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This document provides an introduction to organization development (OD). It defines OD as a planned, organization-wide effort managed from the top to increase organizational effectiveness and health through planned intervention using behavioral science knowledge. It further defines OD as strengthening human processes in an organization to improve functioning and achieve objectives. The document outlines key characteristics of OD, including that it is a planned change strategy, involves collaboration, focuses on performance improvement, relies on humanistic values, takes a systems approach, and is scientifically-based.
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OD (Organizational Development) is a process that applies behavioral science knowledge to help organizations achieve greater effectiveness and improved quality of work life. It involves assessing an organization's current functioning and improving the total system from a large perspective. OD is defined as a system wide application of behavioral science knowledge to strategically develop and reinforce organizational structures, processes, and changes aimed at improving overall effectiveness. The document then provides explanations of key terms in the definition and discusses reasons for OD along with its historical background.
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This Presentation consists of Organisation change, Change agents and Quality of Work life. Pls. make use of it and pls. do comment on the work.
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This document discusses organizational development and provides details on its key concepts, features, and processes. It defines organizational development as a collection of planned change methods aimed at improving organizational effectiveness and employee well-being. The features outlined include that it is a planned strategic approach involving collaboration to improve performance based on humanistic values. It also discusses organizational culture, climate, and the process of managing organizational development.
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OD (Organizational Development) is a process that applies behavioral science knowledge to help organizations achieve greater effectiveness and improved quality of work life. It involves assessing an organization's current functioning and improving the total system from a large perspective. OD is defined as a system wide application of behavioral science knowledge to strategically develop and reinforce organizational structures, processes, and changes aimed at improving overall effectiveness. The document then provides explanations of key terms in the definition and discusses reasons for OD along with its historical background.
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The document discusses organizational change and defines it as substantive modifications within an organization that can include aspects like work schedules, departmentalization, management structure, design, and staffing. It notes that changes can be driven by external or internal forces and identifies two main types: planned and reactive. The stages of managing change are described as unfreezing, implementing, and reinforcing based on Kurt Lewin's model. Steps in the change process and techniques for overcoming resistance to change like participation, education, and support are also summarized. Finally, the document outlines prerequisites and techniques for organization development programs.
Quality of work life structural od intervention - Organizational Change an...
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Attempt to restructure multiple dimensions of the organization.
To institute a mechanism which introduces and sustains changes over time.
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This Presentation consists of Organisation change, Change agents and Quality of Work life. Pls. make use of it and pls. do comment on the work.
Regards, V.
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Organizational development refers to planned efforts to improve an organization's problem-solving and ability to change through effective management of culture. It aims to change culture and reinforce strategies, structures, and processes to improve effectiveness. Organizational development applies behavioral science knowledge to entire systems within an organization and targets long-term adoption of new activities. In India, organizational development started in the 1960s through training programs and has evolved with contributions from multinationals, western education, and organizations. It is now a broader field understanding organizations, leadership, and performance through systems thinking.
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Organization development (OD) is an interdisciplinary approach to planned organizational change that uses behavioral science knowledge to improve an organization's effectiveness. The goal of OD is to build an organization's ability to adapt, renew, and change itself. It views organizations holistically and aims to enhance both organizational and individual outcomes through interventions and strategies that target the entire system, groups, or individuals. OD draws from fields like psychology, sociology, and management and emphasizes participative processes, humanistic values, and evidence-based change.
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Organization development (OD) is a deliberately planned effort using a sequence of planned activities and events to help an organization improve its performance and effectiveness. There are three basic approaches to OD: the behavioral approach focuses on changing behaviors, the structural approach aims to change organizational structure, and the technical approach provides new tools and techniques.
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Quality circles are voluntary groups of workers that meet regularly to identify, analyze, and solve work-related problems in order to improve performance. They aim to develop workers' skills and a sense of teamwork while enriching jobs. Quality circles go through a process where they select problems, analyze causes, generate solutions, and present their recommended solution to management for potential implementation. They can benefit organizations by developing leadership, improving morale, boosting quality and productivity, and strengthening communication between workers and management. However, they require strong management support to avoid issues like unrealistic expectations, lack of training, and failure to implement solutions.
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This document summarizes the stages of the organizational development process model:
1. Anticipating a need for change where leadership recognizes problems impacting effectiveness and wants improvement.
2. Developing the consultant-client relationship to work together on identifying issues.
3. The diagnostic phase uses tools to analyze the organization, identify problem areas, and determine causes through data collection and feedback.
4. Developing action plans and intervention strategies to address the diagnosed problems and causes.
5. Self-renewal, monitoring, and stabilizing change through evaluation, feedback loops, and maintenance to allow changes to permeate the culture.
6. Continuous improvement as an ongoing effort to refine processes, products
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This document discusses organizational development (OD) techniques. It defines OD as a systematic process aimed at improving an organization's functioning and performance through interventions at various levels of the system. The key characteristics of OD include planned and comprehensive long-term change with participation of change agents and an emphasis on interventions and collaboration. Common OD techniques discussed are management by objectives, grid training, survey feedback, team building, sensitivity training, and quality of work life programs. The effectiveness of OD depends on support from top management and using multiple techniques rather than a single approach.
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Quality circles are voluntary groups of employees who meet regularly to discuss and solve work-related problems. They aim to improve quality and productivity through employee participation in decision-making. Quality circles were developed in Japan in the 1960s and introduced to the US in the 1950s and 1970s. They can be an effective tool if properly implemented, though issues like inadequate training, unclear purpose, and lack of management support can limit their effectiveness.
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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 organization’s “processes,” using behavioral-science knowledge.
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Quality Circles are small groups of employees that regularly meet to identify, analyze, and solve work-related problems. They were originally developed in Japan in the 1950s as a participative management technique and problem-solving method. Quality Circles aim to improve workplace practices, productivity, and morale through group discussion and identifying issues that can then be presented to management. An example of successful Quality Circles is their implementation in schools through Student Quality Circles, which were first developed in India and have since spread to other countries.
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This document provides information about organizational development including:
1. Definitions of organizational development as a systematic process using behavioral science to improve organizational effectiveness.
2. Characteristics of organizational development such as being system-wide and value-based.
3. Models that drive organizational development including the action research model.
4. Goals of organizational development like improving job satisfaction and communication.
5. Stages in organizational development programs including initial diagnosis, data collection, and implementation of interventions.
6. Techniques used in organizational development like sensitivity training, team building, and survey feedback.
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Normative Educational Process
Management Development
Organizational Development
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This document is a project report submitted by Mr. A. Nagasudhakar to Jawaharlal Nehru Technological University in partial fulfillment of the requirements for a Master of Business Administration degree. The report focuses on quality circles at Bharat Heavy Electricals Limited (BHEL). It provides background information on quality circles, including their history and implementation in India. It also describes BHEL's quality circle program and covers common problem solving techniques used by quality circles such as brainstorming, data collection, and cause-and-effect diagrams.
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organisational development
Organizational development aims to integrate organizational and individual needs through planned change. It consists of planned efforts to help organizations and their members work more effectively together over time. Key aspects include using education to drive change, focusing on real organizational problems, employing sensitivity training and experiment-based learning, and utilizing external consultants as change agents. The overall goals are to align individuals with organizational vision, encourage problem-solving, strengthen cooperation and communication, involve employees in planning, and create an enthusiastic work atmosphere. The process involves initial diagnosis, data collection, feedback, intervention selection, implementation, action planning, team building, inter-group development, and evaluation.
Organisational Development
Organizational development (OD) involves taking deliberate steps to align an organization's environment, skills, behaviors, culture, and leadership with its objectives. OD addresses both "hard" issues like strategies and systems as well as "softer" issues like developing skills, behaviors, and attitudes to avoid conflicts between goals and needs. Effective transformation requires integrating changes to content, people, and processes instead of separating organizational and technical changes from human and cultural changes. The OD process involves recognizing problems, collecting data, analyzing and sharing findings, prioritizing issues, exploring solutions, agreeing on changes, implementing interventions, and evaluating results to make OD continuous.
Organisational development
OD refers to a long-range effort to improve an organization’s problem-solving capabilities and its ability to cope with changes in its external environment with the help of external or internal behavioral-scientist consultants.
Organisation development
Organization development is the study of successful organizational changes and performance. It aims to improve an organization through a collaborative approach involving step-by-step identification of problems, data collection, diagnosis of the root causes, planning and implementing solutions, and evaluating the results. The key aspects of organization development include bringing about planned strategic change, enhancing performance through humanistic values, and taking a systems-level approach to organizational improvement.
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Organizational Development (OD) aims to facilitate sustainable change through interventions at the individual, team, and organizational levels. It focuses on improving an organization's learning, problem-solving, and culture. Criticisms of traditional OD led to more dialogic methods like Appreciative Inquiry. A learning organization continuously adapts through knowledge creation, sharing, and applying lessons learned. It establishes a culture of learning supported by vision, infrastructure, learning dynamics, and training.
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Quality circles are voluntary groups of workers that meet regularly to identify, analyze, and solve work-related problems in order to improve performance. They aim to develop workers' skills and a sense of teamwork while enriching jobs. Quality circles go through a process where they select problems, analyze causes, generate solutions, and present their recommended solution to management for potential implementation. They can benefit organizations by developing leadership, improving morale, boosting quality and productivity, and strengthening communication between workers and management. However, they require strong management support to avoid issues like unrealistic expectations, lack of training, and failure to implement solutions.
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This document summarizes the stages of the organizational development process model:
1. Anticipating a need for change where leadership recognizes problems impacting effectiveness and wants improvement.
2. Developing the consultant-client relationship to work together on identifying issues.
3. The diagnostic phase uses tools to analyze the organization, identify problem areas, and determine causes through data collection and feedback.
4. Developing action plans and intervention strategies to address the diagnosed problems and causes.
5. Self-renewal, monitoring, and stabilizing change through evaluation, feedback loops, and maintenance to allow changes to permeate the culture.
6. Continuous improvement as an ongoing effort to refine processes, products
Organizational development
This document discusses organizational development (OD) techniques. It defines OD as a systematic process aimed at improving an organization's functioning and performance through interventions at various levels of the system. The key characteristics of OD include planned and comprehensive long-term change with participation of change agents and an emphasis on interventions and collaboration. Common OD techniques discussed are management by objectives, grid training, survey feedback, team building, sensitivity training, and quality of work life programs. The effectiveness of OD depends on support from top management and using multiple techniques rather than a single approach.
Quality Circles
Quality circles are voluntary groups of employees who meet regularly to discuss and solve work-related problems. They aim to improve quality and productivity through employee participation in decision-making. Quality circles were developed in Japan in the 1960s and introduced to the US in the 1950s and 1970s. They can be an effective tool if properly implemented, though issues like inadequate training, unclear purpose, and lack of management support can limit their effectiveness.
Definitions of Organizational Development - Organizational Change and Develo...
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 organization’s “processes,” using behavioral-science knowledge.
Quality circle
Quality Circles are small groups of employees that regularly meet to identify, analyze, and solve work-related problems. They were originally developed in Japan in the 1950s as a participative management technique and problem-solving method. Quality Circles aim to improve workplace practices, productivity, and morale through group discussion and identifying issues that can then be presented to management. An example of successful Quality Circles is their implementation in schools through Student Quality Circles, which were first developed in India and have since spread to other countries.
Structural design structural intervention - Organizational Change and Deve...
This change process concerns the organization’s division of labour – how to specialize task performances.
Diagnostic guidelines exist to determine which structure is appropriate for particular organizational environments, technologies, and conditions.
Organizational Renewal: The Challenge of Change
This document discusses organizational change and renewal. It covers the challenges organizations face in constantly changing environments. It introduces the concepts of organizational renewal, the system approach, and the sociotechnical system. The sociotechnical system views an organization as an open system coordinating human and technical activities through various subsystems. It also discusses future shock from too much rapid change. Organizational transformation and development are approaches to managing organizational change. Organizational development uses planned change processes to improve individual, team, and total organization effectiveness.
Organisational development b.com vith sem (optional) Bangalore University
This document provides information about organizational development including:
1. Definitions of organizational development as a systematic process using behavioral science to improve organizational effectiveness.
2. Characteristics of organizational development such as being system-wide and value-based.
3. Models that drive organizational development including the action research model.
4. Goals of organizational development like improving job satisfaction and communication.
5. Stages in organizational development programs including initial diagnosis, data collection, and implementation of interventions.
6. Techniques used in organizational development like sensitivity training, team building, and survey feedback.
Organisation development
Department of Management: ORGANIZATION DEVELOPMENT
FEATURES OF OD
Planned Change
Comprehensive Change
Long-range Change
Participation of Change Agent
Emphasis on Intervention and Action Research
Normative Educational Process
Management Development
Organizational Development
ROLE OF ORGANIZATION DEVELOPMENT
OD INTERVENTIONS
Management By Objectives
Process Consultation
Survey Feedback
Change management - Organizational Change and Development - Manu Melwin Joy
Change management is a structured approach to shifting individuals, teams and organisations from a current state to a desired future state.
It is an organisational process aimed at helping employees to accept and embrace changes in their current business environment.
Quality Circles at BHEL
This document is a project report submitted by Mr. A. Nagasudhakar to Jawaharlal Nehru Technological University in partial fulfillment of the requirements for a Master of Business Administration degree. The report focuses on quality circles at Bharat Heavy Electricals Limited (BHEL). It provides background information on quality circles, including their history and implementation in India. It also describes BHEL's quality circle program and covers common problem solving techniques used by quality circles such as brainstorming, data collection, and cause-and-effect diagrams.
Work redesign structural od intervention - Organizational Change and Deve...
This refers to OD interventions aimed at creating jobs, and work groups that generate high levels of employee fulfilment and productivity.
organisational development
Organizational development aims to integrate organizational and individual needs through planned change. It consists of planned efforts to help organizations and their members work more effectively together over time. Key aspects include using education to drive change, focusing on real organizational problems, employing sensitivity training and experiment-based learning, and utilizing external consultants as change agents. The overall goals are to align individuals with organizational vision, encourage problem-solving, strengthen cooperation and communication, involve employees in planning, and create an enthusiastic work atmosphere. The process involves initial diagnosis, data collection, feedback, intervention selection, implementation, action planning, team building, inter-group development, and evaluation.
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Organizational development (OD) involves taking deliberate steps to align an organization's environment, skills, behaviors, culture, and leadership with its objectives. OD addresses both "hard" issues like strategies and systems as well as "softer" issues like developing skills, behaviors, and attitudes to avoid conflicts between goals and needs. Effective transformation requires integrating changes to content, people, and processes instead of separating organizational and technical changes from human and cultural changes. The OD process involves recognizing problems, collecting data, analyzing and sharing findings, prioritizing issues, exploring solutions, agreeing on changes, implementing interventions, and evaluating results to make OD continuous.
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- 1. PRESENTATION ON ORGANISATION DEVELOPMENT Presented by: Lovleen Kaur MBA-IV (A)
- 2. INTRODUCTION • Modern manager must not only be flexible and adaptive in a changing environment, but also diagnose the problems and implement change. • O.D is a discipline applying behavioral sciences to help the org adapt to these changes. • It is aimed not only at improving the org effectiveness but also enhancing the development of org members
- 3. DEFINING O.D • “ O.D is an effort 1)planned 2) org wide and 3) managed from top, 4) increase organisation effectiveness and health through 5) planned intervention in the organisations “processes” using behavioral science knowledge. - BECKHARD
- 4. “ O.D is the strengthening of those human processes in an organisation, which improve the functioning of the organic systems, so as to achieve its objectives.” - LIPPITT
- 5. Characteristics of O.D • O.D is a planned strategy to bring about org change. • It always involve a collaborative approach to change • O. D programs include an emphasis on ways to improve and enhance performance • It relies on humanistic values about people in the organisation.
- 6. • O.D represents a system approach. • O. D is based upon scientific approaches to increase organisational effectiveness.