Half day open training event held in Toronto, Ontario.

1. All you need to know about
organization development and
organizational design
by Toronto Training and HR
August 2015

2. CONTENTS
3-4 Introduction
5-6 Definitions
7-9 Organizations
10-12 The multicultural OD model
9-11 Dimensions of the employer brand
13-14 Common features of OD
15-17 Goals of OD
18-19 Characteristics of OD
20-22 Specifications of OD
23-25 Competencies for OD
26-27 What does a developed organization look like?
28-30 Planned change and OD
31-32 Dualisms and OD
33-34 OD practitioners
35-36 Models of OD diagnostics
37-38 OD interventions
39-41 Example OD questions
42-43 Components for a simpler approach to OD
44-45 Types of organizational structure
46-47 Areas to focus on with organizational design
48-49 Organization design and cultures
50-51 Conclusion, summary and questions
Page 2

3. Page 3
Introduction

4. Page 4
Introduction to Toronto Training
and HR
Toronto Training and HR is a specialist training and
human resources consultancy headed by Timothy Holden
10 years in banking
15 years in training and human resources
Freelance practitioner since 2006
The core services provided by Toronto Training and HR
are:
Training event design
Training event delivery
HR support with an emphasis on reducing
costs, saving time plus improving employee
engagement and morale
Services for job seekers

5. Page 5
Definitions

6. Definitions
• Organization
development
• Organizational design
Page 6

7. Page 7
Organizations

8. Organizations
1 of 2
• Common features of an
organization
• What kind of system an
organization is
• Division of labour
• Integration of effort
Page 8

9. Organizations
2 of 2
Novelty
• Task allocation
• Task division
• Information provision
• Reward distribution
Page 9

10. Page 10
The multicultural OD
model

11. The
multicultural
OD model 1 of 2
• Definition of a
multicultural
organization
Monocultural
organizations
• The exclusionary
organization
• The club
Page 11

12. The
multicultural
OD model 2 of 2
Non-discriminatory
organizations
• The compliance
organization
• The affirmative action
organization
Multi-cultural
organizations
• The redefining
organization
• The multicultural
organization
Page 12

13. Page 13
Common features of OD

14. Common
features of
OD
• An entire system
• Application and transfer
of behavioural science
knowledge and practice
• Managing planned
change
• Institutionalizing change
• Improving organizational
effectiveness
Page 14

15. Page 15
Goals of OD

16. Goals of OD
1 of 2
• Maintaining specific
organizational culture
and atmosphere
• Assigning decision
making responsibility
and authority to
informed persons
• Retaining a cooperative
atmosphere
• Alleviating unsafe and
disruptive competition
Page 16

17. Goals of OD
2 of 2
• Creating loyalty
and dependence
• Spreading a self-
leading and self-
control spirit
throughout the
organization
Page 17

18. Page 18
Characteristics of OD

19. Characteristics
of OD
• It is programmed
• Covers all the
organization
• Directed from high
ranks of the
organization
• Elevates the
organizational
efficiency and health
• Interferes with
organizational
processes in a
controlled mannerPage 19

20. Page 20
Specifications of OD

21. Specifications
of OD 1 of 2
• Continuous
interaction process
• Form of
applied-behavioural
knowledge
• Transformational
retraining
• Looks at the
organization
systematically
Page 21

22. Specifications
of OD 2 of 2
• Information-based
programmed change
• Based on experience
and focuses on
programming and
targeting
Page 22

23. Page 23
Competencies for OD

24. Competencies
for OD 1 of 2
• Marketing x 7
• Enrolling x 6
• Contracting x 13
• Mini-assessment x 5
• Data gathering x 10
• Diagnosis x 11
• Feedback x 5
• Planning x 5
• Participation x 11
• Intervention x 7
Page 24

25. Competencies
for OD 2 of 2
• Evaluation x 7
• Follow-up x 6
• Adoption x 9
• Separation x 5
• Self-awareness x 11
• Interpersonal x 10
• Other x 12
Page 25

26. Page 26
What does a developed
organization look like?

27. What does a
developed
organization
look like?
• Being open and clear
• Trust in others
• Feedback from inside
and outside
• Cooperation with
others
• Training and
authorization
• Organizational
structure with fewer
layers
Page 27

28. Page 28
Planned change and OD

29. Planned change
and OD 1 of 2
• Recognize the need for
change
• Develop the goals of
the change
• Select a change agent
• Diagnose the current
climate
• Select an
implementation
method
Page 29

30. Planned change
and OD 2 of 2
• Develop a plan
• Implement the plan
• Follow the plan and
evaluate it
Page 30

31. Page 31
Dualisms and OD

32. Dualisms and
OD
• What is a dualism?
Explanation
• Narrative, analysis
Evidence
• Sources, data
Temporality
• Periodization,
chronology
Page 32

33. Page 33
OD practitioners

34. OD
practitioners
Questions to ask
• Soft
• Hard
Page 34

35. Page 35
Models of OD diagnostics

36. Models of OD
diagnostics
• Analytical model
• Management practice
model
• Open systems model
• Sociotechnical system
model
Page 36

37. Page 37
OD interventions

38. OD
interventions
• Individual to whole
organization
involvement
• Individual to whole
organization impact
• Spontaneous to
planned
• Human to
technological
Page 38

39. Page 39
Example OD questions

40. Example OD
questions
1 of 2
• Does our
organization’s vision
lead us to the change
we seek in ourselves
and our community?
• Does our
organization have a
clear focus on where
we engage to achieve
the change we seek?
Page 40

41. Example OD
questions
2 of 2
• Are we able to
realize our desired
changes and our
vision of a preferred
future?
• What capabilities
and capacities do
we need to deliver
our desired
change?
• How will we know if
we are successful?
Page 41

42. Page 42
Components for a simpler
approach to OD

43. Components for
a simpler
approach to OD
• Defining what
wellbeing means for
the whole organization
• Creating an enduring
space to think
• Maintaining the means
of connection to allow
a space to think
• Sustain access to
operational capability
Page 43

44. Page 44
Types of organizational
structure

45. Types of
organizational
structure
• Functional
• Geographical
• Product-line
based
• Customer/market
-based
• Matrix
Page 45

46. Page 46
Areas to focus on with
organizational design

47. Areas to focus
on with
organizational
design
• Align organization
design with the
strategy of the
organization
• Use organizational
design as an
instrument to shape
culture to achieve
the strategy and
improve the quality
of the jobs for
employees
Page 47

48. Page 48
Organization design and
cultures

49. Organization
design and
cultures
• Power cultures
• Role cultures
• Task cultures
• Person cultures
Page 49

50. Page 50
Conclusion, summary and
questions

51. Page 51
Conclusion, summary and
questions
Conclusion
Summary
Videos
Questions