This document provides an overview of organizational change and development. It discusses various models of change including evolutionary, revolutionary, planned change and Ferguson's four types of change. It also covers change drivers, strategies for change management, the CDS model of change, force field analysis, and steps in change management. Principles of change management and how to reduce resistance to change are also summarized.
Organisational Development – An Overview
Organisational Diagnosis, Renewal and Change
OD Interventions
OD Effectiveness
OD is an effort (1) planned (2) organization wide (3)managed from the top (4) increase organization effectiveness and health through (5) planned interventions in the organization’s processes, using behavioral science knowledge.
Human resources
Changing nature of the workplace
Global markets
Accelerated rate of change
better quality of work.
It creates higher job satisfaction
Team work is improved and encouraged
It finds better solution for conflicts
Commitment to objectives
Increases the willingness to change
Absenteeism is reduced.
Turnover is lower
Organizational basis for behavior, Contributing disciplines to the OB field, Why managers require knowledge of OB, Need for a contingency approach to the study of OB,Emerging challenges and opportunities for OB,The organization as a system, System approach to organizational behavior, Managerial functions, The organization and people,OB, Calicut university organizational behavior module 1,organizational behavior, importance of OB,Strength of Contingency Approach, system approach, functions of a manager, functions of management
Leading change in an organization can be a challenge, especially when politics and self-
interests serve as tools for opposition. These opposing forces can derail plans and fracture
organizational bonds. However, effective change leaders know how to shift their strategies,
inspire action, and navigate politics in an effort to maintain the organization’s focus on
transformation.
In this webinar, organizational leaders will learn how politics can affect organizational change
and the leadership strategies that can be adopted to manage political dynamics.
Organisational Development – An Overview
Organisational Diagnosis, Renewal and Change
OD Interventions
OD Effectiveness
OD is an effort (1) planned (2) organization wide (3)managed from the top (4) increase organization effectiveness and health through (5) planned interventions in the organization’s processes, using behavioral science knowledge.
Human resources
Changing nature of the workplace
Global markets
Accelerated rate of change
better quality of work.
It creates higher job satisfaction
Team work is improved and encouraged
It finds better solution for conflicts
Commitment to objectives
Increases the willingness to change
Absenteeism is reduced.
Turnover is lower
Organizational basis for behavior, Contributing disciplines to the OB field, Why managers require knowledge of OB, Need for a contingency approach to the study of OB,Emerging challenges and opportunities for OB,The organization as a system, System approach to organizational behavior, Managerial functions, The organization and people,OB, Calicut university organizational behavior module 1,organizational behavior, importance of OB,Strength of Contingency Approach, system approach, functions of a manager, functions of management
Leading change in an organization can be a challenge, especially when politics and self-
interests serve as tools for opposition. These opposing forces can derail plans and fracture
organizational bonds. However, effective change leaders know how to shift their strategies,
inspire action, and navigate politics in an effort to maintain the organization’s focus on
transformation.
In this webinar, organizational leaders will learn how politics can affect organizational change
and the leadership strategies that can be adopted to manage political dynamics.
Change problem ; Features of organizational change; Importance of change ; Reasons / factors leading to organizational change ; Change process ; Kurt Lewin's Model of change process ; Bringing organizational change; Rolf Smith's seven levels of change model
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!!!
career development- definitions, characteristics, objectives, theories of career development, importance of career development, principles of career development, stages of career development, factors affecting career development,
This slide is an overview of the concept of organizational change. The Change needs, Change Forces, Change Methods, Resistance to Change with an example.
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
Change problem ; Features of organizational change; Importance of change ; Reasons / factors leading to organizational change ; Change process ; Kurt Lewin's Model of change process ; Bringing organizational change; Rolf Smith's seven levels of change model
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!!!
career development- definitions, characteristics, objectives, theories of career development, importance of career development, principles of career development, stages of career development, factors affecting career development,
This slide is an overview of the concept of organizational change. The Change needs, Change Forces, Change Methods, Resistance to Change with an example.
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
Provides an overview of organization development (OD), focusing particularly on the intervention processes available. Categories or types of intervention are noted, and the depth of intervention is recognised as a key decision point for OD practitioners.
An exposition of the four 'frames' or perspectives by which to evaluate and understand modern organisations. Bolman & Deal suggested that a more comprehensive understanding of modern organisations could be gained by viewing them from structural, human resources, political and symbolic (cultural) frames. The unique features of each frame are identified in this slideshow.
There is no permanent organizational chart for the world… It is of supreme importance to be ready at all times to take advantage of new opportunities and make change in your Organization.
Organizational Change Consulting In unit one the discussio.docxalfred4lewis58146
Organizational Change Consulting
In unit one the discussion centered around the reinvention and culture of the
organization, the way business is conducted. This unit shifts the focus to what people
do by examining the role of an organizational development consultant, the diagnostic
process, and peoples’ resistance to change.
The OD Consultant
A change agent is a person or team responsible for beginning and maintaining a change
effort. Change agents may come from inside an organization, in which case they are
called internal consultants, or they may come from outside an organization, in which
case they are called external consultants. The role of the organizational development
(OD) consultant is to initiate, stimulate, and facilitate change. William Bridges
explains that things change but people transition (as cited in Montgomery, 2009). The
OD consultant is therefore concerned primarily with the people aspect of the change
events.
One of the basic roles of the consultant is to facilitate and teach the client how to
identify the problem, diagnose and solve the problem. This reduces the dependency of
the client on the consultant but also empowers the client and is associated with higher
corporate buy-in rates.
Clearly, OD consultants must have a number of skills in order to be successful. In
particular, consultants need to possess both leadership and management expertise. In a
leadership role, consultants should be able to facilitate rather than direct, keep
information flowing, and use multiple methods on a consistent basis.
Problem solving is another skill an effective consultant hones. He or she has to be able
to identify and focus on the next set of problems. Organizations and processes
experience flux, which often results in new and unanticipated problems, which cannot
be ignored. Inherent to the skill of problem solving, however, is valid diagnosis. So
how does an organizational consultant accurately decipher root problems?
The Diagnostic Process
The diagnosis is a two-fold process: an assessment of the variables, and a report on
possible corrective interventions. Diagnosis involves gathering data, interpreting the
data, identification of problem areas and options for solutions. Diagnostic tools consist
of interviews, surveys, instruments, observation and review of public records. To
many, diagnosis is the most important stage. Success or failure of change strategies is
dependent on several things but accurate diagnosis is critical. Failure to address the
root cause or intervening in processes that were previously fully functional is
inappropriate and costly change, but if the problem is properly diagnosed and the
intervention strategy appropriate, why can change still be so difficult for organizations
to enact smoothly?
Resistance to Change
Change is often problematic unless the cause and solution are readily transparent.
Generally speaking, change is.
Organization development (OD) is a deliberately planned, organization-wide effort to increase an organization's effectiveness and/or efficiency and/or to enable the organization to achieve its strategic goals.
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Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
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Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
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At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
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1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
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Memorandum Of Association Constitution of Company.pptseri bangash
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A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
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Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
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Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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3. What are the types of changes? Evolution revolution Planned change
4. Four types of changes as per Ferguson ? 1. Exceptional changes (something different from the routine) 2 Incremental change (gradual but fast change) 3. Pendulum change (change from one extreme to opposite end and back) 4. Paradigm change (change in thinking)
5. What are change drivers ? Change must target at the following : 1. mission 2. vision 3. strategy 4. structure 5 plans and policies 6. procedures 7. technology 8. values 9. culture 10. systems
6. What are the strategies for change management ? Political strategy – if powerful people accept a change, others will accept – so contact influential persons academic approach – people are rational – so give them logic engineering approach – change the environment – people will follow economic approac – money is important fellowship strategy – develop friends, every thing will be easy military strategy – use force applied behavioural science strategy – use behavioural tools
7. What is CDS model of change ? Developed by Bechhard and Horns (1987) it has 3 stages : 1. study the current situation 2. prepare a desired situation 3. prepare a strategy for a new system
8. What is force field analysis ? It is a model of change given by Levin. Here we identify forces in favour of change and forces against change. We try to strengthen forces in favour of change and try to reduce forces against the change.
9. What are the stes in change management ? 1. create awareness and create disturbance 2 feel the need for change 3. explore the readiness of people to accept change 4. diagnosis 5. plan out interventions for changing the orgnanisation 6.introduce intervention 7 evaluation 8. follow up
10. What are the principles of change management ? Some people will always oppose change (it may be due to habit, fears, vested interests etc.) dont suppress resistance, welcome and honour resistance. Confront the situation. Confrontation is the best strategy allow people to contribute to change process. Let people take the initiative and participate in the change management process
11. How to reduce resistance to change ? Those who initiate change, will accept it also Participation in decision making will improve their understanding If we take regular feedback from people, there will be less resistance. If people participate in diagnosis process, they will understand the change process and will accept it.
12. What are the important aspects in change management ? Communication Planning Evaluation about change management Training and development Fecilitation and support Negotiation Manipulation coercion
13. What is the role of change agents? 1 they are consultants 2. they are trainers 3. they are facilitators 4. they are researchers 5. they enable the organisation to develop the vision and reach it 6. they are catalyst 7. they are problem solver, solution provider
14. What competencies are required for an effective change agent ? he should be good in interpersonal skills he should be good in communication skills he should be good in functional / technical skills he should be good in personal skills like attitude, approach, etc. he should be good in cognitive skills
15. What is cognitive skill? Cognition refers to thinking and reasoning cognitive skill refers to skills in analytical thinking, conceptual understanding, reasoning, setting priorities, anticipating obstacles etc.
16. What are contractual skills ? A change agent is a consultant and he is in contract with the organisation. He must clarify the expectations to the organisation. He must be clear about terms and conditions relating to the assignment. He must have a clear agreement about his entry and withdrawal.
17. What are consulting skills ? They (change agents) must understand the process of orgnaisational working, constraints, philosophy, vision, values, goals, ethos. They must understand the context of the organisation. They must give priority to people. They must remember that organisations are for people and ultimately people must feel happy, more satisfied, and energetic working in the organisation
18. Who are leading scholars in organisational development ? Warren Bennis, Richard Beckhard, Edgar F. Huse, Udai Pareek, Wendell L. French, Cecil H Bell, etc.
19. What is OD ? It is a planned, systematic, long term change in organisation with focus on problem solving capabilities, coping skills, self renewal capabilities and organisational values with the help of change agents, and behavioural science experts.
20. What is Levin's model of change management ? There are 3 stages in an organisation change process : 1. unfreeze 2. change 3 refreeze.
21. Levin's model ? Suppose you want to add colour to an ice, can you do it straight way? No. First you have to unfreeze it, then add colour and then refreeze it back to ice. Similarly, in any organisation, if you want to change, first make people prepared for the change then introduce change then again refreeze people (encourage them to adopt the new situation).
22. What is action research model of organisational development ? As per this model, every organisation has to change using these steps : 1. identify problems through people – research, 2. plan out the action – involving people 3 introduce change – action, 4. again assess the organisation – research this cycle will continue repeatedly, till we are able to develop organisation
23. What is organisational planning model ? It has following stages : 1. scouting for ideas for change and development by change agents 2. entry into organisation 3. diagnosis of the organisational health 4. planning for action 5. stabilisation 6. evaluation of organisation 7. termination of Organisational development process
24. Who are change agents ? These persons are experts in behavioural science. They use their behavioural science expertise in organisational development . These experts are experts in introducing change in organisation. They try to involve people in the change management process. They may be outsiders to the organisation, but they are able to introduce change in the organisation though participation of people.
25. What is an intervention ? It is a set of structured activities to develop an organisation or a part of that organisation or a group of an individual. People participate in intervations in a well planned and programmed set of activities
26. What are the various types of interventions ? Dyads : here focus is on 2 persons Triads : here focus is on three persons Team interventions : here focus is on entire group / team Total organisation interventions : here focus is on the total organisation and its development
27. What are the steps in OD Interventions ? 1. diagnose the organisation 2. plan and design the interventions 3. carry out the plan 4. evaluate the results 5. terminate the contract
28. Key issues in OD contracts? Change agents must maintain confidentiality of data of the organisation. They must study the organisation and identify key issues. They must use the interventions which enable the organisation to improve its processes. Change agents can play a very important role in organisational transformation.
29. How to undertake diagnosis ? Look at aspects like : are people clear about goals are people motivated ? Is there proper communication system ? Do people have mutual trust and support ? Do people believe that they are part of a team? Is there cohesiveness and collaboration in the organisation?
30. How to undertake OD diagnosis ? Use questionnaire to collect data Undertake interviews Use observations to further collect data undertake surveys
31. What are the levels of diagnosis ? 1. at the level of the entire organisation 2. at the level of the teams 3 at the level of diads etc. 4. at the level of individuals
32. How to do diagnosis at individual level ? Is the individual motivated, well adjusted, goal oriented, networked, well connected to people in the organisation and is able to have a satisfying relations with his colleagues / team membes for a healthy organisational comfort zone, the individual must have a sense of ownership in the organisation, sense of freedom, role clarity, understanding of organisational expectations and a well formed relationship across the organisation
33. How to do diagnosis at diad level ? Is there open, frank and adequate communication? Is there role clarity ? Is there mutual trust and support among exeuctives and subordinates and among peers? Is there clarity about how people can play an important role in development of each person – so people help each other ?
34. What are the areas for organisational improvement ? The important areas are : 1. team work 2. achievement motivation among employees 3. employee participation 4. internal customer orientation and quality focus
35. What are the different strategic interventions ? Open system planning Trans-OD Strategic change management Self designing organisations Cultural change in organisations
36. What are the different types of OD interventions ? Cultural internventions Relationship interventions Team work development interventions structural interventions Procedural interventions etc.
37. What are cultural interventions ? They improve culture of the organisation and enable people to understand their work culture and to improve it culture is developed as people evolve a responsible, collaborative, open and collegial culture
38. What are structural interventions ? Here we change the structure of the organisation Hierarchies are redefined, and organisational communication is smoothened. We try to reduce levels and improve interpersonal relations. The organisation becomes more flexible, open and dynamic. From a tall organisation, we try to develop a flat organisation
39. What are procedural interventions ? Here we improve working processes in organisations. Here we try to improve procedures in the organisations. Organisational bureaucracy is redefined and organisational work processes are simplified.
40. What are relationship interventions ? In order to improve mutual understanding, communication, role clarity, task interdependence understanding, and overall organisational development, we use these types of interventions
41. Name some important OD interventions ? Grid OD Process consultation Survey Feedback Socio-techical system Confrontation meeting Third party peace making Life goal planning T group Organisational mirroring
42. Example of Process consultation OD consultant organises 2 day workshop. He invites participants to use tools like FIRO-B, Johari Window, etc. The executives are then allowed to form group and discuss about some issue and write about these issues : 1. what is their perception about themselves 1. what is their perception about their superiors 1. what is their superiors' perception about them 1. what is their superior's perception about others
43. contd.. Thus orgnanisational processes are surfaced. The consultant summarises the perceptions of the subordinates with the superiors and the perceptions of the superiors with the subordinates. Thus there is greater openness. Perception sharing brings the two groups together. The perception sharing exercises enables executives and subordinates to openly share and discuss their perceptions. People clarify the doubts. Thus communication, leadership and motivation processes improve
44. Example of Team building exercise ..... Start with Micro Lab : with the objective that people have informal interaction, and they are aware of their energy level, enthusiasm, interpersonal skills, and wilingness to relate with others. Group status awareness : where people become aware about each other. Use questionnaires like TORI (gibbs) to identify the awareness about group goals etc.
45. contd.... Agenda building & group work decision making process & analysis in group setting (use tools like desert survival, etc. ) here we try to study the level of openness, participation and support in the group conflict management training trust building (use FIRO-B and other tools) interpersonal relationship training survey feedback , perception sharing, action planning
46. Example of organisational mirroring ..... 2-3 representative of each department are invited for a session people are divided in 5-6 groups where they share their perceptions about the organisation, its various departments, its working. These perceptions are shared by them openly in 3 stages : 1. positives 2. negatives 3. expectations Afterwards a core group is prepared to identify issues and prepare an action plan for those issues. These issues are presented to the management for implementation
47. Example of confrontation meeting It is used when there are intergroup problems in the orgnisation. People from different departments come together and discuss important issues which hinder their performance and they also share possible solutions. First discussion take place in smaller groups and later there are detailed discussions in the groups about possible solutions. Frank and open sharing is necessary. The group then prioritises the issues and tries to solve them
48. What is survey feedback ? It is a widely used tool of OD here we prepare a scale / questionnaire / schedule to know about following aspects in the organisation : openness, teamwork, leadership, motivation, innovation, creativity, customer relationship, team work etc. We collect feedback about these aspects and provide the feedback to the employees so that they can participate in organisational development processes
49. Example of confrontation meeting Convene a meeting of all department representatives Assure people about open and frank communication Divide people in small groups adn ask them to identify problems before their department and the organisation each group makes presentation problems are noted down and prioritised ...
50. contd.... Groups are formed to discuss the problems and to work out solution for the problems they prepare solutions in an open and frank discussions these solutions are forwarded to top management follow up action
52. What is semantic differential scale ? Osgood, Suci , Tanxenbaum (1957) popularised this concept. Here we used two opposite concepts to identify the perception of the respondent example : how do you like the job of manager productive _1_- 3- - 5- - 7- -9 unproductive challenging1_- 3- - 5- - 7- -9 routine
53. What is summative scale ? It is also called Likert scale (1932) here we prepare a number of statement and ask the person to give rating for those statements the rating may be from most favourable to most unfavourable. The statements are prepared on the basis of a sample of statements, which have ability to differentiate people it is the most popular attitude measurement scale
54. How to study organisational culture / climate / job satisfaction? We can use following : questionnaire scale (like litert scale) HRD climate survey FIRO-B http://www.cpp.com/products/firo-b/index.aspx DIAGNOSIS STUDIES
56. How to use these resources ? These resources consist of questionnaire / scales which are given to the employees, who fill them up and then we analyse these and try to find the level of job satisfaction / HRD climate etc.
57. What are the various OD exercises that we can use ? Grid training Role analysis action research TQM BPR MBO T-GROUP Team building intergroup development
58. How should organisations restructure ? Undertake organisational analysis using various perspectives like : 1. economic analysis 2. political analysis 3. behavioural science analysis 4. sociological analysis / sociometry 5. culture / climate studies
59. What are the key dimensions of a good culture / climate / ethos ? Level of openness level of collaboration level of trust and suppor level of autonomy and freedom level of proaction in the organisation support for creativity and experimentation level of centrality / peripheral status of employee
60. What is action research ? It was developed by Kurt Levin in 1947. It is a tool for organisational study, and organisation development here we are using two things : action (change in organisation, development, collective efforts for organistional development) and research (interaction with people to know about what they like and what they dont and their perspective about how to develop organisation)
61. What is grid traininig? Blake and Mouton popularised this. There are 6 different stages for development of the organisation in grid training here we start with individual and group development and then for the entire organisation. We develop people on 2 dimensions : 1. focus on goal / task / organisational purpose 2. focus on people / communication / human relations a person who is good in both these dimensions is a good leader
62. What is BPR ? Business process reengineering : it denotes radical change in the organisational processes and practices so that we are able to completely alter the way we work here we take help of computerisation / automation / reengineering etc.
63. What is TQM? Total quality management = it is a philosophy, where we install a system, which tries to deliver what is promised. There are detailed documentation at every stage so that people work as per systems and processes and there is very high level of precision, predictability and awareness across the organisation. People care for internal and external customers and try to meet the expectations of these.
64. What is role analysis / RAT /RNT ? Role analysis technique / role negotation technique / role contribution technique Role analysis enables organisations to study people processes in an organisation. Here we look into dimensions like how well the person understands his role, likes the role, feels empowered, finds resources / support to execute the role, and how well he is able to integrate the role. This technique has been popularised by Prof Udai Pareek and Prof. T.V. Rao in India
65. What is quality circle ? It is a Japanese management technique, where employees voluntarily form a quality circle, where they discuss about organisational quality problems and try to develop solutions for those issues and suggest them to the management. It works at the initiative of people
66. What is survey feedback ? Here we take survey of employees of what they think is important / challenging / problematic / critical issue relating to organisation. This data is then given back to people, so that they can plan to change the situation and improve the organisation it enables people to think about the ideal form of their organisation and enables them to play a proactive role in development of their own organisation
67. What is assessment centre ? Here employees gather for some time and many psychometric tests ar eused to assess and develop people. It is a tool for developing people, organisation and overall work culture. A number of tools and techniques are used under expert guidance in this method. All the employees gather at a specified location for this exercise for a few days. (to some extent similar to beauty contests)
68. What is zero base budgeting ? Here we start budgeting from scratch. We dont look at what we had done earlier, but what we want to do in future. It is futuristic not historic. Traditionally people just inflate the last year's budge and present it back, but zero base bugeting requires them to think afresh.
69. What is people analysis ? Here we study people processes in the organisation and we try to study people factors. Here we look at motivation, morale, efficiency, commitment of people so that we can develop the entire organisation
70. What is benchmarking ? Here we put an external / internal organisation as benchmark for the employees so that they can develop themselves in those lines and try to change the organisation / its processes / culture / techniques citibank tried to benchmark against the work culture and commitment of workers of SEWA in India when it entered in India. (read Dabbawala case study)
71. What is right sizing? When the organisation has excess manpower, they go for right sizing. Here they retrench / transfer / relocate / restructure so that they are able to have an appropriate shape of organisation right sizing is a better work for more negative words like retrenchment
72. What is in-basket ? It is a game / tool / technique for developing people / executives in organisation. Here employee is given a number of situation and he has to take decision on each of the situations. Executive receives a basket of papers / problems on which decisions must be taken. The executive tries to take decision and thereafter receives feedback about his decision from his seniors / experts / trainers.
73. What is force field analysis ? It is a tool for organisational study / organisational development / organisaitonal diagnosis here we identify forces which are in favour / against the change issue. Here we try to look at the strength of each force. Later we try to strengthen the forces in favour of change so that we may change the organisation. It is the most important tool for organisational change management
74. Prepare a schedule for assessment centre ? Day 1 : orientation day 2 : in – basket exercise day 3 : role play day 4 group discussion day 5 : analysis, counselling and announcements
75. What are diagnostic workshops ? These help us in developing people. In diagnostic workshops, we assess the competence of people
76. What is job designing ? Preparing a job design which is stimulating, interesting, motivating and challenging to the employee and adding aspects like skill variety, task identity,task significance, etc.
77. What is QWL ? Quality of work life when we are able to improve the quality of work life, improve work culture, work environment, it is called QWL
78. What is flexibilisation and casualisation Flexibilisation= Creating flexible work culture (employee can choose work as per his convenience) casualisation = here employer may or may not give job in this case, there is a casual job
79. What is ZERO HOUR ? Employer may not give job – during zero hour – it is part of casualisation
80. What is Macdonaldisation? Here the job is broken in small components and each worker is trained in one small component and thus there is a possibility of replication of work on huge scale. Thus trained workers can produce in huge quantity. Jobs are systematically structured. Same working conditions and environment is created all over the world (it is similar to Taylorism of Scientific management)
81. What is commodification ? Today we find every product is being converted into commodities work is also converted to commodification by converting the work into a repeatitive activity
82. What is compressed workweek? Instead of 7 days work, just work for 4 day – but work more per day
83.
84. Rescheduling work arrangement People can reschedule their time as per their requirements instead of 10 to 5 work, you may work 7 to 2
85. What is telecommuting ? Here a person can work while travelling or at home laptop and remove equipments help
86. What is job sharing ? Dividing the job between 2 or 3 persons to complete. Suppose a lady is having home responsibility, she may divide the work with another lady and continue her job and home responsibilities
87. What is call centre ? Here there is one organisation which provides BPO services and handles customer queries / grievences etc.
88. What are components of QWL Fair compensation good working condition opportunity for growth social integration human capability development social relevance of work life work and social life space
89. How to measure QWL? JOB INVOLVEMENT JOB SATISFACTION SENSE OF COMPETENCE SENCE OF ACCOMPLISHMENT PRODUCTIVITY REDUCED ABSENTEISM INCREASED MOTIVATION
90. What is role analysis ? To study the role in which an employee works and to study the level of understanding of the employee about his / her role is called role analysis. If people are clear about their role, they will be able to get more satisfaction and organisation will also prosper. Role may be different from job.
91. What is difference between role, job, task etc. ? Role = setof expectations of colleagues, superiors, subordinates, customers, and other stakeholders Job : - a module of work assigned to an individual Task – basic element of a job work – productive activities position – a place in the formal hierarchy of the organisation
92. What are steps in role analysis ? Identify roles to study prepare a task force / team to study roles identify role sender collect information about expectation from a role identify key performance areas(KPA) (role definition) identify competencies for the KPA identify gaps between capabilities and competencies plan out development activities
94. Download links for material in english http://www.authorstream.com/presentation/tkjainbkn-146799-english-error-spotting-sentence-im-law-cat-gmat-mba-management-business-research-cfp-cfa-frm-cpa-ca-cs-icwa-india-rajasthan-improvement-entertainment-ppt-powerpoint/ http://www.docstoc.com/docs/3921499/ENGLISH-%E2%80%93-ERROR-SPOTTING-AND-SENTENCE-IMPROVEMENT http://www.slideshare.net/tkjainbkn/english-error-spotting-and-sentence-improvement-presentation http://www.scribd.com/doc/19641980/Error-Spotting http://www.scribd.com/doc/11629005/English-Error-Spotting-and-Sentence-Improvement http://www.scribd.com/doc/14660441/English-Afterschoool-23-May http://www.scribd.com/doc/6583519/English-Afterschoool-21-May http://www.scribd.com/doc/6583520/English-Afterschoool-21-May-2
95. Download links for material on English http://www.scribd.com/doc/6583315/English-Improvement-Afterschoool http://www.scribd.com/doc/6583518/English-20-May-Afterschoool http://www.scribd.com/doc/28531795/Mock-Paper-Cat-Rmat-Mat-Sbi-Bank-Po-Aptitude-Tests
101. Free download useful material ... http://www.scribd.com/doc/23393316/general-knowledge http://www.scribd.com/doc/23609752/Group-Discussion-Afterschoool http://www.scribd.com/doc/6583547/General-Knowledge-24-May
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