Health care and services system

1. organizational
development
By / MahmoudShaqria
‫شقريه‬ ‫محمد‬ ‫محمود‬

2. Out lines
• What is organizational Development?
• Objectives of organizational Development
• Principles of organizational Development
• Function of organizational Development
• Benefits of organizational Development
• Tips of organizational Development
• Organizational Development process
• The phases of Organizational Development
• Organizational Development stages

3. what is organization development?
• A planned process of change in an organization’s culture
through the utilization of behavioral science technology,
research and theory.
• Organization Development is an effort (1) planned, (2)
organization-wide, and (3) managed from the top, to (4)
increase organization effectiveness and health through (5)
planned interventions in the organizations "processes,”
using behavioral-science knowledge.

4. Objectives of organization development
1. To increase the level of inter-personal trust among
employees.
2. To increase employees' level of satisfaction and
commitment.
3. To confront problems instead of neglecting them.
4. To effectively manage conflict.
5. To increase cooperation and collaboration among the
employees.
6. To increase the organization's problem solving.
7. To put in place processes that will help improve the
ongoing operation of the organization on a continuous
basis.

6. Principles of organization development
1. Values-Based: Values-based key variables include.
• Collaboration: Builds collaborative relationships between the
practitioners and the client while encouraging collaboration
throughout the client system.
• Self-awareness: OD practitioners engage in personal and
professional development through lifeline learning.

7. 2. Systems focused: Approaches communities and organizations
as open systems: that is, acts with the knowledge that change in
one area of a system always results tin changes in one areas of
a system always results in changes in other areas; and change in
one area cannot be sustained without supporting changes in
other areas of the system.

8. 3. Action Research: Continuously reexamines, reflects and
integrated discoveries throughout the process of change in
order to achieve desired outcomes. In this way, the client
members are Involved both in doing their work, and in
dialogue about their reflection and learning in order to
apply them to achieve shared result.

9. 4. Informed by data: Involves proactive inquiry and assessment of
the internal environment in order to discover and crate a
compelling need for change and the achievement of a desired
future state of the organization or community

10. Functions of Organizational Development
1. Training and professional development,
2. Performance management
3. Competency management and
4. Succession planning

11. Benefits
OD helps all types of organizations by:
1. empowering leaders and individual employees
2. creating a culture of continuous improvement and
alignment around shared goals
3. making change easier and faster
4. putting the minds of all employees to work

12. 5-enhancing the quality and speed of decisions
6-making conflict constructive instead of
destructive
7-giving leaders more control over results, by
giving employees more control over how they
do their jobs.

13. Tips for organization development
1. Effective Communication
2. Dealing with Change
3. Acknowledges the Impact of the change
4. Listen to Concerns and Fears
5. Communicate
6. Include
7. Empower

15. Organization development process
• 1. Data collection: Surveys may be made to determine
organizational climate and behavioral problems. The consultant
usually meets with groups away for work to develop information
from questions

16. questions such as these:
• What kinds of conditions contribute most to your job
effectiveness?
• What kinds of conditions interfere with your job
effectiveness?
• What would you most like to change in the way this
organization operates?

17. The by-products of data collection include
• the identification of performance gaps deficiencies
in the way the organization operates
• abseiling in the way the organization operates
• baseline information a portrati of the organizations
current level of operations for later comparison with the
effects of OD efforts?

18. • 2. Data feedback and confrontation: Work groups are assigned
to review the data collected, to medicate areas of disagreement,
and to establish priorities for change.

19. • 3. Action planning and problem solving:
• Groups use the data to develop specific recommendations for
change. Discussion focuses on actual problems in the organization.
Plans are specific, including who is responsible and when the action
should be completed.

20. • 4.Implementation Use of intentions:
Once the action planning is completed, the consultant helps the
participants select and use appropriate OD interventions,
Depending on the nature of the key problems; the intervention
may focus on individuals, teams. Interdepartmental relating or
the total organization.

21. • 5. Evaluation and follow-up: The consultant helps the
organization evaluate the results of tits OD efforts and develop
additional programs in areas where additional results are needed.

22. The Phases Of Organizational
Development
• Phase 1 of Organizational Development:
The Formative Phase
• The mission of an organization in this phase is to find a
pattern for success. The leader has a compelling vision and
the whole organization is in trial and error mode. You are
really close to prospective clients at this point. You put your
solution
• together according to the vision and go to the prospective
market and get feedback. Back and forth to the drawing
board until you have ‘the pattern for success’ – and
something that the market will pay for

23. • Phase 2 of Organizational
Development: The Normative Phase
• Now it’s all about replicating the pattern ‘efficiently’.
Processes are put in place to support efficiency and
predictability. We want to ‘cookie cut’ initial success.
Systems, procedures, rules, hierarchy, formal structure
– grow! You don’t want anybody to deviate from the
pattern. We got it. We know what our customers want.
What we want to do is get out as many widgets as
possible.
• Leadership style needs to be more managerial or
operational. They need to be process oriented and
focused on profitability

24. Phase 3 of Organizational Development:
The Integrative Phase
• Organizations choose to go into Phase 3 ‘on-purpose’.
It’s integrative because you KEEP what still works
from Phase 2 and START reinventing the new pattern
for
• success. You’re not starting from scratch again but
reinventing it. That sounds simple enough. The
challenge most organizations face is letting go of
what’s not working – to STOP the things that are no
longer serving and are draining precious resources that
could be re-invested to innovate

25. • The 6 Stages Every Organization
Goes Through as it Matures:

27. The first stage of organizations:
Growth Through Creativity
• When organizations first start, people wear many hats and
• communication is spontaneous and informal. But, as the
• organization gets bigger, it leads to the crisis point of leadership
• where professional management needs to be broadened to help
• run the various functions.

28. • The key skill needed to progress to the next stage:
To advance to stage two, the organization’s founders need to
go from more hands-on doers to leaders, and start to hire or
develop other senior leaders

29. • The second stage of organizations: Growth
Through Direction
• As the organization grows, new executives are brought in to
manage various functions and the organization continues to
develop new products and services. At some point, again, months
to decades later, the scale of the offerings gets too big for the
leadership team to monitor.

30. • That creates the crisis point of autonomy, where work and
authority needs to be delegated to others.
• The key skill needed to progress to the next stage: To advance to
stage three, the organization needs to either develop or hire
strong managers to help run different parts of the organization

31. The third stage of organizations:
Growth Through Delegation
• In the third stage, layers of hierarchy are added. Top
management become less involved in the day-to-day
details and focuses more on the organization's long-
term strategy

32. • In addition, the sheer size of the organization starts to stress the
current policies and channels of communication. That creates the
crisis point of control, where the different parts of the
organization need to work better together.
• The key skill needed to progress to the next stage: To advance to
stage four, the organization needs to standardize its procedures
to allow it to scale

33. The fourth stage of organizations:
Growth Through Coordination
• In the fourth phase, new policies and procedures are introduced
to bring structure throughout the organization. At first, this
effort is helpful in bringing stability and consistency to the
broader scope of the organization

34. • However, this leads to the inevitable crisis point of red tape,
where bureaucracy gets burdensome.
• The key skill needed to progress to the next stage: To advance to
stage five, the organization needs to double-down on developing
great people managers and begin to free up its procedures to
allow for more autonomy

35. The fifth stage of organizations:
Growth Through Collaboration
• In the fifth stage, a range of scalable and agile
systems that support more flexibility replaces
bureaucracy. Instead of a rigid system for making
decisions, emotionally intelligent leaders are trusted
to use good judgment.

36. • While initially successful, this leads to the crisis point of internal
growth, where the organization must look outside for new
opportunities.
• The key skill needed to progress to the next stage: To advance to
stage six, the organization needs to create a culture based on
collaboration and emotional intelligence

37. The sixth stage of organizations:
Growth Through Alliances
• In the final stage, the organization can only solve its
challenges by partnering with other organizations
through actions like outsourcing, mergers and
acquisitions. All of this expansion ultimately creates
the crisis point of identity, where the organization
must refocus on its vision, mission and strategy.

38. • The key skill needed to progress to the next stage: Here, the
organization needs to reinvent its vision and mission and partner
with organizations that best further that

40. Thank you