Organization development
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Organization Development is a planned, systematic process of planned change that uses behavioral science knowledge to improve an organization's effectiveness. It aims to comprehensively change an organization's strategy, structure, and processes over the long term through participation in the change process. An outside change agent generally implements interventions to actively guide the organization through the change from its current state to a desired future state.
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Organization Development
Organization development (OD) aims to improve how organizations function and increase effectiveness through planned interventions using behavioral science knowledge. OD focuses on diagnosing issues, planning and implementing changes, and evaluating results through an iterative process of action research. Some common OD interventions include team building, intergroup relations training, organizational restructuring, and culture change programs.
Organisation development
This document discusses organizational development (OD). It defines OD as a systematic, integrated approach to improve organizational effectiveness by solving problems at all levels. The key objectives of OD include improving performance, adaptability, problem-solving skills, and internal behaviors. OD uses models like Lewin's change model and is based on theories of individual and organizational behavior. Interventions can be individual-focused, like training, or organization-focused, like surveys or team building. Factors like applicability and acceptability influence the choice of interventions. Effective communication is also important for OD.
Od
Organizational development (OD) aims to improve an organization's effectiveness by developing approaches and methods to change behaviors on an organization-wide basis. Key aspects of OD include being a long-term, collaborative process led by top management to improve processes like visioning, learning, problem-solving and culture through behavioral science interventions and a focus on organizational systems and continuous adaptation.
Structural intervention
This document discusses various structural interventions for organization development including socio-technical systems, self-managed teams, work redesign, management by objectives, quality circles, quality of work life programs, parallel learning structures, total quality management, reengineering, and large-scale systems change. It provides details on each intervention and their key aspects.
Od interventions
This document discusses various types of organizational development (OD) interventions. It categorizes and describes interventions such as survey feedback activities, education and training, techno-structural activities, process consultation, grid organization development, third-party peacemaking, coaching and counseling, life- and career-planning, planning and goal-setting, strategic management, and organizational transformation. It also discusses team building and inter-group interventions in more detail. The overall purpose of these interventions is to improve organizational effectiveness and performance through activities designed to enhance skills, structures, processes, and relationships within the organization.
Comprehensive interventions
Comprehensive interventions are organizational development techniques that target the entire organization rather than subgroups. Popular comprehensive interventions include survey feedback, where employee attitudes are surveyed and results are shared organization-wide to create solutions, and structural change interventions which implement alterations to organizational structures and policies. Other comprehensive interventions are sociotechnical system design which emphasizes independent self-managed work teams, and total quality management which focuses on quality processes. Key steps in comprehensive interventions are getting whole systems involved, conducting confrontation meetings involving all management to assess organizational health, and strategic management activities where the organization's strategy is developed and implemented.
9916841999Classification of od interventions
This document classifies and describes various types of organizational development (OD) interventions. It discusses 12 major categories of OD interventions, including diagnostic activities, team building activities, intergroup activities, survey feedback activities, education and training activities, techno-structural activities, process consultation activities, third-party peacemaking activities, strategic management activities, sensitivity training, organizational transformation activities, and force-field analysis. The interventions are grouped based on their objectives and targets within an organization.
Fundamental interventions in od
Organization development interventions involve engaging organizational units in tasks or activities aimed at organizational improvement and individual development. There are several types of interventions, including discrepancy-based, theory-based, procedural, and relational interventions. The intervention process typically involves initial definition of purpose and scope, formation of a steering committee, communicating to members, forming study groups, an inquiry process, identifying potential changes, experimental implementation of changes, and system-wide diffusion and evaluation. Methods for assessing what is happening in an organization include questionnaires, interviews, observation, reviewing secondary sources, sensing sessions, and environmental scanning.
Recommended
Organization Development
Organization development (OD) aims to improve how organizations function and increase effectiveness through planned interventions using behavioral science knowledge. OD focuses on diagnosing issues, planning and implementing changes, and evaluating results through an iterative process of action research. Some common OD interventions include team building, intergroup relations training, organizational restructuring, and culture change programs.
Organisation development
This document discusses organizational development (OD). It defines OD as a systematic, integrated approach to improve organizational effectiveness by solving problems at all levels. The key objectives of OD include improving performance, adaptability, problem-solving skills, and internal behaviors. OD uses models like Lewin's change model and is based on theories of individual and organizational behavior. Interventions can be individual-focused, like training, or organization-focused, like surveys or team building. Factors like applicability and acceptability influence the choice of interventions. Effective communication is also important for OD.
Od
Organizational development (OD) aims to improve an organization's effectiveness by developing approaches and methods to change behaviors on an organization-wide basis. Key aspects of OD include being a long-term, collaborative process led by top management to improve processes like visioning, learning, problem-solving and culture through behavioral science interventions and a focus on organizational systems and continuous adaptation.
Structural intervention
This document discusses various structural interventions for organization development including socio-technical systems, self-managed teams, work redesign, management by objectives, quality circles, quality of work life programs, parallel learning structures, total quality management, reengineering, and large-scale systems change. It provides details on each intervention and their key aspects.
Od interventions
This document discusses various types of organizational development (OD) interventions. It categorizes and describes interventions such as survey feedback activities, education and training, techno-structural activities, process consultation, grid organization development, third-party peacemaking, coaching and counseling, life- and career-planning, planning and goal-setting, strategic management, and organizational transformation. It also discusses team building and inter-group interventions in more detail. The overall purpose of these interventions is to improve organizational effectiveness and performance through activities designed to enhance skills, structures, processes, and relationships within the organization.
Comprehensive interventions
Comprehensive interventions are organizational development techniques that target the entire organization rather than subgroups. Popular comprehensive interventions include survey feedback, where employee attitudes are surveyed and results are shared organization-wide to create solutions, and structural change interventions which implement alterations to organizational structures and policies. Other comprehensive interventions are sociotechnical system design which emphasizes independent self-managed work teams, and total quality management which focuses on quality processes. Key steps in comprehensive interventions are getting whole systems involved, conducting confrontation meetings involving all management to assess organizational health, and strategic management activities where the organization's strategy is developed and implemented.
9916841999Classification of od interventions
This document classifies and describes various types of organizational development (OD) interventions. It discusses 12 major categories of OD interventions, including diagnostic activities, team building activities, intergroup activities, survey feedback activities, education and training activities, techno-structural activities, process consultation activities, third-party peacemaking activities, strategic management activities, sensitivity training, organizational transformation activities, and force-field analysis. The interventions are grouped based on their objectives and targets within an organization.
Fundamental interventions in od
Organization development interventions involve engaging organizational units in tasks or activities aimed at organizational improvement and individual development. There are several types of interventions, including discrepancy-based, theory-based, procedural, and relational interventions. The intervention process typically involves initial definition of purpose and scope, formation of a steering committee, communicating to members, forming study groups, an inquiry process, identifying potential changes, experimental implementation of changes, and system-wide diffusion and evaluation. Methods for assessing what is happening in an organization include questionnaires, interviews, observation, reviewing secondary sources, sensing sessions, and environmental scanning.
Organisation development
OD is a long-term, collaborative effort led by top management to improve an organization's vision, empowerment, learning, and problem-solving through changes to organizational culture and the use of behavioral science. OD focuses on organizational transformation, learning, teams, TQM, and visioning. It assumes individuals want growth and contribution, groups are important, feelings must be addressed, and participation and experimentation are needed. OD uses models of change, systems theory, participation, teams, and action research. The process involves diagnosis, interventions, evaluation, and addressing problems or finding new problems. Interventions disrupt status quos and can be institutionalized through characteristics of the organization, intervention, and processes used.
Key concepts in Organizational Development Organizational Change and Develop...
Organization change is the process of learning and behaving differently, in order to achieve new and better outcomes, by reordering the system structures that drive behavior.
Why is od important
Organizational development (OD) aims to improve an organization's effectiveness and the well-being of its employees. It involves systematically applying behavioral science knowledge to help organizations better adapt to challenges through planned interventions. Key elements of OD include assessing strategies, structures, and processes to help organizations function more effectively. The overall goal is to establish self-renewing organizations that can continuously monitor and improve themselves.
Intervention strategies
The document summarizes different types of organization development intervention strategies identified by Robert Blake and Jane Mouton. It lists discrepancy, theory, procedural, relationship, experimentation, dilemma, perspective, organization structure, and cultural interventions. The interventions involve structured activities aimed at organizational improvement and individual development.
The second document classifies organization development interventions based on their primary target - individuals, dyads/triads, teams and groups, intergroups, or the entire organization. It provides brief descriptions of interventions targeting each level.
The third document outlines expected results from organization development interventions, including feedback, awareness of changing norms, increased interaction/communication, confrontation, education, participation, increased accountability, and increased energy/optimism. The
OD Interventions
Organizational development (OD) interventions are planned actions intended to increase an organization's effectiveness by disrupting the status quo. To be effective, interventions must fit the organization's needs, be based on causal knowledge, and transfer change management skills. The success of interventions depends on factors like readiness for change, cultural context, and the capabilities of the change agent. Common approaches to change include structural, technical, and behavioral strategies, which often need to be integrated. Stream analysis is a useful planning tool that provides a graphical view of planned changes over time. Major OD techniques target the individual, team, intergroup, and total organizational levels.
Organization development
Organization development (OD) aims to improve an organization's ability to solve problems and enhance performance. It involves assessing issues through action research, implementing interventions, and evaluating outcomes. Common OD interventions include sensitivity training, team building, surveys, and structural redesign, which target individuals, groups, or the entire organization. The goal is to boost both task accomplishment and how people work together.
Organisational Development Interventions
There are three main types of organizational development interventions: individual, group, and organizational. The document outlines several examples of interventions for each type. An effective OD intervention process involves entering and contracting, diagnosis, designing the intervention, leading and managing change, and evaluating and institutionalizing the changes. Interventions can be categorized into four buckets: human process, strategic, human resource management, and technostructural. Organizations should be able to identify the need for interventions early to address issues with minimal effort before they escalate.
Organisational development and its techniques
It includes what is organizational development and various techniques. Its also includes a case study on organizational development in TCS organisation.
Understanding Organizational Change
Introduces the concept around organization, the attributes that make it exists and the change that it goes through
Organization Development - Intervention Processes
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.
Organization Development
Organization Development (OD) is a planned process for improving organizational effectiveness. It involves planned interventions using behavioral science knowledge. Common OD interventions include team building, management training, setting goals and measurements. OD aims to increase organizational health by addressing both technical and human aspects of the organization through a collaborative, system-wide change process.
Organizational Development Report
This powerpoint present is all about Organization Development - its definition, objectives, and characteristics.
Organisational change and development
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.
Strategic interventions
This document discusses various types of organizational interventions including strategic interventions, techno-structural interventions, human resource management interventions, and human process interventions. It provides examples and descriptions of specific interventions such as mergers and acquisitions, culture change, creativity and innovation, sensitivity training, team building, and conflict resolution. The document also discusses structural variables that can affect innovation, advice for structuring interventions, expected results, and the importance of evaluation.
A Rough Guide to Organizational Development
This document provides an overview and summary of W. Warner Burke's 1992 book "Organization Development". It discusses the goals and methodology of OD, including action research and diagnosing organizational culture. Key aspects of OD covered include its theoretical roots in fields like sensitivity training and sociotechnical systems. The Burke-Litwin model of organizational change is presented, distinguishing transformational and transactional dynamics. The document also outlines steps in planning and managing organizational change, such as generating need, addressing politics, and stabilizing change. It discusses evaluating the impact of OD interventions and the roles and skills of an OD consultant.
Human process intervention
The document discusses different types of consulting approaches for helping groups, including process consultation which helps groups diagnose functioning and address process problems, and task-focused consultation which examines tasks, roles, and strategies. It also mentions transformational consultation which clarifies values, finds new solutions, and articulates a new vision, as well as stress consultation which mobilizes employees during difficult periods. Finally, it notes that some approaches specify standardized best practices for managing organizations.
Od unit 3 interventions
The document discusses various types of organizational development interventions including sensitivity training, team building, management by objectives, coaching, and training. It describes the characteristics of effective interventions and outlines factors to consider in the design of interventions. Examples are provided of different human process, techno-structural, human resources, and strategic interventions that can be used to help organizations increase their effectiveness.
Od assignment
This document outlines the steps for starting a planned organizational change process. It describes entering and contracting as the initial steps, which involve defining problems/opportunities and establishing a collaborative relationship between the OD practitioner and client. It also discusses organizational change approaches like Lewin's three steps of unfreezing, moving, and refreezing; action research; and action learning. Groups are identified as a key focus of change due to their influence on individual behavior.
Comprehensive intervention
Comprehensive organizational development (OD) interventions involve the entire organization and aim to drive deep cultural change. They include methods such as getting representatives from all levels and functions of an organization involved through future conferences, strategic meetings, and survey feedback. Specific comprehensive OD approaches discussed include Beckhard's confrontation meeting, real-time strategic change, stream analysis, and grid organizational development, which systematically assess and improve an organization over multiple years. Large-scale and high-performance system changes typically combine multiple OD interventions with participation from across the organization to create major cultural transformations.
Organisational Development
Organizational development refers to planned efforts to improve an organization's problem-solving and ability to change through effective management of culture. It aims to change culture and reinforce strategies, structures, and processes to improve effectiveness. Organizational development applies behavioral science knowledge to entire systems within an organization and targets long-term adoption of new activities. In India, organizational development started in the 1960s through training programs and has evolved with contributions from multinationals, western education, and organizations. It is now a broader field understanding organizations, leadership, and performance through systems thinking.
Organizational Development Process
The document summarizes the organizational development process at Airbus Industries. It discusses the 5 stages of organizational development: 1) anticipating need for change, 2) developing practitioner-client relationships, 3) diagnostic phase, 4) action planning, and 5) self-renewal and monitoring. It then provides background on Airbus, issues with the A380 project, a 2007 restructuring that cut 10,000 jobs, and improvements in delivery times and orders since then.
Organizational Development
This document discusses organizational development (OD). It defines OD as a planned, systematic process aimed at improving an organization's effectiveness by implementing interventions at the individual, group, and structural levels. The key goals of OD are to align organizational elements with strategy, maintain organizational health, and improve capability. OD requires the involvement of all organizational levels and is led by an OD practitioner. The roles of an OD practitioner include diagnosing issues, facilitating change interventions, and evaluating impact. The document also explores the relationship between OD and human resource development (HRD), noting they work together but have distinct roles in driving organizational change.
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Organisation development
OD is a long-term, collaborative effort led by top management to improve an organization's vision, empowerment, learning, and problem-solving through changes to organizational culture and the use of behavioral science. OD focuses on organizational transformation, learning, teams, TQM, and visioning. It assumes individuals want growth and contribution, groups are important, feelings must be addressed, and participation and experimentation are needed. OD uses models of change, systems theory, participation, teams, and action research. The process involves diagnosis, interventions, evaluation, and addressing problems or finding new problems. Interventions disrupt status quos and can be institutionalized through characteristics of the organization, intervention, and processes used.
Key concepts in Organizational Development Organizational Change and Develop...
Organization change is the process of learning and behaving differently, in order to achieve new and better outcomes, by reordering the system structures that drive behavior.
Why is od important
Organizational development (OD) aims to improve an organization's effectiveness and the well-being of its employees. It involves systematically applying behavioral science knowledge to help organizations better adapt to challenges through planned interventions. Key elements of OD include assessing strategies, structures, and processes to help organizations function more effectively. The overall goal is to establish self-renewing organizations that can continuously monitor and improve themselves.
Intervention strategies
The document summarizes different types of organization development intervention strategies identified by Robert Blake and Jane Mouton. It lists discrepancy, theory, procedural, relationship, experimentation, dilemma, perspective, organization structure, and cultural interventions. The interventions involve structured activities aimed at organizational improvement and individual development.
The second document classifies organization development interventions based on their primary target - individuals, dyads/triads, teams and groups, intergroups, or the entire organization. It provides brief descriptions of interventions targeting each level.
The third document outlines expected results from organization development interventions, including feedback, awareness of changing norms, increased interaction/communication, confrontation, education, participation, increased accountability, and increased energy/optimism. The
OD Interventions
Organizational development (OD) interventions are planned actions intended to increase an organization's effectiveness by disrupting the status quo. To be effective, interventions must fit the organization's needs, be based on causal knowledge, and transfer change management skills. The success of interventions depends on factors like readiness for change, cultural context, and the capabilities of the change agent. Common approaches to change include structural, technical, and behavioral strategies, which often need to be integrated. Stream analysis is a useful planning tool that provides a graphical view of planned changes over time. Major OD techniques target the individual, team, intergroup, and total organizational levels.
Organization development
Organization development (OD) aims to improve an organization's ability to solve problems and enhance performance. It involves assessing issues through action research, implementing interventions, and evaluating outcomes. Common OD interventions include sensitivity training, team building, surveys, and structural redesign, which target individuals, groups, or the entire organization. The goal is to boost both task accomplishment and how people work together.
Organisational Development Interventions
There are three main types of organizational development interventions: individual, group, and organizational. The document outlines several examples of interventions for each type. An effective OD intervention process involves entering and contracting, diagnosis, designing the intervention, leading and managing change, and evaluating and institutionalizing the changes. Interventions can be categorized into four buckets: human process, strategic, human resource management, and technostructural. Organizations should be able to identify the need for interventions early to address issues with minimal effort before they escalate.
Organisational development and its techniques
It includes what is organizational development and various techniques. Its also includes a case study on organizational development in TCS organisation.
Understanding Organizational Change
Introduces the concept around organization, the attributes that make it exists and the change that it goes through
Organization Development - Intervention Processes
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.
Organization Development
Organization Development (OD) is a planned process for improving organizational effectiveness. It involves planned interventions using behavioral science knowledge. Common OD interventions include team building, management training, setting goals and measurements. OD aims to increase organizational health by addressing both technical and human aspects of the organization through a collaborative, system-wide change process.
Organizational Development Report
This powerpoint present is all about Organization Development - its definition, objectives, and characteristics.
Organisational change and development
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.
Strategic interventions
This document discusses various types of organizational interventions including strategic interventions, techno-structural interventions, human resource management interventions, and human process interventions. It provides examples and descriptions of specific interventions such as mergers and acquisitions, culture change, creativity and innovation, sensitivity training, team building, and conflict resolution. The document also discusses structural variables that can affect innovation, advice for structuring interventions, expected results, and the importance of evaluation.
A Rough Guide to Organizational Development
This document provides an overview and summary of W. Warner Burke's 1992 book "Organization Development". It discusses the goals and methodology of OD, including action research and diagnosing organizational culture. Key aspects of OD covered include its theoretical roots in fields like sensitivity training and sociotechnical systems. The Burke-Litwin model of organizational change is presented, distinguishing transformational and transactional dynamics. The document also outlines steps in planning and managing organizational change, such as generating need, addressing politics, and stabilizing change. It discusses evaluating the impact of OD interventions and the roles and skills of an OD consultant.
Human process intervention
The document discusses different types of consulting approaches for helping groups, including process consultation which helps groups diagnose functioning and address process problems, and task-focused consultation which examines tasks, roles, and strategies. It also mentions transformational consultation which clarifies values, finds new solutions, and articulates a new vision, as well as stress consultation which mobilizes employees during difficult periods. Finally, it notes that some approaches specify standardized best practices for managing organizations.
Od unit 3 interventions
The document discusses various types of organizational development interventions including sensitivity training, team building, management by objectives, coaching, and training. It describes the characteristics of effective interventions and outlines factors to consider in the design of interventions. Examples are provided of different human process, techno-structural, human resources, and strategic interventions that can be used to help organizations increase their effectiveness.
Od assignment
This document outlines the steps for starting a planned organizational change process. It describes entering and contracting as the initial steps, which involve defining problems/opportunities and establishing a collaborative relationship between the OD practitioner and client. It also discusses organizational change approaches like Lewin's three steps of unfreezing, moving, and refreezing; action research; and action learning. Groups are identified as a key focus of change due to their influence on individual behavior.
Comprehensive intervention
Comprehensive organizational development (OD) interventions involve the entire organization and aim to drive deep cultural change. They include methods such as getting representatives from all levels and functions of an organization involved through future conferences, strategic meetings, and survey feedback. Specific comprehensive OD approaches discussed include Beckhard's confrontation meeting, real-time strategic change, stream analysis, and grid organizational development, which systematically assess and improve an organization over multiple years. Large-scale and high-performance system changes typically combine multiple OD interventions with participation from across the organization to create major cultural transformations.
Organisational Development
Organizational development refers to planned efforts to improve an organization's problem-solving and ability to change through effective management of culture. It aims to change culture and reinforce strategies, structures, and processes to improve effectiveness. Organizational development applies behavioral science knowledge to entire systems within an organization and targets long-term adoption of new activities. In India, organizational development started in the 1960s through training programs and has evolved with contributions from multinationals, western education, and organizations. It is now a broader field understanding organizations, leadership, and performance through systems thinking.
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Key concepts in Organizational Development Organizational Change and Develop...
Key concepts in Organizational Development Organizational Change and Develop...
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Organizational Development Process
The document summarizes the organizational development process at Airbus Industries. It discusses the 5 stages of organizational development: 1) anticipating need for change, 2) developing practitioner-client relationships, 3) diagnostic phase, 4) action planning, and 5) self-renewal and monitoring. It then provides background on Airbus, issues with the A380 project, a 2007 restructuring that cut 10,000 jobs, and improvements in delivery times and orders since then.
Organizational Development
This document discusses organizational development (OD). It defines OD as a planned, systematic process aimed at improving an organization's effectiveness by implementing interventions at the individual, group, and structural levels. The key goals of OD are to align organizational elements with strategy, maintain organizational health, and improve capability. OD requires the involvement of all organizational levels and is led by an OD practitioner. The roles of an OD practitioner include diagnosing issues, facilitating change interventions, and evaluating impact. The document also explores the relationship between OD and human resource development (HRD), noting they work together but have distinct roles in driving organizational change.
Organization development
This document provides an overview of organizational development and interventions. It defines organizational development as a deliberately planned effort to increase an organization's relevance and viability. The key aspects covered include:
- The meaning, definitions, objectives, assumptions, values and process of organizational development.
- Common organizational development interventions like team building, coaching, large group interventions and leadership development.
- The assumptions underlying organizational interventions, which include viewing groups as the basic building blocks and aiming to reduce inappropriate competition between parts of an organization.
- The effectiveness of organizational development in providing opportunities for employees and organizations to reach their full potential and treating people with dignity and respect.
organisational development ppt
This document summarizes various aspects of organizational development (OD) efforts. It discusses that OD is a planned change approach that aims to improve organizational effectiveness and employee well-being through interventions at the task, structure, technology, or people levels. It is a long-term and ongoing process that relies on experiential learning and uses action research. Various OD interventions are outlined, including sensitivity training, team building, survey feedback, and process consultation. The key aspects and processes of different interventions like team building, survey feedback, and process consultation are also summarized.
Organizational Development
This document provides an overview of organizational development (OD) including its history, models, theories, key concepts, and strategies. It discusses early influences on OD such as T-groups, action research, and quality of work life programs. Models of change including those by Lewin, Schein, Kilmann, and Porras and Robertson are summarized. Core OD values like participation, empowerment, and teams are covered. Finally, strategies like parallel learning structures and the normative-reductive approach are outlined.
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Organisational Development (OD) Models
1. Organizational development (OD) is defined as a process of planned change and improvement of the organization through application of behavioral science knowledge.
2. There are three main types of OD interventions: human process based interventions like team building and survey feedback; techno-structural interventions like job enrichment; and socio-technical systems like quality circles.
3. For OD to be effective, it requires support from top management and selectivity in the projects undertaken. The role of HR is to help the organization develop capacities to adapt to changing market and social conditions.
Introduction to organisational development
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
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Forget SAP, Oracle HR or PeopleSoft when choosing your new HR software. Modern HR IT solutions are not monolithic, they are web-based, offer HR self-service solutions for employees and managers.
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Force Field Analysis
Force field analysis is a technique developed by Kurt Lewin to analyze the factors (forces) that influence a situation and drive change. A situation is viewed as being maintained by a balance of driving and restraining forces. Driving forces encourage change while restraining forces discourage it. Equilibrium exists when these sets of opposing forces are balanced. To create change, one must strengthen driving forces or weaken restraining forces to shift the equilibrium in the desired direction. The document provides examples of how force field analysis can be used to evaluate initiatives and consider ways to optimize driving and restraining forces.
Organizational Development Process
Organizational development is a process that uses behavioral science theories and technologies to plan and implement changes that improve employee performance and organizational effectiveness. It involves assessing needs, planning interventions, implementing interventions, evaluating results, and determining if further intervention is needed. The process aims to define, organize, and implement operations through a product's lifecycle to better achieve organizational goals. It is a systematic way for companies to continuously improve and apply creative ideas.
Organizational Development
The document discusses several foundations and theories of organizational development, including:
1) Planned change theories like Lewin's 3-stage model of unfreezing, changing, and refreezing as well as Burke-Litwin models of first and second order change.
2) Systems theory which views organizations as open systems that take in inputs, transform them, and produce outputs.
3) Participation and empowerment strategies that involve enabling and engaging employees in the change process.
4) Normative-reeducative strategies that aim to change organizational culture through education rather than coercion.
Organizational development interventions
This document discusses various types of organizational development interventions. It begins by defining intervention and describing criteria for effective interventions. It then discusses factors that impact the success of interventions, including those relating to the change situation and target of change. Various intervention types are covered such as team interventions, inter-group and third party interventions, and comprehensive OD interventions involving the whole system. Structural interventions involving redesigning the organization are also outlined. Presentation sections provide details on specific interventions like team building, process consultation, and socio-technical system design.
Organizational Development - an introduction
Organizational development (OD) aims to improve organizational effectiveness and health through planned interventions using behavioral science. Key aspects of OD include deliberately planned, organization-wide change efforts managed from the top that challenge the status quo through activities like reviewing processes, structures, and policies. OD was pioneered by Kurt Lewin and aims to promote organizational readiness for change through participative interventions.
Organizational Development Interventions
This document discusses organization development (OD) interventions. It begins by defining interventions as principal learning processes used individually or in combination to improve social or task performance. Some examples of common OD interventions mentioned include team building, coaching, large group interventions, and leadership development. The document then discusses various types of interventions, including human process interventions like coaching and team building, technostructural interventions like total quality management, and human resource management interventions like performance management. It concludes by listing 10 most common OD interventions practiced by companies, such as applying goals criteria, establishing task forces, and setting up measurement systems.
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3) Serving as advisors on utilizing OD methodologies and tools while working closely with leadership on design and implementation goals.
4) Managing day to day strategy, functions, projects, employees and exposing people to different organizational activities.
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Contrast and compare the five key change management strategies.
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1. The document discusses various challenges facing organizations undergoing change including downsizing, reengineering, globalization, and new technologies.
2. It describes different approaches organizations can take to renewal including analyzing interrelationships and effects of changes. The "system approach" views the organization as an interconnected system that must adapt to its environment.
3. Sociotechnical systems theory is discussed, which views the organization as both a social and technical system and emphasizes team-based and process-oriented approaches to management.
Organizational change ppt
This document discusses organizational change, including causes of change, types of changes, models of managing organizational change, and views on organizational change. It covers two main causes of change: internal factors and external factors. There are two types of changes: planned changes that are proactive and deliberate, and unplanned changes that are difficult to anticipate. Several models of managing organizational change are described, including Kotter's 8-step model, Schneider and Beatty's critical success factors model, and Robbins' 3-step model. The role of administration in organizational change is also discussed.
Chapter 7-Organization Change.ppt
Organization development (OD) aims to improve an organization's ability to change and adapt through planned interventions using behavioral science. Key aspects of OD include:
- Diagnosing an organization's current state and readiness for change.
- Designing interventions focused on technostructural elements like structure and processes, human resources systems, strategies, and human/group dynamics.
- Managing the transition through the change process by motivating change, creating a clear vision, gaining political support, and sustaining momentum.
The overall goal is to increase organizational effectiveness and health through a planned and systematic process.
Entepreneurship presentation
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Strategic Change Interventions Team D/Module 7
Strategic Change Interventions include whole system interventions such as transformational change, continuous change, and transorganizational change. Transformational change interventions involve organization design, integrated strategy, and culture change. Continuous change interventions include dynamic strategy making, self-designing organizations, built-to-change organizations, and learning organizations. Transorganizational change involves mergers and acquisitions, alliances, and networks.
OD interventions and their implications
Total Quality Management (TQM) is an organization-wide intervention aimed at increasing customer satisfaction through improving quality. [1] TQM targets the entire organization, including suppliers and customers, and requires changing the organizational culture and philosophy. [2] The purpose is to make quality the standard approach across all processes. [3] Effectiveness is measured through increased customer satisfaction and metrics like reduced defects, higher sales and market share. [4] Research shows successful TQM programs report gains in these areas after a long-term commitment to cultural and systemic change. [5] Outcomes must be continuously assessed for TQM to be effective long-term. [6] Successful implementation requires participation and commitment from all levels, especially top
Organisational change
This document provides an overview of organizational change and development. It discusses that organizational change is the process by which organizations move from their current state to a desired future state to increase effectiveness. It also describes the nature of change in terms of history, politics, management, organization, and people. Additionally, it covers levels of change, types of change, forces for change, and resistance to change. The document also defines organizational development and its values and techniques for improving organizational effectiveness and employee well-being.
Organization
The document discusses organizational theory and organizational climate. It defines organization as people working together towards common goals. Three theories of organization are described: classical, neo-classical, and modern. Classical theory views the organization as a machine, while neo-classical and modern theories consider human and social factors. Organizational climate refers to the internal environment experienced by members. Factors like leadership, structure, and communication influence the climate. An effective climate has open communication, participative decision-making, concern for employees, and manages change well.
Tqm change mgmt
Change management is the process of transitioning an organization from its current state to a desired future state in a planned and managed manner. It involves developing a vision for change, strategies for implementing change, and addressing resistance. A change management strategy involves understanding the specifics of the change, identifying impacted groups, establishing a team structure and sponsor coalition, assessing risks and resistance, and developing special tactics. Key elements of a strategy include situational awareness, supporting structures, and strategy analysis. Kotter's eight step model provides a framework for leading change through increasing urgency, building guiding teams, communicating vision, empowering employees and institutionalizing changes.
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Organization development
- 1. Organization Development A planned , systematic process of planned change
- 2. Change management • Change management is an approach to shifting/transitioning individuals, teams, and organizati ons from a current state to a desired future state. For example: • Mission changes, • Strategic changes, • Operational changes (including Structural changes), • Technological changes, • Changing the attitudes and behaviors of personnel
- 3. Definition………… “a systematic application and transfer of behavioral science knowledge to the planned development, improvement, an reinforcement of the strategies , structures, and processes that lead to the organization effectiveness.”
- 4. behavioral science • a branch of science (as psychology, sociology, or anthropology) that deals primarily with human action and often seeks to generalize about human behaviour in society
- 5. Characteristics of OD • A planned change: compare to other approaches OD is systematic, planned process of organizational change • Comprehensive change : generally involve total system.(strategy , structure , process) • Long-range change: OD takes months or years to implement . Not intended to be stopgap measure.
- 6. Characteristics of OD • Participation of change agent: services of an outside expert are generally retained to implement OD process. “do it yourself” programs are discouraged. • Emphasis on intervention : it results in an active intervention of change agent in the ongoing activities of the organization (Intervention: Consulting, interference)
- 7. Characteristics of OD • Collaborative management : in contrast to the traditional management structure , OD stresses on collaboration among various levels. It is viewed in a system perspective • Action research
- 8. The process of Organization Development Reference book : Organization Development & Change by Cummings & Worley