Organizational Development,

1. ORGANIZATIO
N
DEVELOPMEN
T

2. The practice of changing
people and
organizations for positive
growth
2

3. Organization Development (OD)
is "an
effort, planned, organization-wide,
and managed from the top, to
increase
organization effectiveness and
health
through planned interventions in
the
organization's processes, using
behavioral-science knowledge."
-Beckhard
3

4. OD Strategies
Action Research - An assessment and problem solving process
aimed at improved effectiveness for the entire organization or
specific work units.
Conflict Management - Bringing conflicts to the surface to discover
their roots, developing a common ground from which to resolve or
better manage conflict.
Executive Development - One-on-one or group developmental
consultation with CEO's or VP's to improve their effectiveness.
Goal Setting - Defining and applying concrete goals as a road map
to help an organization get where it wants to go.

5. OD Strategies
Group Facilitation - Helping people learn to interact more
effectively at meetings and to apply group guidelines that foster
open communication, participation and accomplishment.
Strategic Planning - A dynamic process which defines the
organization's mission and vision, sets goals and develops action
steps to help an organization focus its present and future
resources toward fulfilling its vision.
Teambuilding - Improving how well organization members help
one another in activities where they must interact.

6. STEPS IN ACTION RESEARCH
Entry
finding needs for change within an organization
Start-up and Contracting
identify critical success factors; clarify roles for the
consultant(s) and employees; deal with resistance within the
Organization
Assessment and Diagnosis
collect data in order to find the opportunities and
problems in the organization

7. STEPS IN ACTION RESEARCH
Feedback
two-way process serves to tell those what one found out,
based on an analysis of the data
Action Planning
distill recommendations from the assessment and feedback;
consider alternative actions
Intervention
carry out the change process

8. STEPS IN ACTION RESEARCH
Evaluation
evaluation procedure to verify this success, identify needs for
new or continuing OD activities, and improve the OD process
Adoption
implementing processes to insure that OD remains an ongoing
activity within the organization
Separation
recognize when it is more productive for the client and
consultant to undertake other activities

9. WHY DO OD?
Human resources
employees in the company; large fraction of the
costs of doing business
Changing nature of the workplace
workers today want feedback on their performance,
they want a sense of accomplishment;
they need to be more efficient
Global market
the competition is so stiff; our environments are
changing, so our organizations must also
change to survive and prosper

10. WHY DO OD?
Global market
the competition is so stiff; our environments are
changing, so our organizations must also
change to survive and prosper
Accelerated rate of change
thinking has changed radically about
organizational structures to emphasize faster
customer response, lower costs and continuous
learning

11. Internal Consultants
employees of the
organization
WHO SHOULD DO OD?
THE CHANGE AGENTS
External Consultants
people from outside the organization

12. WHEN IS AN
ORGANIZATION
READY
FOR OD?
12

13. Recognition of the need for
change:
Leadership commitment
Employee involvement
signs that an
organization is
ready for OD
Clarity of purpose
Capacity for change

14. FORMULA FOR
CHANGE

15. —characterized by a dynamic work force,
rapid
changes in technology, changing nature of
the
workplace and the increasing instability of
the global environment—organizational
development must be an ongoing effort.
Encouraging continual examination and
readiness for change must be part of the
organization's culture.

16. Thank you