Assumptions in Organizational Development - Organizational Change and Develo...manumelwin
The Organization development has a number of underlying assumptions which can be examined so as to determine how the OD programmes can be utilized to the fullest potential.
These assumptions are based upon French and Bell
Interventions are necessary for an organization to apply for effectiveness in functioning of an organization. this presentation is about part of interventions known as structural intervention.
Assumptions in Organizational Development - Organizational Change and Develo...manumelwin
The Organization development has a number of underlying assumptions which can be examined so as to determine how the OD programmes can be utilized to the fullest potential.
These assumptions are based upon French and Bell
Interventions are necessary for an organization to apply for effectiveness in functioning of an organization. this presentation is about part of interventions known as structural intervention.
Structural od intervention - Organizational Change and Development - Manu Me...manumelwin
These interventions deal with an organization’s technology (for examples its task methods and job design) and structure (for example, division of labor and hierarchy).
These interventions are rooted in the disciplines of engineering, sociology, and psychology and in the applied fields of socio-technical systems and organization design. Practitioners place emphasis both on productivity and human fulfillment.
The term organizational development was coined by Richard Beckhard in the mid-1950s.Organizational development is an acronym of two words i.e., organization and development
Organisation Development Models is a critical topic in Human Resource Development. Topics such as Basics of OD, Intervention Methods and the role of HR in OD is mentioned in these slides. Have Fun!!!
In this slide we will learn that how to Structure and Design an organization and after understanding this you will be able to design and structure the organization.
Structural od intervention - Organizational Change and Development - Manu Me...manumelwin
These interventions deal with an organization’s technology (for examples its task methods and job design) and structure (for example, division of labor and hierarchy).
These interventions are rooted in the disciplines of engineering, sociology, and psychology and in the applied fields of socio-technical systems and organization design. Practitioners place emphasis both on productivity and human fulfillment.
The term organizational development was coined by Richard Beckhard in the mid-1950s.Organizational development is an acronym of two words i.e., organization and development
Organisation Development Models is a critical topic in Human Resource Development. Topics such as Basics of OD, Intervention Methods and the role of HR in OD is mentioned in these slides. Have Fun!!!
In this slide we will learn that how to Structure and Design an organization and after understanding this you will be able to design and structure the organization.
Importance of successful change management ; Change management principles ; Change management process ; Resistance to change ; ; Building culture for change ; ADKAR Model ; Change management strategies; John P Kotter's change management strategies
Cracking the Change Management Code Main New.pptxWorkforce Group
The modern workplace is experiencing rapid change due to several factors, such as technological advancements, cultural changes, and organisational shifts. Similarly, organisations must remain resilient and evolve to remain competitive and meet clients' needs.
While some of these changes are common, others happen on a larger scale, significantly impacting people, processes and the wider organisation.
As a business leader, it is important for you to understand the different types of changes, how they can be implemented effectively and how to manage their impact on your team and the organisation.
In this deck, you'll identify when you should consider change management.
You'll also learn:
• The two (2) major types of organisational changes
• The most effective steps to a successful change management
• The Prosci ADKAR Change Management Model and
• Practical tips to overcome resistance to change.
I am a big fan of Kotter’s, 8-Step Process for Leading Change. I have seen it applied, and the system works. It should be a must read for anyone who has, or will, experience some sort of (work) change.
This presentation outlines the 8-steps and key points in the process.
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Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
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The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
1. Models of
Organization Development and
Change
Contents :
1. Force Field Analysis
2. Kotter’s 8 step model
3. High Performance Programming.
2.
3. • Force-field analysis is an influential
development in social science which provides a
framework for looking at the factors (forces) that
influence a situation, originally social situations.
It looks at forces that are either driving
movement toward a goal (helping forces) or
blocking movement toward a goal (hindering
forces).
7. • Increase Urgency For change to happen, it helps if the whole
company really wants it. Develop a sense of urgency around the
need for change. This may help you spark the initial motivation
to get things moving.
• Build Guiding team Convince people that change is
necessary. This often takes strong leadership and visible
support from key people within your organization. Managing
change isn't enough – you have to lead it.
• Develop the Vision When you first start thinking about
change, there will probably be many great ideas and solutions
floating around. Link these concepts to an overall vision that
people can grasp easily and remember.
8. • Communicate for Buy in What you do with your vision
after you create it will determine your success. Your message
will probably have strong competition from other day-to-day
communications within the company, so you need
to communicate it frequently and powerfully, and embed it
within everything that you do.
• Empower Action Put in place the structure for change, and
continually check for barriers to it. Removing obstacles can
empower the people you need to execute your vision, and it
can help the change move forward.
9. • Create Short-Term Wins Nothing motivates more than
success. Give your company a taste of victory early in the
change process. Within a short time frame (this could be a
month or a year, depending on the type of change), you'll
want to have some "quick wins " that your staff can see.
Without this, critics and negative thinkers might hurt your
progress.
• Don’t let up Kotter argues that many change projects fail
because victory is declared too early. Real change runs deep.
Quick wins are only the beginning of what needs to be done
to achieve long-term change.
10. • Anchor the Changes in Corporate Culture Finally, to
make any change stick, it should become part of the core of
your organization. Your corporate culture often determines
what gets done, so the values behind your vision must
show in day-to-day work. Make continuous efforts to
ensure that the change is seen in every aspect of your
organization. This will help give that change a solid place
in your organization's culture.
11.
12. • High Performing Programming (HPP) model,
assists in organizational evaluation, forming a
vision, and creating environments that move the
process to the next developmental level
• It says that an organisation goes from Reactive level
to Responsive level to Proactive level and then
finally reaches the High performing level.
• Theses 4 stages are explained in the following slides
13. Reactive level
• The reactive organization is one of survival and
operates in the past.
• It is characterized by affixing blame, force-fed
communication, top down leadership, and
fragmented infrastructure.
• There is little ownership by staff, which feels the
organization is responsible for their practice.
• The staff sees the strategic direction of the
organization as management’s role. It is teacher-
driven and rewarded for volume, not value
14. Responsive level
• The responsive organization is operating in the present with a
hierarchical structure and a leadership style of coaching.
• It is focused on near-term goals and motivates with rewards,
which leadership helps to develop and implement.
• The responsive organization is characterized by cohesive
teamwork, and the ability to adapt to solve problems. In this
environment, the manager still owns most issues based on
needs that lack clarity and are not necessarily aligned.
• Learners are passive and feel no ownership for their continued
education. Technology that supports learning is more
connected, possibly including a learning management system
that is resource-intensive.
15. Proactive level
• Proactive organizations are future-oriented.
• They are strategic, goal-oriented, and focused on
the greater good and results; emphasis on the
bottom line decreases. Organizational structure is
matrix, and leaders have trust and mutual respect
for each other.
• Learners take responsibility for their own success.
The environment of professional development has
less variety for learning, but it is more intentional
and incorporates more coordinated learning
solutions, which include follow up and follow
through.
16. High Performing Levels
• High-performing work achieves high standards of
excellence. The organizational focus is on
excellence, seeking out new opportunities for
excellence, and releasing the flow of energy
necessary for accomplishing these innovations.
• Professional development is embedded in the work
and all parties are engaged. Ownership and
accountability makes it easier to do the right thing.
• Learning is shared among team members, and there
is an explicit and coherent message around quality,
metrics, improved communication, and ongoing
evaluation
17. • . The environment is dynamic, integrated, and
linked to business success. Immediate real-time
data and feedback are designed with patient
input.
• The role of educators is to manage complexity,
and they are master facilitators of learning that
is focused on business outcomes, performance,
and organizational objectives.
• Learning is valued as an end unto itself, and
transforms practice to excellence. Educators
function as coaches and are characterized by rich
and integrative dialogue, creativity, and wisdom.