This document provides an overview of human resource management and organizational development topics. It discusses determining net management requirements by analyzing organizational objectives, management inventories, succession plans, and changes to the management team. Various management development methods are outlined, including on-the-job training, classroom training techniques like lectures and case studies, and evaluation of development programs. Organizational development phases of diagnosis, strategy planning, education, and evaluation are also summarized.
Helping employees to become effective in their jobs is one of the fundamentally HR management that any organization has to undertake. This slide explains the Training Methods Technique and Aids, bought to you by Welingkar’s Distance learning Division.
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Training involves a lot of work. Challenges faced in Training are inevitable. This chapter focuses on understanding different challenges faced in training and also helps understand Learning Organization theory advocated by Peter Senge. This presentation is an initiative by Welingkar’s Distance Learning Division.
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A Range of Instructional Techniques is discussed in this chapter of Effective HR. The object of this presentation is to understand the different methods of training which are Cognitive, Behavioural and Management Development Program. The presentation is shared by Welingkar’s Distance Learning Division.
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Helping employees to become effective in their jobs is one of the fundamentally HR management that any organization has to undertake. This slide explains the Training Methods Technique and Aids, bought to you by Welingkar’s Distance learning Division.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/effectivehrtrainingslides
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Read our latest blog at: http://welearnindia.wordpress.com
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Training involves a lot of work. Challenges faced in Training are inevitable. This chapter focuses on understanding different challenges faced in training and also helps understand Learning Organization theory advocated by Peter Senge. This presentation is an initiative by Welingkar’s Distance Learning Division.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/SlideShareEffectHR
Join us on Facebook: http://www.facebook.com/welearnindia
Follow us on Twitter: https://twitter.com/WeLearnIndia
Read our latest blog at: http://welearnindia.wordpress.com
Subscribe to our Slideshare Channel: http://www.slideshare.net/welingkarDLP
A Range of Instructional Techniques is discussed in this chapter of Effective HR. The object of this presentation is to understand the different methods of training which are Cognitive, Behavioural and Management Development Program. The presentation is shared by Welingkar’s Distance Learning Division.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/SlideShareEffectHR
Join us on Facebook: http://www.facebook.com/welearnindia
Follow us on Twitter: https://twitter.com/WeLearnIndia
Read our latest blog at: http://welearnindia.wordpress.com
Subscribe to our Slideshare Channel: http://www.slideshare.net/welingkarDLP
In this presentation, we will deal with the strategies and processes that are involved in developing the abilities of the managers to deliver and manage the work force efficiently and in a productive way.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
For management development, several methods and techniques are used. These methods can be divided into two broad categories, namely Internal or On the Job and External or Off the Job methods.
In this presentation, we will discuss the importance and understanding of Training and Development of employees in an organization. Types of training and understanding the steps in conducting a training program are also presented here in this presentation.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Training is any planned activity to transfer or modify knowledge, skills, and attitudes through learning experiences. Personnel may require training for a variety of reasons, including the need to maintain levels of competence and respond to the demands of changing circumstances and new approaches and technologies. Training by itself cannot solve structural, organizational, or policy problems within an organization, although supportive supervision and the use of motivational strategies can help sustain performance improvement derived from training (www.who.int/medicinedocs/documents).
Conventional 'training' is required to cover essential work-related skills, techniques and knowledge, and much of this section deals with taking a positive progressive approach to this sort of traditional 'training'. Importantly however, the most effective way to develop people is quite different from conventional skills training, which let's face it many employees regard quite negatively. They'll do it of course, but they won't enjoy it much because it's about work, not about themselves as people. The most effective way to develop people is instead to enable learning and personal development, with all that this implies (www.businessballs.com).
9 09-2020 continuous professional developmentSULTANAJAMIL1
CPD refer to the process of training and developing professional knowledge and skills through independent, participation –based or interactive learning
This chapter of Effective HR talks about Transfer of Training. The main core of the presentation is to understand what transfer of training/learning is and to have the knowledge about the factors enhancing learning. The presentation has been prepared by Welingkar’s Distance Learning Division.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/SlideShareEffectHR
Join us on Facebook: http://www.facebook.com/welearnindia
Follow us on Twitter: https://twitter.com/WeLearnIndia
Read our latest blog at: http://welearnindia.wordpress.com
Subscribe to our Slideshare Channel: http://www.slideshare.net/welingkarDLP
In this presentation, we will deal with the strategies and processes that are involved in developing the abilities of the managers to deliver and manage the work force efficiently and in a productive way.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
For management development, several methods and techniques are used. These methods can be divided into two broad categories, namely Internal or On the Job and External or Off the Job methods.
In this presentation, we will discuss the importance and understanding of Training and Development of employees in an organization. Types of training and understanding the steps in conducting a training program are also presented here in this presentation.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Training is any planned activity to transfer or modify knowledge, skills, and attitudes through learning experiences. Personnel may require training for a variety of reasons, including the need to maintain levels of competence and respond to the demands of changing circumstances and new approaches and technologies. Training by itself cannot solve structural, organizational, or policy problems within an organization, although supportive supervision and the use of motivational strategies can help sustain performance improvement derived from training (www.who.int/medicinedocs/documents).
Conventional 'training' is required to cover essential work-related skills, techniques and knowledge, and much of this section deals with taking a positive progressive approach to this sort of traditional 'training'. Importantly however, the most effective way to develop people is quite different from conventional skills training, which let's face it many employees regard quite negatively. They'll do it of course, but they won't enjoy it much because it's about work, not about themselves as people. The most effective way to develop people is instead to enable learning and personal development, with all that this implies (www.businessballs.com).
9 09-2020 continuous professional developmentSULTANAJAMIL1
CPD refer to the process of training and developing professional knowledge and skills through independent, participation –based or interactive learning
This chapter of Effective HR talks about Transfer of Training. The main core of the presentation is to understand what transfer of training/learning is and to have the knowledge about the factors enhancing learning. The presentation has been prepared by Welingkar’s Distance Learning Division.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/SlideShareEffectHR
Join us on Facebook: http://www.facebook.com/welearnindia
Follow us on Twitter: https://twitter.com/WeLearnIndia
Read our latest blog at: http://welearnindia.wordpress.com
Subscribe to our Slideshare Channel: http://www.slideshare.net/welingkarDLP
Training and Development, Executive Management Development Programme, Multipl...Santhanalaxmi Karthikvel
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Training - Human Resource Management HRMDeva Pramod
Training and Developing Employees: Need for Training, Systematic Approach to Training, Types of Training, Training Methods, Evaluation of Training
Training is a planned programme designed to improve performance and bring about measurable changes in knowledge, skills, attitude and social behaviour of employees.
Essential for job success
It can lead to higher production, fewer mistakes, greater job satisfaction and lower turnover
Training Vs. Development, Training Vs. Education, Learning Principles: The Philosophy of Training, Applicability of Training, Job Instruction Training (JIT)
Coaching
Mentoring
Job Rotation
Apprenticeship Training
Committee Assignments
Rao V.S.P “Human Resource Management”, 2nd edition, Pearson –Prentice Hall, New Delhi, 2005
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Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
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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.
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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.
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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
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
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➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
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"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Management and organizational development ch 9 e10 by muhammad farhan
1. ASSIGNMENT
ON
HUMAN RESOURCE MANAGEMENT
• Topic
• Management and Organizational Development
• Presented By:
• Group II
• Group Members
• Muhammad Waris 3512
• Danial Yousaf 3570
• Muhammad Farhan 3510
• Junaid ur Rehman 3591
• BBA (Hons.) 6th Semester (A)
University Of Education Lahore, Multan Campus
7. MANAGEMENT DEVELOPMENT PROCESS
process concerned with developing the experience, attitude, and skills necessary to become or
remain an effective manager.
DETERMINING THE NET MANAGEMENT REQUIREMENTS
1- Organizational Objective:
An organization’s objectives play a significant role in determining the organization’s
requirements for managers. For instance, if an organization is undergoing a rapid expansion
program, new managers will be needed at all levels. If, on the other hand, the organization is
experiencing limited growth, few new managers may be needed, but the skills of the present
management team may need to be upgraded.
8. 2- Management inventory and succession plan:
A management inventory, which is specialized type of skills inventory,
certain types of information about an organization’s current management
team. Management inventories often include information such as present
position, length of service, retirement date, education, and past
evaluations.
Table 9.1 illustrates a simplified management inventory.
A management inventory can also be used to develop a management
succession plan, sometimes called a replacement chart or schedule. A
management succession plan records potential successors for each
within the organization.
9. Name Present position Length of
service
Retirement year Replacement
positions
Pervious
Training
Received
James W. Burch Industrial
relations
manager,
Greenville plant
5 years 2007 Corporate
industrial staff
B.B.A,
University of
education,
middle
management
program
Judy S. Chesser Engineering
trainnee
9 months 2017 Plant
engineering
manager,
corporate
engineering
staff
B.E.E ,
Tech
10. 3- Changes in the Management Team:
Certain changes in the management team can be estimated fairly accurately and
easily, while other changes are not easily determined.
Changes which are easily estimated
1- Retirement (It can predicted from information in the management inventory)
2- Transfer and promotion (It can predicted from objective of the organization)
Changes which are not easily estimated
1- Death
2- Resignation
3- Discharge
However, when these changes do occur, the management inventory and succes
Plan can be used to help fill these vacancies.
11. Conclusion:
1- Analysing the organization’s Objectives
2- Studying the management inventory and succession plan
3- Evaluating changes in the management team
Both can give the HR Department a good picture of both the quantity and quality
managers the organization will need.
NEEDS ASSESSMENT:
‘’Needs assessment is a systematic analysis of the specific management developme
activities the organization requires to achieve its objectives’’.
Every organization has physical, financial, and HR needs. Needs relate to what the
organization must have to achieve its objectives. A fundamental need of any organ
is the need for an effective management team.
14. Establishing Management Development
Objectives
Objectives for the overall management
development program and for individual
programs must be
• Expressed in writing
• Measurable
Management development objectives can
categorized as
• Instructional
• Organizational and departmental
• Individual performance and growth
15. Establishing Management Development
Objectives
Instructional objectives – Might incorporate
• Targets relating to number of trainees to be taught
• Hours of training
• Cost per trainee
• Time required for trainees to reach a standard level of knowledge
• Objectives needed for principles, facts, and concepts to be learned
Organizational and departmental
• Concern the impact programs will have on organizational and
departmental outcomes, such as absenteeism, turnover, safety, and
number of grievances
Individual performance and growth
• Concern impact on behavioral and attitudinal outcomes of individual
• May involve impact on personal growth of individuals participating
Individual program objectives specifying skills, concepts, or attitudes
that should result must be identified
Course content and method of instruction can be specified after
16. Methods Used in Management
Development
•The list of conditions for effective learning apply
management development programs
• As with employee training, management
development can be achieved both on and off the
job
18. Understudy Assignments
On-the-job training in which one individual, designated as the heir to
to a job, learns the job from the present job holder
• Used to develop an individual’s capabilities to fill a specific job
Advantages
• Heir realizes purpose of the training
• Can learn in a practical and realistic situation without being
responsible for operating results
Disadvantages
• Understudy learns the bad as well as the good practices of
incumbent
• Understudy assignments maintained over a long period can
become expensive
If used, it should generally be supplemented with one or more of
the other management development methods
19. Coaching
Management development conducted on the job that
involves experienced managers advising and guiding
in solving managerial problems
• Emphasizes responsibility of all managers for developing
employees
Advantage
• Trainees get practical experience and see results of
their decisions
Disadvantage
• Danger of the coach neglecting training
or pass on inappropriate management practices
The coach’s expertise and experience are critical with
method
20. Experience
• Individuals are promoted into management jobs and
allowed to learn on their own from daily experiences
• Advantage
• Individual, in performing a specific job, may
recognize need for management development and look
a means of satisfying it
• Disadvantage
• Employees allowed to learn management only
through experience can create serious problems by
mistakes
• Frustrating to attempt to manage without
necessary background and knowledge
• Serious difficulties can be avoided if experience method
supplemented with other management development
techniques
21. Job Rotation
• Designed to give an individual broad experience through exposure
many different areas of organization
• Trainee goes from one job to another within the organization,
generally remaining in each from six months to a year
• Large organizations frequently use this for training recent college
graduates
• Advantage
• Trainees can see how management principles can be applied
a cross section of environments
• Training is practical and allows the trainee to become familiar
with entire operation of company
• Disadvantage
• Trainee is frequently given menial assignments in each job
• Tendency to leave trainee in each job longer than necessary
• Both of these disadvantages can produce negative attitudes
22. Special Projects and Committee
Assignments
• Special projects require trainee to learn about a particular subject
• For example, a trainee may be told to develop a training
program on safety
• Requires learning about organization’s present safety
policies and problems and safety training procedures used by other
companies
• Trainee must also learn to work and relate to other
employees
• Critical that they provide a developing and learning
for trainee and not just busywork
• Committee assignments (similar to special projects) – Used if
organization has regularly constituted or ad hoc committees
• Individual works with committee on its regularly assigned
duties and responsibilities
• Person develops skills in working with others and learns
through the activities of the committee
23. Classroom Training
• Most familiar type of training; can utilize several methods
• Used in
• Management development programs
• Orientating and training activities
• Include
• Lectures
• Case studies
• Role playing
24. Lectures
• Common method of instruction (teaching by spoken word)
• Can include other media such as transparencies, slides,
videotapes, or computer slides such as PowerPoint
• Strengths include
• Communicates intrinsic interest of subject matter
• Lecturer can communicate their enthusiasm for
subject, which should enhance the audience’s interest in learning
• Lectures can cover material not otherwise available
• Lecturers can reach many learners at one time
• Lecturers can serve as effective models for their audience
• Effective lecturers convey information and convey
what does and does not work in different settings
• Lecture method lets instructor control what will be covered,
the sequence in which it will be covered, and how much time will be
devoted to each topic
• Lectures pose a minimal threat to the learner
25. Lectures
• Weaknesses include
• Lectures often do not allow for feedback from
audience
• Listeners are often passive
• Length of lecture periods often does not match
listener’s interest spans
• Lecturing fails to allow for individual differences
ability or experience
• Lectures are unsuitable for certain higher forms
learning, such as analysis and diagnosis
• Lectures are partially dependent on the public
speaking skills and abilities of the lecturer
26.
27. METHODS USED IN MANAGEMENT DEVELOPMENT
• Case Studies
• Method of classroom training in which trainee analyzes real or hypothetical situations
and suggests not only what to do but also how to do it.
• Advantages
• Cases emphasizes the analysis of a situation that is typical of the manager’s world
• The case study method improves the learner’s verbal and written communication
• Cases expose learners o a wide range of true to life management problems
• Cases inspire interest in otherwise theoretical and abstract training material
28. METHODS USED IN MANAGEMENT DEVELOPMENT
• Disadvantages
• Cases often focus on past and static consideration
• Case analysis often lacks emotional involvement on the part of student and thus is
unrealistic in terms of what the trainee would actually do in the situation
• Case analysis can sometimes confuse students who are used to definite solutions
• Incident method
• Form of case study in which learners are initially given the general outline of a
situation and receive additional information from instructor only as they request it.
29. METHODS USED IN MANAGEMENT DEVELOPMENT
• Role Playing
• In this method, participants are assigned
different roles and required to act out
those roles in a realistic situation
• The success of this method depends on
the ability of participants to assume the
roles realistically
30. METHODS USED IN
MANAGEMENT
DEVELOPMENT
• In Basket Technique
• Method of training in
which the participant is
required to simulate the
handling of a specific
manager’s mail and
telephone calls and to
react accordingly
31. METHODS USED IN MANAGEMENT DEVELOPMENT
• Web Based Training
• Method of training in which
material is presented on
computer video screens via
either the internet or company
internet: participants are
required to answer questions
correctly before being allowed
to proceed
32. METHODS USED IN MANAGEMENT DEVELOPMENT
• WBT takes the advantage of the
technology available in virtual
classrooms
• Virtual Classrooms can be
• Asynchronous
• Synchronous
33. METHODS USED IN MANAGEMENT DEVELOPMENT
• Asynchronous
• Asynchronous Classroom
allow students and
instructors to engage in
learning activities without
being online at the same
time
35. METHODS USED IN MANAGEMENT DEVELOPMENT
• Business Simulations
• Method of training that simulates an
organization and its environment
and requires a team of players to
make operating decisions based on
the situations
36. METHODS USED IN MANAGEMENT DEVELOPMENT
• Decisions are made using less than
complete data
• Disadvantages
The participant simply attempt to
determine the key to winning
• Advantages
• They simulate reality
• Decisions are made in Competitive
environment
• Feedback is provided concerning
decisions
37. METHODS USED IN MANAGEMENT DEVELOPMENT
• Adventure learning
• Programs that use many kinds of
challenging outdoor activities to help
participants achieve their goals.
• Group focused objectives
• Better communication
• More creative problem solving
• More effective teamwork
• Improved leadership
• Personal growth objectives
• Improved self esteem
• Improved risk taking skills
• Increased self awareness
• Better stress management
38. METHODS USED IN MANAGEMENT DEVELOPMENT
• University and Professional Association Seminars
• Some college and Universities offer both credit and noncredit courses intended to
help to meet the management development needs
• These offerings range from courses in principles of supervision to advance executive
management programs
• Professional associations such as the American Management Association also offer a
wide variety of Management Development Programs
39. EVALUATION OF MANAGEMENT DEVELOPMENT
ACTIVITIES
• Four alternatives exits for evaluating management development activities.
• Alternative I- are the trainees happy with the course?
• Alternative II- Does the training course teach the concept?
• Alternative III- Are the concept used on the job?
• Alternative IV- Does the application of the concept positively affect the organization
40. EVALUATION OF MANAGEMENT DEVELOPMENT
ACTIVITIES
What We Want To Know
• Are the trainee happy with the course? If not why? If
not why?
• Concepts not relevant
• Format of the presentation
• Do the material teach the concepts? If not why not?
• A concepts too complex
• Examples not relevant
• Exercises not relevant
• Format of the presentation
What Might Be Measured
• Trainee reaction during workshop
• Trainee reaction after workshop
• Trainee performance during
workshop
• Trainee performance at end of
workshop
41. EVALUATION OF MANAGEMENT DEVELOPMENT
ACTIVITIES
What We Want To Know
• Are the concept used? If not, why not?
• a Concept
• Not relevant
• Too complex
• b Environment not supportive
• Does the application of concepts
positively affect the organization? If
not, why not.
What Might Be Measured
• Performance improvements
• Performance improvements
42. METHODS USED IN
MANAGEMENT
DEVELOPMENT
• Assessment Centers
• Formal method used in training
and/ or selection and aimed at
evaluating an individual’s
potential as a manager by
exposing the individual to
simulated problems that would
be faced in a real life managerial
situations
43.
44. ORGANIZATIONAL DEVELOPMENT
• Definition
• Organization wide, planned effort managed
from the top to increased performance
through interventions and training.
• Phases of organizational development
• Diagnosis
• Strategy planning
• Education
• evaluation
45. ORGANIZATIONAL
DEVELOPMENT
• Diagnosis
• The first decision to be made in
the OD process is whether the
organization has the talent and
available time necessary to
conduct the diagnosis.
• If not, an alternative is to hire
an outside consultant.
• Once the decision has been
made regarding who will do
the diagnosis, the next step is
to gathered and analyse
information.
46. ORGANIZATIONAL DEVELOPMENT
• Methods of diagnosis
• Available record:
• The first step is to review any available record or documents that may be pertinent.
• Personal records and financial reports are two types of generally available records that
can be useful
• Survey questionnaires:
• The most popular method of gathering data is through questionnaires filled out by
employees.
• Usually the questionnaires are intended to measure employee attitudes and
perception about certain work-related factors.
47. ORGANIZATIONAL DEVELOPMENT
• Personal interviews:
• In this approach, employees are individually interviewed regarding their opinions and
perceptions and certain word-related factors.
• Direct observation:
• In this method, the person conducting the diagnosis observes first hand the behaviour
of organizational member at work.
• One advantage of this method is that it allows observation of what people actually do
as opposed to what they say they do.
48. ORGANIZATIONAL DEVELOPMENT
• Strategy planning
• The strategy planning process is to
identify specific problems areas and
outline steps for resolving problems
49. ORGANIZATIONAL DEVELOPMENT
• Education:
• The purpose of the education is to share
the information obtained in the diagnostic
phase with the effected employees and
help them realize the need for change.
• Methods of education:
• Direct feedback:
• Process in which the change agent
communicates the information
gathered through diagnosis directly
to the effected people.
50. ORGANIZATIONAL DEVELOPMENT
• Team building:
• Process by which a work group
develops awareness of conditions
that keep it from functioning
effectively and takes action to
eliminate these conditions
• Specific Activities used in team building:
• Clarifying employee roles
• Reducing conflict
• Improving interpersonal relations
• Improving problem solving skills
52. ORGANIZATIONAL DEVELOPMENT
• Evaluation
• Probably the most difficult phase in the OD
process is the evaluation phase
• The basic question to be answered is
• Did the OD process produce the desired
results ?
• Before any OD effort can be evaluated ,explicit
objective must be determined
• Objective of an OD effort should be outcome
oriented
• An even better approach is to compare “before”
and “after” data with similar data from a control
group