Organization development (OD) is a conceptual, organization-wide effort to improve an organization's effectiveness and ability to adapt to change. It uses applied behavioral science to help organizations better solve problems and renew themselves over time. OD aims to improve an organization's performance and self-renewal capacity through interventions that focus on organizational culture, leadership, and systems using collaborative methods like action research. Kurt Lewin is considered the founder of OD, establishing concepts of group dynamics and action research that underlie the field.
Organization development (OD) is the study of successful organizational change and performance. OD emerged from human relations studies in the 1930s, during which psychologists realized that organizational structures and processes influence worker behavior and motivation.
Organization developmentĀ (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.
Organization development (OD) is the study of successful organizational change and performance. OD emerged from human relations studies in the 1930s, during which psychologists realized that organizational structures and processes influence worker behavior and motivation.
Organization developmentĀ (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.
OD refers to a long-range effort to improve an organizationās problem-solving capabilities and its ability to cope with changes in its external environment with the help of external or internal behavioral-scientist consultants.
An experienced business executive with more than 25 years of management and consulting experience, Dane DāAlessandro has served as Section Chief of Consumer Response Investigations at the Consumer Financial Protection Bureau since 2011. In addition to his professional career, Dane DāAlessandro is completing a PhD in Organization Development at Benedictine University's College of Business in Lisle, Illinois.
Definitions of Organizational Development - Organizational Change and Develo...manumelwin
Ā
Organization development is an effort (1) planned, (2) organization-wide, and (3) managed from the top, to (4) increase organization effectiveness and health through (5) planned interventions in the organizationās āprocesses,ā using behavioral-science knowledge.
The od journey of TCS - Case study - Organizational Change and Development - ...manumelwin
Ā
Teach-Train-Transfer workshop by expert OD consultants- to explore means of institutionalizing goal-oriented performance management organization.
Personal Score Card-clearly outlined what would define goals, outputs, performance management, Economic Value adds & the ways and means for facilitating goal alignment.
Organizational Change and Development - Module 2 - MG University - Manu Melwi...manumelwin
Ā
Organizational development āConcept and evolution-nature and characteristics.
First order and second order Change.
Foundations of Organizational Development.
Conceptual frame work of OD āAction Research Model-Positive Model-John Kotterās eight-stage process Model.
Parallel learning structures.
Process of organizational development ā Organizational Diagnosis .
OD refers to a long-range effort to improve an organizationās problem-solving capabilities and its ability to cope with changes in its external environment with the help of external or internal behavioral-scientist consultants.
An experienced business executive with more than 25 years of management and consulting experience, Dane DāAlessandro has served as Section Chief of Consumer Response Investigations at the Consumer Financial Protection Bureau since 2011. In addition to his professional career, Dane DāAlessandro is completing a PhD in Organization Development at Benedictine University's College of Business in Lisle, Illinois.
Definitions of Organizational Development - Organizational Change and Develo...manumelwin
Ā
Organization development is an effort (1) planned, (2) organization-wide, and (3) managed from the top, to (4) increase organization effectiveness and health through (5) planned interventions in the organizationās āprocesses,ā using behavioral-science knowledge.
The od journey of TCS - Case study - Organizational Change and Development - ...manumelwin
Ā
Teach-Train-Transfer workshop by expert OD consultants- to explore means of institutionalizing goal-oriented performance management organization.
Personal Score Card-clearly outlined what would define goals, outputs, performance management, Economic Value adds & the ways and means for facilitating goal alignment.
Organizational Change and Development - Module 2 - MG University - Manu Melwi...manumelwin
Ā
Organizational development āConcept and evolution-nature and characteristics.
First order and second order Change.
Foundations of Organizational Development.
Conceptual frame work of OD āAction Research Model-Positive Model-John Kotterās eight-stage process Model.
Parallel learning structures.
Process of organizational development ā Organizational Diagnosis .
Organizational Politics
Topics under consideration are:
1-Power
2-Basics of Power
3-Power Tactics
4-Organizational Politics
5-Existance of politics
6-Deffensive action
7-Case study
The reality for companies that are trying to figure out their blogging or content strategy is that there's a lot of content to write beyond just the "buy now" page.
Organisational Development InterventionsGheethu Joy
Ā
This presentation includes notes collected from various sources from internet during my study journey with regard to the topic Organisational Development Interventions
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
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It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
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Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. Youāll also learn
ā¢ Four (4) workplace discipline methods you should consider
ā¢ The best and most practical approach to implementing workplace discipline.
ā¢ Three (3) key tips to maintain a disciplined workplace.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujaratās DholeraAvirahi City Dholera
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The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isnāt just any project; itās a potential game changer for Indiaās chipmaking aspirations and a boon for investors seeking promisingĀ residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
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Unveiling the Secrets How Does Generative AI Work.pdfSam H
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At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
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This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
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This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
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Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
1. Organization development<br />From Wikipedia, the free encyclopedia<br />This article isĀ written likeĀ a personal reflection or essayĀ and may requireĀ cleanup.Ā PleaseĀ help improve itĀ by rewriting it in anencyclopedic style.Ā (August 2009)<br />Organization developmentĀ (OD) is a conceptual, organization-wide effort to increase an organization's effectiveness and viability.Ā Warren BennisĀ has referred to OD as a response to change, a complex educational strategy intended to change the beliefs, attitudes, values, and structure of an organization so that it can better adapt to new technologies, markets, challenges, and the dizzying rate of change itself. OD is neither quot;
anything done to better an organizationquot;
nor is it quot;
the training function of the organizationquot;
; it is a particular kind of change process designed to bring about a particular kind of end result. OD can involve interventions in the organization's quot;
processes,quot;
usingĀ behavioural scienceĀ knowledge HYPERLINK quot;
http://en.wikipedia.org/wiki/Organization_developmentquot;
quot;
cite_note-0quot;
[1]organizational reflection, system improvement, planning and self-analysis.<br />Kurt LewinĀ (1898ā1947) is widely recognized as the founding father of OD, although he died before the concept became current in the mid-1950s. From Lewin came the ideas ofĀ group dynamicsĀ andĀ action researchĀ which underpin the basic OD process as well as providing its collaborative consultant/client ethos. Institutionally, Lewin founded the quot;
Research Center for Group Dynamicsquot;
(RCGD) atĀ MIT, which moved to Michigan after his death. RCGD colleagues were among those who founded theĀ National Training LaboratoriesĀ (NTL), from which the T-group and group-based OD emerged. In the UK, theĀ Tavistock Institute of Human RelationsĀ was important in developing systems theories. The joint TIHR journalĀ Human RelationsĀ was an early journal in the field. The Journal of Applied Behavioral Sciences is now the leading journal in the field.<br />ContentsĀ [hide]1Ā Overview1.1Ā Contractual relationship1.2Ā Change agent1.3Ā Sponsoring organization1.4Ā Applied behavioral science1.5Ā Systems context2Ā Improved organizational performance2.1Ā Organizational self-renewal2.2Ā Early development3Ā Understanding organizations3.1Ā Modern development4Ā Action research5Ā Important figures6Ā OD interventions7Ā See also8Ā Further reading9Ā References<br />[edit]Overview<br />At the core of OD is the program ofĀ organization, defined as two or more people working together toward one or more shared goal(s). Development in this context refers to the process by which an organization becomes more effective over time at achieving its goals.<br />OD is a long range effort to improve organization's problem solving and renewal processes, particularly through more effective and collaborative management of organizational culture, often with the assistance of a change agent or catalyst and the use of the theory and technology of applied behavioral science. Although behavioral science has provided the basic foundation for the study and practice of organizational development, new and emerging fields of study have made their presence known. Experts in systems thinking, leadership studies, organizational leadership, and organizational learning (to name a few) whose perspective is not steeped in just the behavioral sciences, but a much more multi-disciplinary and inter-disciplinary approach have emerged as OD catalysts. These emergent expert perspectives see the organization as the holistic interplay of a number of systems that impact the process and outputs of the entire organization. More importantly, the term change agent or catalyst is synonymous with the notion of a leader who is engaged in leadership - a transformative or effectiveness process - as opposed to management, a more incremental or efficiency based change methodology.<br />Organization development is a quot;
contractual relationshipĀ between aĀ change agentĀ and aĀ sponsoring organizationĀ entered into for the purpose ofĀ using applied behavioral science and or other organizational change perspectivesĀ in aĀ systems contextĀ toĀ improve organizational performanceĀ and theĀ capacity of the organization to improve itselfquot;
.[citation needed]<br />Organization development is an ongoing, systematic process to implement effective change in an organization. Organization development is known as both a field of applied behavioral science focused on understanding and managing organizational change and as a field of scientific study and inquiry. It is interdisciplinary in nature and draws on sociology, psychology, and theories of motivation, learning, and personality. Organization development is a growing field that is responsive to many new approaches includingĀ Positive Adult Development.<br />[edit]Contractual relationship<br />Although neither the sponsoringĀ organizationĀ nor the change agent can be sure at the outset of the exact nature of the problem or problems to be dealt with or how long the change agents' help will be needed, it is essential that some tentative agreement on these matters be reached. The sponsoring organization needs to know generally what the change agent's preliminary plan is, what its own commitments are in relation to personal commitments and responsibility for the program, and what the change agent's fee will be. The change agent must assure himself that the organization's, and particularly the top executives', commitment to change is strong enough to support the kind of self-analysis and personal involvement requisite to success of the program. Recognizing the uncertainties lying ahead on both sides, a termination agreement permitting either side to withdraw at any time is usually included.[2]<br />[edit]Change agent<br />A change agent in the sense used here is not a technical expert skilled in such functional areas as accounting, production, or finance. S/he is a behavioral scientist who knows how to get people in an organization involved in solving their own problems. His/her main strength is a comprehensive knowledge of human behavior, supported by a number of intervention techniques (to be discussed later). The change agent can be either external or internal to the organization. An internal change agent is usually a staff person who has expertise in the behavioral sciences and in the intervention technology of OD. Beckhard reports several cases in which line people have been trained in OD and have returned to their organizations to engage in successful change assignments.[3]Ā In the natural evolution of change mechanisms in organizations, this would seem to approach the ideal arrangement. Qualified change agents can be found on some university faculties, or they may be private consultants associated with such organizations as the National Training Laboratories Institute for Applied Behavioral Science (Washington, D.C.) University Associates (San Diego,Ā California), the Human Systems Intervention graduate program in the Department of Applied Human Sciences (Concordia University, Montreal, Canada), Navitus (Pvt) Ltd (Pakistan), and similar organizations.<br />The change agent may be a staff or line member of the organization who is schooled in OD theory and technique. In such a case, the quot;
contractual relationshipquot;
is an in-house agreement that should probably be explicit with respect to all of the conditions involved except the fee.<br />[edit]Sponsoring organization<br />The initiative for OD programs comes from an organization that has a problem. This means that top management or someone authorized by topĀ managementĀ is aware that a problem exists and has decided to seek help in solving it. There is a direct analogy here to the practice of psychotherapy: The client orĀ patientĀ must actively seek help in finding a solution to his problems. This indicates a willingness on the part of the client organization to accept help and assures the organization that management is actively concerned.[2]<br />[edit]Applied behavioral science<br />One of the outstanding characteristics of OD that distinguishes it from most other improvement programs is that it is based on a quot;
helping relationship.quot;
Some believe that the change agent is not a physician to the organization's ills; that s/he does not examine the quot;
patient,quot;
make aĀ diagnosis, and write a prescription. Nor does s/he try to teach organizational members a new inventory of knowledge which they then transfer to the job situation. Using theory and methods drawn from such behavioral sciences as (industrial/organizational psychology,Ā industrial sociology,Ā communication,Ā cultural anthropology,Ā administrativeĀ theory,Ā organizational behavior,Ā economics, andĀ political science, the change agent's main function is to help the organization define and solve its own problems. The basic method used is known as action research. This approach, which is described in detail later, consists of a preliminary diagnosis, collecting data, feedback of the data to the client, data exploration by the client group, action planning based on the data, and taking action.[4]<br />[edit]Systems context<br />OD deals with a total system ā the organization as a whole, including its relevant environment ā or with a subsystem or systems ā departments or work groups ā in the context of the total system. Parts of systems, for example, individuals, cliques, structures, norms, values, and products are not considered in isolation; the principle of interdependency, that is, that change in one part of a system affects the other parts, is fully recognized. Thus, OD interventions focus on the total culture and cultural processes of organizations. The focus is also on groups, since the relevant behavior of individuals in organizations and groups is generally a product of group influences rather than personality.[2]<br />[edit]Improved organizational performance<br />The objective of OD is to improve the organization's capacity to handle its internal and external functioning and relationships. This would include such things as improved interpersonal and group processes, more effective communication, enhanced ability to cope with organizational problems of all kinds, more effective decision processes, more appropriate leadership style, improved skill in dealing with destructive conflict, and higher levels of trust and cooperation among organizational members. These objectives stem from a value system based on an optimistic view of the nature of man ā that man in a supportive environment is capable of achieving higher levels of development and accomplishment. Essential to organization development and effectiveness is the scientific method ā inquiry, a rigorous search for causes, experimental testing of hypotheses, and review of results.<br />[edit]Organizational self-renewal<br />The ultimate aim of OD practitioners is to quot;
work themselves out of a jobquot;
by leaving the client organization with a set of tools, behaviors, attitudes, and an action plan with which to monitor its own state of health and to take corrective steps toward its own renewal and development. This is consistent with the systems concept of feedback as a regulatory and corrective mechanism.[2]<br />[edit]Early development<br />Kurt LewinĀ played a key role in the evolution of organization development as it is known today. As early asĀ World War II, Lewin experimented with a collaborative change process (involving himself as consultant and a client group) based on a three-step process of planning, taking action, and measuring results. This was the forerunner of action research, an important element of OD, which will be discussed later. Lewin then participated in the beginnings of laboratory training, orĀ T-groups, and, after his death in 1947, his close associates helped to develop survey-research methods at theĀ University of Michigan. These procedures became important parts of OD as developments in this field continued at theĀ National Training LaboratoriesĀ and in growing numbers of universities and private consulting firms across the country. Two of the leading universities offering doctoral level degrees in OD are Benedictine University and the Fielding Graduate University.<br />Douglas McGregor and Richard Beckhard while quot;
consulting together at General Mills in the 1950's, the two coined the termĀ organizational developmentĀ (OD) to describe an innovative bottoms-up change effort that fit no traditional consulting categoriesquot;
(Weisbord, 1987, p. 112).[5]<br />The failure of off-site laboratory training to live up to its early promise was one of the important forces stimulating the development of OD. Laboratory training is learning from a person's quot;
here and nowquot;
experience as a member of an ongoing training group. Such groups usually meet without a specific agenda. Their purpose is for the members to learn about themselves from their spontaneous quot;
here and nowquot;
responses to an ambiguous hypothetical situation. Problems ofĀ leadership, structure, status,Ā communication, and self-serving behavior typically arise in such a group. The members have an opportunity to learn something about themselves and to practice such skills as listening, observing others, and functioning as effective group members.[6]<br />As formerly practiced (and occasionally still practiced for special purposes), laboratory training was conducted in quot;
stranger groups,quot;
or groups composed of individuals from different organizations, situations, and backgrounds. A major difficulty developed, however, in transferring knowledge gained from these quot;
stranger labsquot;
to the actual situation quot;
back homequot;
. This required a transfer between two different cultures, the relatively safe and protected environment of the T-group (or training group) and the give-and-take of the organizational environment with its traditional values. This led the early pioneers in this type of learning to begin to apply it to quot;
family groupsquot;
ā that is, groups located within an organization. From this shift in the locale of the training site and the realization that culture was an important factor in influencing group members (along with some other developments in the behavioral sciences) emerged the concept of organization development.[6]<br />Case history The Cambridge Clinic found itself having difficulty with its internal working relationships. The medical director, concerned with the effect these problems could have on patient care, contacted an organizational consultant at a local university and asked him for help. A preliminary discussion among the director, the clinic administrator, and the consultant seemed to point to problems in leadership, conflict resolution, and decision processes. The consultant suggested that data be gathered so that a working diagnosis could be made. The clinic officials agreed, and tentative working arrangements were concluded.<br />The consultant held a series of interviews involving all members of the clinic staff, the medical director, and the administrator. Then the consultant quot;
thematizedquot;
, or summarized, the interview data to identify specific problem areas. At the beginning of a workshop about a week later, the consultant fed back to the clinic staff the data he had collected.<br />The staff arranged the problems in the following priorities<br />Role conflicts between certain members of the medical staff were creating tensions that interfered with the necessity for cooperation in handling patients. The leadership style of the medical director resulted in his putting off decisions on important operating matters. This led to confusion and sometimes to inaction on the part of the medical and administrative staffs. Communication between the administrative, medical, and outreach (social worker) staffs on mutual problems tended to be avoided. Open conflicts over policies and procedures were thus held in check, but suppressed feelings clearly had a negative influence on interpersonal and intergroup behavior.<br />Through the use of role analysis and other techniques suggested by the consultant, the clinic staff and the medical director were able to explore the role conflict and leadership problems and to devise effective ways of coping with them. Exercises designed to improve communication skills and a workshop session on dealing with conflict led to progress in developing more openness and trust throughout the clinic. An important result of this first workshop was the creation of an action plan that set forth specific steps to be applied to clinic problems by clinic personnel during the ensuing period. The consultant agreed to monitor these efforts and to assist in any way he could. Additional discussions and team development sessions were held with the director and the medical and administrative staffs.<br />A second workshop attended by the entire clinic staff took place about two months after the first. At the second workshop, the clinic staff continued to work together on the problems of dealing with conflict and interpersonal communication. During the last half-day of the meeting, the staff developed a revised action plan covering improvement activities to be undertaken in the following weeks and months to improve the working relationships of the clinic.<br />A notable additional benefit of this OD program was that the clinic staff learned new ways of monitoring the clinic's performance as an organization and of coping with some of its other problems. Six months later, when the consultant did a follow-up check on the organization, the staff confirmed that interpersonal problems were now under better control and that some of the techniques learned at the two workshops associated with the OD programs were still being used.<br />Organizational Development is a system-wide application and transfer of behavioral science knowledge to the planned development, improvement, and reinforcement of the strategies, structure, and process that lead to organization effectiveness. (Abdul Basit - NUST - SEECS) organization development is a really creating good things in the enviorment.<br />[edit]Understanding organizations<br />Weisbord presents a six-box model for understanding organization:<br />Purposes: The organization members are clear about the organizationās mission and purpose and goal agreements, whether people support the organizationā purpose.<br />Structure: How is the organizationās work divided up? The question is whether there is an adequate fit between the purpose and the internal structure.<br />Relationship: Between individuals, between units or departments that perform different tasks, and between the people and requirements of their jobs.<br />Rewards: The consultant should diagnose the similarities between what the organization formally rewarded or punished members for.<br />Leadership: Is to watch for blips among the other boxes and maintain balance among them.<br />Helpful mechanism: Is a helpful organization that must attend to in order to survive which as planning, control, budgeting, and other information systems that help organization member accomplish.[7]<br />[edit]Modern development<br />In recent years, serious questioning has emerged about the relevance of OD to managing change in modern organizations. The need for quot;
reinventingquot;
the field has become a topic that even some of its quot;
founding fathersquot;
are discussing critically.[8]<br />With this call for reinvention and change, scholars have begun to examine organizational development from an emotion-based standpoint. For example, deKlerk (2007)Ā [9]Ā writes about how emotional trauma can negatively affect performance. Due to downsizing, outsourcing, mergers, restructuring, continual changes, invasions of privacy, harassment, and abuses of power, many employees experience the emotions of aggression, anxiety, apprehension, cynicism, and fear, which can lead to performance decreases. deKlerk (2007) suggests that in order to heal the trauma and increase performance, O.D. practitioners must acknowledge the existence of the trauma, provide a safe place for employees to discuss their feelings, symbolize the trauma and put it into perspective, and then allow for and deal with the emotional responses. One method of achieving this is by having employees draw pictures of what they feel about the situation, and then having them explain their drawings with each other. Drawing pictures is beneficial because it allows employees to express emotions they normally would not be able to put into words. Also, drawings often prompt active participation in the activity, as everyone is required to draw a picture and then discuss its meaning.<br />The use of new technologies combined with globalization has also shifted the field of organization development. Roland Sullivan (2005) defined Organization Development with participants at the 1st Organization Development Conference for Asia in Dubai-2005 as quot;
Organization Development is a transformative leap to a desired vision where strategies and systems align, in the light of local culture with an innovative and authentic leadership style using the support of high tech tools.quot;
od is the thing helping in building good culture iin the orgaanisati.-Rahul<br />[edit]Action research<br />Wendell L French and Cecil Bell defined organization development (OD) at one point as quot;
organization improvement through action researchquot;
.[4]Ā If one idea can be said to summarize OD's underlying philosophy, it would be action research as it was conceptualized byĀ Kurt LewinĀ and later elaborated and expanded on by other behavioral scientists. Concerned with social change and, more particularly, with effective, permanent social change, Lewin believed that the motivation to change was strongly related to action: If people are active in decisions affecting them, they are more likely to adopt new ways. quot;
Rational social managementquot;
, he said, quot;
proceeds in a spiral of steps, each of which is composed of a circle of planning, action, and fact-finding about the result of actionquot;
.[10]<br />Figure 1: Systems Model of Action-Research Process<br />Lewin's description of the process of change involves three steps: HYPERLINK quot;
http://en.wikipedia.org/wiki/Organization_developmentquot;
quot;
cite_note-Lewin-9quot;
[10]<br />quot;
Unfreezingquot;
: Faced with a dilemma or disconfirmation, the individual or group becomes aware of a need to change.<br />quot;
Changingquot;
: The situation is diagnosed and new models of behavior are explored and tested.<br />quot;
Refreezingquot;
: Application of new behavior is evaluated, and if reinforcing, adopted.<br />Figure 1Ā summarizes the steps and processes involved in planned change through action research. Action research is depicted as a cyclical process of change. The cycle begins with a series of planning actions initiated by the client and the change agent working together. The principal elements of this stage include a preliminary diagnosis, data gathering, feedback of results, and joint action planning. In the language of systems theory, this is the input phase, in which the client system becomes aware of problems as yet unidentified, realizes it may need outside help to effect changes, and shares with the consultant the process of problem diagnosis.<br />The second stage of action research is the action, or transformation, phase. This stage includes actions relating to learning processes (perhaps in the form of role analysis) and to planning and executing behavioral changes in the client organization. As shown in Figure 1, feedback at this stage would move via Feedback Loop A and would have the effect of altering previous planning to bring the learning activities of the client system into better alignment with change objectives. Included in this stage is action-planning activity carried out jointly by the consultant and members of the client system. Following the workshop or learning sessions, these action steps are carried out on the job as part of the transformation stage.[6]<br />The third stage of action research is the output, or results, phase. This stage includes actual changes in behavior (if any) resulting from corrective action steps taken following the second stage. Data are again gathered from the client system so that progress can be determined and necessary adjustments in learning activities can be made. Minor adjustments of this nature can be made in learning activities via Feedback Loop B (seeĀ Figure 1). Major adjustments and reevaluations would return the OD project to the first, or planning, stage for basic changes in the program. The action-research model shown inĀ Figure 1Ā closely follows Lewin's repetitive cycle of planning, action, and measuring results. It also illustrates other aspects of Lewin's general model of change. As indicated in the diagram, the planning stage is a period of unfreezing, or problem awareness.[10]Ā The action stage is a period of changing, that is, trying out new forms of behavior in an effort to understand and cope with the system's problems. (There is inevitable overlap between the stages, since the boundaries are not clear-cut and cannot be in a continuous process). The results stage is a period of refreezing, in which new behaviors are tried out on the job and, if successful and reinforcing, become a part of the system's repertoire of problem-solving behavior.<br />Action research is problem centered, client centered, and action oriented. It involves the client system in a diagnostic, active-learning, problem-finding, and problem-solving process. Data are not simply returned in the form of a written report but instead are fed back in open joint sessions, and the client and the change agent collaborate in identifying and ranking specific problems, in devising methods for finding their real causes, and in developing plans for coping with them realistically and practically. Scientific method in the form of data gathering, forming hypotheses, testing hypotheses, and measuring results, although not pursued as rigorously as in the laboratory, is nevertheless an integral part of the process. Action research also sets in motion a long-range, cyclical, self-correcting mechanism for maintaining and enhancing the effectiveness of the client's system by leaving the system with practical and useful tools for self-analysis and self-renewal.[6]<br />[edit]Important figures<br />Chris Argyris<br />Richard Beckhard<br />Robert R. Blake<br />Roland Sullivan<br />Louis L. Carter<br />David Cooperrider<br />W. Edwards Deming<br />Fred Emery<br />Charles Handy<br />Elliott Jaques<br />Kurt Lewin<br />Rensis Likert<br />Jane Mouton<br />Derek S. Pugh<br />Edgar Schein<br />Donald Schon<br />Peter Senge<br />Herbert Shepard<br />Eric Trist<br />Margaret J. Wheatley<br />[edit]OD interventions<br />quot;
Interventionsquot;
are principal learning processes in the quot;
actionquot;
stage (seeĀ Figure 1) ofĀ organizationĀ development. Interventions are structured activities used individually or in combination by the members of a clientĀ systemĀ to improve their social or taskĀ performance. They may be introduced by a change agent as part of an improvement program, or they may be used by the client following a program to check on the state of the organization's health, or to effect necessary changes in its own behavior. quot;
Structured activitiesquot;
mean such diverse procedures as experiential exercises, questionnaires, attitude surveys, interviews, relevant group discussions, and even lunchtime meetings between the change agent and a member of the clientorganization. Every action that influences an organization's improvement program in a change agent-client system relationship can be said to be an intervention.[11]<br />There are many possible intervention strategies from which to choose. Several assumptions about the nature and functioning ofĀ organizationsĀ are made in the choice of a particular strategy.Ā BeckhardĀ lists six such assumptions:<br />The basic building blocks of anĀ organizationĀ are groups (teams). Therefore, the basic units of change are groups, not individuals.<br />An always relevant change goal is the reduction of inappropriateĀ competitionĀ between parts of the organization and the development of a more collaborative condition.<br />Decision making in a healthy organization is located where the information sources are, rather than in a particular role or level ofĀ hierarchy.<br />Organizations, subunits of organizations, and individuals continuously manage their affairs against goals. Controls are interim measurements, not the basis of managerial strategy.<br />One goal of a healthy organization is to develop generally openĀ communication, mutual trust, andĀ confidenceĀ between and across levels.<br />People support what they help create. People affected by a change must be allowed active participation and a sense of ownership in the planning and conduct of the change.[3]<br />Interventions range from those designed to improve theĀ effectivenessĀ of individuals through those designed to deal with teams and groups, intergroup relations, and the total organization. There are interventions that focus on task issues (what people do), and those that focus on process issues (how people go about doing it). Finally, interventions may be roughly classified according to which change mechanism they tend to emphasize: for example, feedback, awareness of changing cultural norms, interaction andĀ communication,Ā conflict, andĀ educationthrough either new knowledge or skill practice.[12]<br />One of the most difficult tasks confronting the change agent is to help create in theĀ clientĀ system a safe climate for learning and change. In a favorable climate, human learning builds on itself and continues indefinitely during man's lifetime. Out of newĀ behavior, new dilemmas and problems emerge as the spiral continues upward to new levels. In an unfavorable climate, in contrast, learning is far less certain, and in an atmosphere of psychological threat, it often stops altogether. Unfreezing old ways can be inhibited inĀ organizationsĀ because the climate makes employees feel that it is inappropriate to reveal trueĀ feelings, even though such revelations could be constructive. In an inhibited atmosphere, therefore, necessary feedback is not available. Also, trying out new ways may be viewed as risky because it violates established norms. Such an organization may also be constrained because of the law of systems: If one part changes, other parts will become involved. Hence, it is easier to maintain the status quo. Hierarchical authority,Ā specialization, span of control, and other characteristics of formal systems also discourage experimentation.[11]<br />The change agent must address himself to all of these hazards and obstacles. Some of the things which will help him are:<br />A real need in theĀ clientĀ system to change<br />Genuine support from management<br />Setting a personal example: listening, supporting behavior<br />A sound background in the behavioral sciences<br />A working knowledge of systems theory<br />A belief in man as a rational, self-educating being fully capable of learning better ways to do things.[11]<br />A few examples of interventions include team building, coaching, Large Group Interventions, mentoring, performance appraisal, downsizing, TQM, and leadership development.<br />[edit]See also<br />OD Topics<br />Action research<br />Ambidextrous organization<br />Appreciative inquiry<br />Chaos theory in organizational development<br />Collaboration<br />Collaborative method<br />Corporate Education<br />Decision Engineering<br />Designing OD education<br />Employee research<br />Employeeship<br />Executive development<br />Executive education<br />Future Search<br />Group dynamics<br />Group development<br />Groupthink<br />Knowledge Management<br />Leadership development<br />Managing change<br />Organizational communication<br />Organizational climate<br />Organizational culture<br />Organizational diagnostics<br />Organizational engineering<br />Organizational learning<br />Organizational performance<br />Performance improvement<br />Positive Adult Development<br />Process improvement<br />Social network<br />Sociomapping<br />Strategic planning<br />Succession planning<br />Systems intelligence<br />Systems theory<br />Systems thinking<br />Team building<br />T-groups<br />Value network<br />Workplace democracy<br />Workplace spirituality<br />Workforce planning<br />Milestones<br />Appreciative inquiry<br />Hawthorne effect<br />Human Relations Movement<br />OD in context<br />Change management<br />Coaching<br />Facilitation<br />Human resources<br />Industrial and organizational psychology<br />Training and development<br />[edit]Further reading<br />Argyris, C.; Schon, D. (1978),Ā Organizational Learning: A theory of action perspective, Reading MA: Addison-Wesley,Ā ISBNĀ 0201001748<br />Carter, Louis L. (2004),Ā Best Practices in Leadership Development and Organization Change, Jossey Bass,Ā ISBNĀ 0787976253<br />Nonaka, I.; Takeuchi, H. (1995),Ā The Knowledge Creating Company, New York: New York: Oxford University Press,Ā ISBNĀ 0195092694<br />Sullivan, Roland (2010),Ā Practicing Organization Development: A Guide for Leading Change, Jossey Bass,Ā ISBNĀ 0470405449<br />Western, S. (2010),Ā What do we mean by Organizational Development, Krakow: Krakow: Advisio Press<br />Rother, Mike (2009),Ā Toyota Kata, McGraw-Hill,Ā ISBNĀ 0071635238,Ā http://books.google.com/books?id=_1lhPgAACAAJ&dq=toyota+kata<br />Senge, Peter M. (1990),Ā The Fifth Discipline, Doubleday/Currency,Ā ISBNĀ 0385260946Ā see also:Ā The Fifth Discipline<br />Cummings, Thomas G.; Worley, Christopher G.,Ā Organization Development & Change, Thomson South-Western,Ā ISBNĀ 8131502872<br />[edit]References<br />^Ā Smith, A. (1998),Ā Training and Development in Australia.Ā 2nd ed. 261. Sydney: Butterworths.<br />^Ā aĀ bĀ cĀ dĀ Richard Arvid Johnson.Ā Management, systems, and societyĀ : an introduction. Pacific Palisades, Calif.: Goodyear Pub. Co..<br />^Ā aĀ bĀ Richard Beckhard (1969).Ā Organization development: strategies and models. Reading, Mass.: Addison-Wesley. p.Ā 114.Ā ISBNĀ 0876205406.Ā OCLCĀ 39328.<br />^Ā aĀ bĀ Wendell L French; Cecil Bell.Ā Organization development: behavioral science interventions for organization improvement. Englewood Cliffs, N.J.: Prentice-Hall.<br />^Ā Weisbord, Marvin. (1987). Productive Workplace: Organizing and managing for dignity, meaning and community. Jossey-Bass Publishers, San Francisco.<br />^Ā aĀ bĀ cĀ dĀ Richard Arvid Johnson (1976).Ā Management, systems, and societyĀ : an introduction. Pacific Palisades, Calif.: Goodyear Pub. Co.. pp.Ā 223ā229.Ā ISBNĀ 0876205406.Ā OCLCĀ 2299496.<br />^Ā Bradford, D.L. & Burke, W.W. eds, (2005).Ā Organization Development.Ā San Francisco: Pfeiffer.<br />^Ā Bradford, D.L. & Burke, W.W.(eds), 2005, Reinventing Organization Development. San Francisco: Pfeiffer.<br />^Ā deKler, M. (2007). Healing emotional trauma in organizations: An O.D. Framework and case study. Organizational Development Journal, 25(2), 49-56.<br />^Ā aĀ bĀ cĀ Kurt Lewin (1958).Ā Group Decision and Social Change. New York: Holt, Rinehart and Winston. p.Ā 201.<br />^Ā aĀ bĀ cĀ Richard Arvid Johnson (1976).Ā Management, systems, and society: an introduction. Pacific Palisades, Calif.: Goodyear Pub. Co.. pp.Ā 224ā226.Ā ISBNĀ 0876205406.Ā OCLCĀ 2299496.<br />^Ā Wendell L French; Cecil Bell (1973).Ā Organization development: behavioral science interventions for organization improvement. Englewood Cliffs, N.J.: Prentice-Hall. chapter 8.ISBNĀ 0136416624.Ā OCLCĀ 314258<br />Question:Ā What Is Human Resource Development (HRD)?<br />Answer:<br />Human Resource Development (HRD) is the framework for helping employees develop their personal and organizational skills, knowledge, and abilities. Human Resource Development includes such opportunities as employee training, employee career development,performance managementĀ and development,Ā coaching,Ā mentoring,Ā succession planning, key employee identification,Ā tuition assistance, and organization development.<br />The focus of all aspects of Human Resource Development is on developing the mostsuperior workforceĀ so that the organization and individual employees can accomplish their work goals in service to customers.<br />Organizations have manyĀ opportunities for human resources or employee development, both within and outside of the workplace.<br />Human Resource Development can be formal such as in classroom training, a college course, or an organizational planned change effort. Or, Human Resource Development can be informal as in employee coaching by a manager. Healthy organizations believe in Human Resource Development and cover all of these bases.<br />