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ORGANIZATION DEVELOPMENT
Dr. Kiran Kakade
Assistant Professor (HR) , TIMSR Mumbai
SIX OD TECHNIQUES
SIX OD TECHNIQUES
Organizational Development
1. Organizational Conflict and Stress
Management
2. Organizational Change Management
3. Organizational Culture Management
Organization Conflict and Stress
Management
The Effect of Conflict on Organization
Performance
TYPES OF CONFLICT
SOURCE OF CONFLICT
CONFLICT MANAGEMENT STRATEGIES
CONFLICT MANAGEMENT STRATEGIES
CONFLICT MANAGEMENT STRATEGIES
Negotiation Strategies for Integrative
Bargaining
Negotiation Strategies for Integrative
Bargaining
Organizational
Change Management
Organization Culture
Management
What Is Organizational Culture?
• Organizational culture: the set of shared values
and norms that controls organizational members’
interactions with each other and with people
outside the organization
• Values: general criteria, standards, or guiding
principles that people use to determine which
types of behaviors, events, situations, and
outcomes are desirable or undesirable
WHAT IS ORGANIZATIONAL CULTURE?
A system of shared
assumptions,
values, and beliefs
that show people
what is
appropriate and
inappropriate
behavior
It is related to
the second of the
three facets
comprising the
P-O-L-C
function of
Organizing
The culture of
the
organization is
closely linked to
organizational
design
UNDERSTANDING ORGANIZATIONAL CULTURE
The P-O-L-C Framework
Do Organizations Have Uniform
Cultures?
• Dominant Culture
Expresses the core values that are shared by a
majority of the organization’s members.
Subcultures
Mini-cultures within an organization,
typically defined by department
designations and geographical separation.
Values in an Organization’s Culture
TATA Core Values
• Pioneering: We will be bold and agile, courageously taking
on challenges, using deep customer insight to develop
innovative solutions.
• Integrity: We will be fair, honest, transparent and ethical in
our conduct; everything we do must stand the test of public
scrutiny.
• Excellence: We will be passionate about achieving the
highest standards of quality, always promoting meritocracy.
• Unity: We will invest in our people and partners, enable
continuous learning, and build caring and collaborative
relationships based on trust and mutual respect.
• Responsibility: We will integrate environmental and social
principles in our businesses, ensuring that what comes from
the people goes back to the people many times over.
Live Our Values
Coco Cola
• Our values serve as a compass for our actions and
describe how we behave in the world.
• Leadership: The courage to shape a better future
• Collaboration: Leverage collective genius
• Integrity: Be real
• Accountability: If it is to be, it's up to me
• Passion: Committed in heart and mind
• Diversity: As inclusive as our brands
• Quality: What we do, we do well
How Employees Learn Culture
• Stories
• Rituals
• Material Symbols
• Language
Stories, Ceremonies, and Organizational
Language
• Organizations use several types of ceremonial rites to
communicate cultural norms and values.
1. Rites of passage - mark an individual’s entry to,
promotion in, and departure from the organization
2. Rites of integration – shared announcements of
organizational success, office parties and cookouts
3. Rites of enhancement – award dinners, newspaper
releases, and employee promotions
Organizational Characteristics
1. Individual initiative
2. Risk Tolerance
3. Direction
4. Integration
5. Management Support
6. Control
7. Identity
8. Reward System
9. Conflict tolerance
10.Communication Pattern
KINE 3240
Organizational Culture
Strategy
People
Work Process
Vision Values
Leadership
WHY DOES ORGANIZATIONAL CULTURE MATTER?
An organization’s
culture may be one of
its strongest assets or
its biggest liability
Organizational
culture is an
effective control
mechanism dictating
employee behavior
Culture, or shared
values within the
organization, may
be related to
increased
performance
Organizations which
have a rare and
hard to imitate
culture may enjoy a
competitive
advantage
THREE LEVELS OF ORGANIZATIONAL CULTURE
Basic
assumptions lie
below awareness.
Assumptions are
taken for granted,
and reflect beliefs
about human
nature and reality
At the second
level, values exist.
Values are shared
principles,
standards, and
goals
Artifacts are on
the surface, or
visible, tangible
aspects of
organizational
culture
Which values characterize an organization’s culture?
Dimensions of
Culture
Organizational
Culture Profile
(OCP)
Innovative Cultures
W. L. Gore
Genentech
Google
Flexible
Adaptable
Experiment
with new
ideas
Outcome-
oriented cultures
• A culture that
emphasizes
achievement,
results, and
action as
important
values
Stable Cultures
• Companies that
are stable are
predictable,
rule-oriented,
and
bureaucratic
People-oriented
cultures
• These
organizations
value fairness,
supportiveness,
and respecting
individual
rights
Dimensions of Culture
Southwest is a team-oriented culture
Team-oriented
cultures are
collaborative
and emphasize
cooperation
among
employees
Detail-oriented culture
A culture that is
characterized in
the OCP
framework as
emphasizing
precision and
paying attention
to details
STRENGTH OF CULTURE
Walt Disney created a strong culture which survives today
Challenges of a Strong Culture
Difficult to change
Can be a liability during a
merger as each separate culture
must merge together
Creating and Maintaining
Organizational Culture
Visual elements of culture
Surat diamond tycoon gives 1,260 cars, 400 flats to employees
as Diwali gifts
•He said the rewards were in recognition of the outstanding performance and
dedication shown by employees in the last five years.
•The company will be spending an estimated Rs 500 million (Rs 50 crore) under the
loyalty programme to reward an unknown number of staff from a total workforce of
5,500.
Successfully Onboarding in Your New Job
Gather
information
Manage your
first impression
Invest in
relationship
development
Seek feedback
Show success
early on
Thank you

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Organization development

  • 1. ORGANIZATION DEVELOPMENT Dr. Kiran Kakade Assistant Professor (HR) , TIMSR Mumbai
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  • 5. Organizational Development 1. Organizational Conflict and Stress Management 2. Organizational Change Management 3. Organizational Culture Management
  • 6. Organization Conflict and Stress Management
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  • 10. The Effect of Conflict on Organization Performance
  • 16. Negotiation Strategies for Integrative Bargaining
  • 17. Negotiation Strategies for Integrative Bargaining
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  • 39. What Is Organizational Culture? • Organizational culture: the set of shared values and norms that controls organizational members’ interactions with each other and with people outside the organization • Values: general criteria, standards, or guiding principles that people use to determine which types of behaviors, events, situations, and outcomes are desirable or undesirable
  • 40. WHAT IS ORGANIZATIONAL CULTURE? A system of shared assumptions, values, and beliefs that show people what is appropriate and inappropriate behavior It is related to the second of the three facets comprising the P-O-L-C function of Organizing The culture of the organization is closely linked to organizational design
  • 42. Do Organizations Have Uniform Cultures? • Dominant Culture Expresses the core values that are shared by a majority of the organization’s members. Subcultures Mini-cultures within an organization, typically defined by department designations and geographical separation.
  • 43. Values in an Organization’s Culture
  • 44. TATA Core Values • Pioneering: We will be bold and agile, courageously taking on challenges, using deep customer insight to develop innovative solutions. • Integrity: We will be fair, honest, transparent and ethical in our conduct; everything we do must stand the test of public scrutiny. • Excellence: We will be passionate about achieving the highest standards of quality, always promoting meritocracy. • Unity: We will invest in our people and partners, enable continuous learning, and build caring and collaborative relationships based on trust and mutual respect. • Responsibility: We will integrate environmental and social principles in our businesses, ensuring that what comes from the people goes back to the people many times over.
  • 45. Live Our Values Coco Cola • Our values serve as a compass for our actions and describe how we behave in the world. • Leadership: The courage to shape a better future • Collaboration: Leverage collective genius • Integrity: Be real • Accountability: If it is to be, it's up to me • Passion: Committed in heart and mind • Diversity: As inclusive as our brands • Quality: What we do, we do well
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  • 54. How Employees Learn Culture • Stories • Rituals • Material Symbols • Language
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  • 56. Stories, Ceremonies, and Organizational Language • Organizations use several types of ceremonial rites to communicate cultural norms and values. 1. Rites of passage - mark an individual’s entry to, promotion in, and departure from the organization 2. Rites of integration – shared announcements of organizational success, office parties and cookouts 3. Rites of enhancement – award dinners, newspaper releases, and employee promotions
  • 57. Organizational Characteristics 1. Individual initiative 2. Risk Tolerance 3. Direction 4. Integration 5. Management Support 6. Control 7. Identity 8. Reward System 9. Conflict tolerance 10.Communication Pattern
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  • 59. KINE 3240 Organizational Culture Strategy People Work Process Vision Values Leadership
  • 60. WHY DOES ORGANIZATIONAL CULTURE MATTER? An organization’s culture may be one of its strongest assets or its biggest liability Organizational culture is an effective control mechanism dictating employee behavior Culture, or shared values within the organization, may be related to increased performance Organizations which have a rare and hard to imitate culture may enjoy a competitive advantage
  • 61. THREE LEVELS OF ORGANIZATIONAL CULTURE
  • 62. Basic assumptions lie below awareness. Assumptions are taken for granted, and reflect beliefs about human nature and reality At the second level, values exist. Values are shared principles, standards, and goals Artifacts are on the surface, or visible, tangible aspects of organizational culture
  • 63. Which values characterize an organization’s culture? Dimensions of Culture Organizational Culture Profile (OCP)
  • 64. Innovative Cultures W. L. Gore Genentech Google Flexible Adaptable Experiment with new ideas
  • 65. Outcome- oriented cultures • A culture that emphasizes achievement, results, and action as important values Stable Cultures • Companies that are stable are predictable, rule-oriented, and bureaucratic People-oriented cultures • These organizations value fairness, supportiveness, and respecting individual rights Dimensions of Culture
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  • 67. Southwest is a team-oriented culture Team-oriented cultures are collaborative and emphasize cooperation among employees
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  • 69. Detail-oriented culture A culture that is characterized in the OCP framework as emphasizing precision and paying attention to details
  • 70. STRENGTH OF CULTURE Walt Disney created a strong culture which survives today
  • 71. Challenges of a Strong Culture Difficult to change Can be a liability during a merger as each separate culture must merge together
  • 74. Surat diamond tycoon gives 1,260 cars, 400 flats to employees as Diwali gifts •He said the rewards were in recognition of the outstanding performance and dedication shown by employees in the last five years. •The company will be spending an estimated Rs 500 million (Rs 50 crore) under the loyalty programme to reward an unknown number of staff from a total workforce of 5,500.
  • 75. Successfully Onboarding in Your New Job Gather information Manage your first impression Invest in relationship development Seek feedback Show success early on
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