This document provides an overview of organization development and organization design. It discusses definitions of key terms, the relationship between OD and HR, types of organizational structures, dimensions of organizational culture, change models, and case studies of OD in India and Hungary. The document is intended as an introduction for Toronto Training and HR's services in training, organization development, and human resources consulting.

1. Effective organization development
and organization design
by Toronto Training and HR
March 2013

2. 3-4 Introduction to Toronto Training and HR
5-6 Definitions
Contents 7-9
10-12
The relationship with OD and HR
HR working with OD
13-14 Types of organizational structure
15-16 Creating happiness
17-18 Different cultures
19-20 Characteristics of organizational cultures
21-22 Dimensions of organizational cultures
23-24 Conceptualizations of organizational cultures
25-26 Drill
27-28 Emotional intelligence and OD
29-30 Leadership performance and OD
31-32 Management and leadership interactions
33-34 Organizational learning
35-36 Sustainable development
37-39 OD in India
40-42 OD in Hungary
43-45 Designing change
46-49 Change models
50-51 Conclusion and questions

3. Introduction
Page 3

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
10 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
Reducing costs, saving time and improving
levels of employee engagement
Services for job seekers
Page 4

5. Definitions
Page 5

6. Definitions
• Organization development
• Organization design
• Culture
• The process of OD
• The features of OD
Page 6

7. The relationship between
OD and HR
Page 7

8. The relationship between OD and
HR 1 of 2
• OD work contributes to the
sustained health and
effectiveness of the
organization
• OD work is based upon robust
diagnosis that uses real data
from
organisational, behavioural
and psychological sources
Page 8

9. The relationship between OD and
HR 2 of 2
• OD work is planned and
systemic in its focus, that is
taking account of the whole
organization
• OD practitioners help to create
alignment between different
activities, projects and
initiatives
• OD work involves groups of
people in the organisation to
maximise
engagement, ownership and
contribution
Page 9

10. HR working with OD
Page 10

11. HR working with OD 1 of 2
• Strategic planning
• Recruitment
• Professional development
• Retention
• Engagement
• Culture
Page 11

12. HR working with OD 2 of 2
EXAMPLE-LEADERSHIP
DEVELOPMENT
• Whole organization
• Create space
• Curious and inquiring mind
• Power dynamics
Page 12

13. Types of organizational
structure
Page 13

14. Types of organizational structure
• Geography/customer
• Functional
• Team-based
• Process
• Product/services
• Matrix
• Questions to ask
Page 14

15. Creating happiness
Page 15

16. Creating happiness
• Happiness mapping
• Organization diagnosis
• Melting value of a happy
workplace
• Environment creation
Page 16

17. Different cultures
Page 17

18. Different cultures
• Counter culture
• Sub culture
• Strong culture
• Weak culture
• Why is a strong culture
important?
Page 18

19. Characteristics of
organizational cultures
Page 19

20. Characteristics of organizational
cultures
• Norms
• Rules
• Observed behavioural
regularities
• Coordination and
integration
Page 20

21. Dimensions of
organizational cultures
Page 21

22. Dimensions of organizational
cultures
• Power distance
• Individualism
• Uncertainty avoidance
• Masculinity
Page 22

23. Conceptualizations of
organizational cultures
Page 23

24. Conceptualizations of organizational
cultures
• Process oriented
• Classification
Page 24

25. Drill
Page 25

26. Drill
Page 26

27. Emotional intelligence and
OD
Page 27

28. Emotional intelligence and OD
• Extraversion
• Agreeableness
• Conscientiousness
• Neuroticism
• Openness
Page 28

29. Leadership performance
and OD
Page 29

30. Leadership performance and OD
• Leads and encourages
change
• Lives by example
• Lauds achievement
• Lends a vision
• Leverages Learning &
Development
• Looks out for others
Page 30

31. Management and
leadership interactions
Page 31

32. Management and leadership
interactions
• Coach employees
• Effectively
reward/recognize
employees
• Communicate appropriately
with employees
• Motivate employees
• Involve employees in
decision making
• Encourage teamwork and
collaboration
Page 32

33. Organizational learning
Page 33

34. Organizational learning
• Culture
• Strategy
• Structure
• Environment
Page 34

35. Sustainable development
Page 35

36. Sustainable development
• Social
• Ecology
• Economics
• Key success factors
Page 36

37. OD in India
Page 37

38. OD in India 1 of 2
• Understand the
organization, leadership
and management
• Understand organizational
performance and
management
• System thinking
Page 38

39. OD in India 2 of 2
TYPES OF OD INTERVENTIONS
• Training
• Action research
• Survey feedback
• HR development
• Role focused
• Person focused
Page 39

40. OD in Hungary
Page 40

41. OD in Hungary 1 of 2
FACTORS INVOLVED
• Independence of the
organization
• External pressure
• Social sciences
• Human values
• Major changes in HR
Page 41

42. OD in Hungary 2 of 2
GENERAL FIELDS OF OD
• Reshaping the organization
• HR audit
• Establishing HR systems
Page 42

43. Designing change
Page 43

44. Designing change 1 of 2
• What is the desired
outcome and timeline?
• Who is promoting the
change?
• What are alternate paths of
change?
• What are the pitfalls of
these alternate plans?
• How will we measure the
outcome?
• What are the contingency
plans?
Page 44

45. Designing change 2 of 2
• What happens if we make
no changes?
• Who will help make the
changes?
• Who are our real customers
that we need to protect?
• Who is impacted by the
change?
Page 45

46. Change models
Page 46

47. Change models 1 of 3
LEWIN
• Unfreeze
• Movement
• Refreeze
Page 47

48. Change models 2 of 3
ULRICH
• Lead change
• Create a shared need
• Shape a vision
• Mobilize commitment
• Change systems and
structures
• Monitor progress
• Make change last
Page 48

49. Change models 3 of 3
KOTTER
• Establish a sense of
urgency
• Form a guiding coalition
• Create a vision
• Communicate the vision
• Empower others to act
• Plan for a create short-term
wins
• Consolidate improvements
and produce more change
• Institutionalize new
approaches

50. Conclusion and questions
Page 50

51. Conclusion and questions
Summary
Videos
Questions
Page 51