
The document discusses several key challenges in international performance management:
1) There are challenges in measuring performance across different subsidiaries and countries due to variations in environments, criteria validity, data uniformity, and cultural adjustments.
2) When appraising expatriates, it is important to consider their organizational role expectations, as well as the expectations of the parent company and host subsidiary, which can conflict.
3) Effective performance appraisal of foreign employees should consider their role beyond just tasks, and look at leadership, interpersonal skills, cultural adaptation, and how they meet the needs of multiple organizations.Organizational Learning
This document discusses organizational learning and defines it as a change in behavior and mindsets that leads to redesigning organizational practices. It also refers to the development of new knowledge and behavioral change. Organizational learning can be used to change behaviors and attitudes through facilitating learning and developing new ways to manage change. It enhances communication and collaboration, which improves staff learning and overall performance. The document also lists factors like perceptions, motivation, abilities, and relationships that influence the learning process, and discusses how organizational learning can help libraries improve technology skills, manage conflicts, and increase commitment through learning opportunities.
Organisational Development Interventions
There are three main types of organizational development interventions: individual, group, and organizational. The document outlines several examples of interventions for each type. An effective OD intervention process involves entering and contracting, diagnosis, designing the intervention, leading and managing change, and evaluating and institutionalizing the changes. Interventions can be categorized into four buckets: human process, strategic, human resource management, and technostructural. Organizations should be able to identify the need for interventions early to address issues with minimal effort before they escalate.
Indian Experience Of OD In Public & Private Enterprises
The document discusses organizational development in public and private enterprises in India. It begins by defining public enterprises as commercial or industrial undertakings owned and managed by the government to maximize social welfare. It describes the forms public enterprises take in India, including departmental undertakings, statutory corporations, and government companies. It then discusses some of the key organizational development interventions used in Indian organizations, including training, action research, survey feedback, and role-focused interventions. The document provides examples of how these interventions have been applied in various public sector organizations in India.
Organizational diagnosis ppt
Organizational diagnosis is a process to identify gaps between a company's current and desired performance in order to help it achieve its goals. The process involves gathering data through methods like interviews, observations, and questionnaires, analyzing the information, and providing feedback to identify strengths, opportunities, and problems. It is important to have clear expectations and roles defined between the client and consultant to facilitate open communication and ensure useful data is collected. Various techniques can be used in analysis, such as force field analysis, which balances the forces for and against decisions to help strengthen supportive forces and reduce opposition.
FUTURE OF ORGANIZATION DEVELOPMENT
Organization development is an organization-wide, managed process using behavioral science knowledge to increase effectiveness. In the past, OD focused on short-term productivity and treated employees as costs rather than assets. Contextual trends impacting OD's future include more diverse, educated workforces; greater technology use like e-commerce; and networked, knowledge-based organizations. Going forward, OD will be more embedded in operations, technology-enabled, interdisciplinary, and concerned with continuous organizational improvement in diverse, global contexts. Managers and organizations will need more flexible, learning-oriented, collaborative employees and environments.
Organizational culture change models
The document discusses several models for organizational culture change including Schein's model of culture change mechanisms, Cameron and Quinn's six steps for designing and implementing culture change, and Lewin's three-stage process of change. It also covers reasons why organizations resist change, methods for assessing resistance to change, and approaches for responding to and dealing with resistance through models like Strebel's contrasting change paths, Beer, Eisenstat and Spector's six steps to effective change, and Kotter and Schlesinger's possible ways of dealing with resistance.
Kurt Lewin’s three stage model - Organizational Change and Development - Man...
One of the cornerstone models for understanding organizational change was developed by Kurt Lewin back in the 1940s, and still holds true today.
His model is known as Unfreeze – Change – Refreeze, refers to the three-stage process of change he describes.
Kurt Lewin, a physicist as well as social scientist, explained organizational change using the analogy of changing the shape of a block of ice.
Organization transformation ppt
This document discusses organization transformation. Organization transformation refers to activities like reengineering, redesigning, and redefining business systems. It can occur in response to or in anticipation of major changes in the environment or technology. There are three main types of interventions for organization transformation: culture change, self-designing organizations, and organization learning with knowledge management. Transformational change is characterized as being systemic, revolutionary, demanding a new organizing paradigm, and requiring continuous learning. It is driven by senior executives and management and occurs in response to disruptions.
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Overdependence on outside help: With the incresing complexity of organizations and of the demands of the environment, it is easy to let consultants or specialists `solve the problem.’
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Future of Organizational Development - Organizational Change and Development...
the following concerns remain constant for leaders and OD practitioners. How do we:
build a sustainable high-performance organization in which individual workers take an active part in achieving the required output?
Appropriately build engaged, proactive, empowered staff when there are limited reward levers organization can pull while needing to hold staff accountable?
Solve the problems of aligning and integrating diverse cultural elements?
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Od Aki
Organization development (OD) is a planned process aimed at enhancing congruence between an organization's structure, strategy, culture and people. It is a long-term effort led by top management to develop solutions and self-renewing capacity through collaborative problem solving. Key approaches to OD include laboratory training like sensitivity training, survey feedback, and action research which involves problem diagnosis, data collection, feedback, and action planning. The client-consultant relationship is important, requiring entry and contracting, maintaining confidentiality, and ensuring the consultant acts as a facilitator rather than content expert.
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Organizational Change and Stress Management
This chapter discusses organizational change and stress management. It identifies common forces that drive organizational change, such as changes in technology, competition, and social/political trends. The chapter outlines different approaches to managing change, including Lewin's three-step model of unfreezing, moving, and refreezing. It also discusses sources of resistance to change and tactics for overcoming resistance, such as participation and communication. Additionally, the chapter defines stress and its potential sources, and examines individual and organizational approaches for managing stress.
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Performance appraisal methods
Performance appraisals assess employees' job performance in a systematic way to promote development. They measure factors like job knowledge, quality and quantity of work, initiative, and health against past and potential performance. Performance appraisals aim to facilitate promotions, confirmations, training, compensation reviews, competency building, improved communication, and evaluation of HR programs through feedback. The process involves defining appraisal objectives, establishing job expectations, designing an appraisal program, appraising performance, conducting interviews, using data for its purposes, and identifying variables with various forms of assistance. While traditional methods focus on past performance, modern approaches evaluate future potential.
Performance appraisal methods
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The Diagnostic Phase Involves
Client's top management to recognize the problems and have awareness of the need for change in the organisation.
The engagement of change agent or consultant by client organisation.
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The document discusses the diagnostic phase of an organizational development (OD) process. The diagnostic phase involves the top management of a client organization recognizing problems, engaging a change agent or consultant, and conducting a collaborative diagnosis through collecting and analyzing data on the current state of the organization's structures, systems, and processes to identify strengths and weaknesses. The diagnosis aims to provide awareness of the need for change and is an ongoing, participative process that may utilize tools like surveys and interviews.
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The document discusses result-oriented approaches, which focus on achieving goals and outcomes rather than processes. A result-oriented approach empowers employees with clear objectives and autonomy over how goals are achieved. Key aspects include focusing on customer value, transparent strategic objectives, and allowing autonomy while maintaining basic expectations. Potential pitfalls include compromising quality, disrupting teamwork, overshooting budgets, and prioritizing short-term gains over long-term implications. The document provides examples of a sales manager with sales targets and students being evaluated on exam scores.
Organisational development & Change management
Organizational development (OD) aims to improve organizational effectiveness by implementing planned changes. It addresses issues like changing workforce needs and technology. The OD process involves needs identification, diagnosis, design, implementation, and evaluation. Common OD techniques include sensitivity training, team building, intergroup development, process consultation, and survey feedback. These techniques help build more effective interpersonal relationships and communication within organizations. Planned change follows steps like recognition of the need for change, developing solutions, implementing actions, and stabilizing and evaluating changes made. Readiness for change, quality solutions, and managing resistance are key factors for successful organizational development.
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Evaluating Student Success Initiatives
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Evaluating Student Success Initiatives
Here are the key points an orientation for an evaluation team should cover:
- Purpose and scope of the evaluation
- Roles and responsibilities of team members
- Evaluation questions and intended uses of findings
- Important stakeholders and how they will be engaged
- Evaluation design, methodology, data collection procedures
- Analysis plan and timeline for delivering findings
- Resources and support available to the team
- Expectations for team communication and collaboration
The team should include staff with skills in research design, data collection/management, statistical analysis, and experience with the program/population being evaluated. Regular team meetings are important to track progress and address any issues.
Center for Applied Research at CPCC 2013
3. DEVELOP A
evaluation process
This document provides an overview of evaluation, including:
- Defining evaluation as determining the merit of a policy or intervention.
- Describing three approaches: accountability, development, and knowledge generation.
- Discussing why evaluation is important for determining if a planned change was effective and protecting the public.
- Outlining the phases of evaluation as planning, data gathering, identifying findings, conclusions, and disseminating results.
- Suggesting models and tools that could be used to evaluate a change process or one's skills as a change agent, such as audit or reflective models.
teaching and learning process (evaluation)
The document discusses evaluation in the teaching and learning process. It defines evaluation as making judgments based on criteria and evidence to examine the teaching and learning process. Evaluation is a systematic, continuous process to determine student growth toward curriculum objectives. There are different types of evaluation, including formative (ongoing), summative (final), diagnostic, criterion-referenced, and norm-referenced. Evaluation follows steps of planning, implementation, and analysis to improve instruction and assess student achievement of learning objectives.
Evaluation in Teaching learning process
The document discusses different aspects of evaluation in teaching and learning including the concept, meaning, definition, characteristics, principles, types, and steps. Evaluation is defined as the process of making judgments about the effectiveness of teaching and learning based on criteria and evidence. There are different types of evaluation classified by function (formative, summative, diagnostic, placement), approach (criterion-referenced, norm-referenced), and interpretation (formative, summative). Effective evaluation is systematic, continuous, comprehensive, objective, reliable, and valid. It follows the planning, process, and product phases with steps like determining objectives, selecting instruments, and analyzing results.
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Evaluation assessment of OD - OD process - Organizational Change and Development - Manu Melwin Joy
- 1. Evaluation Assessment of OD OD Process
- 2. Prepared By Kindly restrict the use of slides for personal purpose. Please seek permission to reproduce the same in public forms and presentations. Manu Melwin Joy Assistant Professor Ilahia School of Management Studies Kerala, India. Phone – 9744551114 Mail – manu_melwinjoy@yahoo.com
- 3. Assessment of OD • Assessing OD intervention involves judging about whether an intervention has been implemented as intended and if so, whether it is having desired results.
- 4. Assessment of OD • There are two distinct types of OD assessment: On intended to guide the implementation of intervention and another to assess their overall impact. • Assessment aimed at guiding implementation may be called implementation assessment and assessment intended to discover intervention outcomes may be called evaluation assessment.
- 5. Assessment of OD • Assessment of OD involves decision about measurement and research design. • Measurement issues focuses on selecting variables and designing good measures. • Research design focuses on setting up the conditions for making valid assessments of an OD interventions effect.
- 7. Cummings & Worley, 7e (c) 2001 South- Western College Publishing 11-7 Implementation Feedback • Feedback aimed at guiding implementation efforts • Milestones, intermediate targets • Measures of the intervention’s progress Evaluation Feedback • Feedback aimed at determining impact of intervention • Goals, outcomes, performance • Measures of the intervention’s effect