This document provides an overview of organization development (OD). It discusses that OD is a relatively new field that emerged in the 1950s and 1960s to help organizations function better through planned interventions. The document outlines several models of OD, including Lewin's three-stage change model, Lippitt et al.'s seven stage consulting process, and Burke-Litwin's model of transactional and transformational change. It also discusses key aspects of OD like participation, teams, interventions, diagnosis, and managing the change process.
Organization development (OD) is the study of successful organizational change and performance. OD emerged from human relations studies in the 1930s, during which psychologists realized that organizational structures and processes influence worker behavior and motivation.
Intro to HRM Lecture 10 - Challenges in Organizational DevelopmentAllen Grabo
This document discusses organizational development and challenges related to diversity and inclusion. It provides an overview of Lewin's model of change which outlines three stages: unfreezing, moving/changing, and refreezing. Schein's expanded model of the three stages is also described. Implementation theory focuses on specific intervention strategies like human process-based changes and techno-structural changes. The document discusses challenges like diversity, discrimination, and the glass ceiling which can limit advancement for women and minorities. It emphasizes the importance of inclusion, cultural awareness training, and effective diversity practices.
The document discusses definitions of organization development (OD) provided by Burke, French, Beckhard, and Beer. It defines OD as a planned, system-wide process using behavioral science to improve an organization's effectiveness and ability to cope with change. The document outlines key aspects of OD, including its historical development from 1950-2000 through approaches like laboratory training, action research, participative management, quality of work life, and strategic change. It concludes by restating that OD is the planned application of behavioral science to improve an organization's strategies, structures, and processes.
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.
Organizations must change to function better and survive in a competitive environment. Leaders identify undesirable situations and seek total system change by focusing on making organizations more efficient and responsive to customers. This requires changing how organizations are structured to emphasize faster response times, lower costs, and continuous learning. It also means better engaging employees through feedback, a sense of accomplishment, and increased efficiency.
Organization Development (OD) is defined as a systematic process that applies behavioral science principles to help organizations change and improve. It emerged in the late 1940s from the fields of group dynamics and planned change theory. OD focuses on long-term, organization-wide efforts led from the top to increase effectiveness through interventions in organizational processes. Major themes of OD include planned change, a distinctive self-renewal approach, a total systems perspective, and action research. Over time, OD has been influenced by different approaches like laboratory training, action research, participative management, quality of work life programs, and a growing focus on strategic change.
Organization development is a long-term effort to improve an organization's effectiveness through a systematic process involving behavioral science. It focuses on improving problem-solving, communication, and decision-making at all levels. Diagnosing organizations involves analyzing inputs, transformation processes, outputs, and alignment using an open systems model. This considers factors at the societal, organizational, and group levels and how well their parts fit together to impact performance.
This document provides definitions of organization development (OD) from several experts and outlines the historical development and current practice of OD. It also outlines the structure of the book, which examines the process of OD including entering and diagnosing organizations, designing and implementing interventions, and addressing areas like human processes, techno-structural changes, human resources management, and strategic interventions. The goal of OD is to improve an organization's ability to solve problems and adapt to changes through behavioral science approaches and planned interventions.
Organization development (OD) is the study of successful organizational change and performance. OD emerged from human relations studies in the 1930s, during which psychologists realized that organizational structures and processes influence worker behavior and motivation.
Intro to HRM Lecture 10 - Challenges in Organizational DevelopmentAllen Grabo
This document discusses organizational development and challenges related to diversity and inclusion. It provides an overview of Lewin's model of change which outlines three stages: unfreezing, moving/changing, and refreezing. Schein's expanded model of the three stages is also described. Implementation theory focuses on specific intervention strategies like human process-based changes and techno-structural changes. The document discusses challenges like diversity, discrimination, and the glass ceiling which can limit advancement for women and minorities. It emphasizes the importance of inclusion, cultural awareness training, and effective diversity practices.
The document discusses definitions of organization development (OD) provided by Burke, French, Beckhard, and Beer. It defines OD as a planned, system-wide process using behavioral science to improve an organization's effectiveness and ability to cope with change. The document outlines key aspects of OD, including its historical development from 1950-2000 through approaches like laboratory training, action research, participative management, quality of work life, and strategic change. It concludes by restating that OD is the planned application of behavioral science to improve an organization's strategies, structures, and processes.
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.
Organizations must change to function better and survive in a competitive environment. Leaders identify undesirable situations and seek total system change by focusing on making organizations more efficient and responsive to customers. This requires changing how organizations are structured to emphasize faster response times, lower costs, and continuous learning. It also means better engaging employees through feedback, a sense of accomplishment, and increased efficiency.
Organization Development (OD) is defined as a systematic process that applies behavioral science principles to help organizations change and improve. It emerged in the late 1940s from the fields of group dynamics and planned change theory. OD focuses on long-term, organization-wide efforts led from the top to increase effectiveness through interventions in organizational processes. Major themes of OD include planned change, a distinctive self-renewal approach, a total systems perspective, and action research. Over time, OD has been influenced by different approaches like laboratory training, action research, participative management, quality of work life programs, and a growing focus on strategic change.
Organization development is a long-term effort to improve an organization's effectiveness through a systematic process involving behavioral science. It focuses on improving problem-solving, communication, and decision-making at all levels. Diagnosing organizations involves analyzing inputs, transformation processes, outputs, and alignment using an open systems model. This considers factors at the societal, organizational, and group levels and how well their parts fit together to impact performance.
This document provides definitions of organization development (OD) from several experts and outlines the historical development and current practice of OD. It also outlines the structure of the book, which examines the process of OD including entering and diagnosing organizations, designing and implementing interventions, and addressing areas like human processes, techno-structural changes, human resources management, and strategic interventions. The goal of OD is to improve an organization's ability to solve problems and adapt to changes through behavioral science approaches and planned interventions.
This document presents a causal model of organizational performance and change developed by the authors based on their consulting experiences. The model depicts transformational and transactional factors that impact organizational performance. Transformational changes like shifts in mission and leadership directly impact transactional factors like structure, systems, and climate, which then impact motivation and performance. The authors cite theory and research to support the model's validity and discuss how it aims to provide a guide for organizational diagnosis and planned change by specifying causal relationships between key dimensions.
Organization development is a planned process to improve organizational effectiveness. It involves diagnosing problems, collecting data, planning and implementing interventions, then evaluating results. The process follows an action research model of problem identification, data collection, diagnosis, planning, implementation, and feedback. Key steps include assessing issues through interviews and surveys, analyzing organizational structures and processes, planning changes, implementing interventions, and evaluating outcomes to determine if further action is needed. The goal is to enhance an organization's ability to change and the satisfaction and development of its employees.
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.
The document outlines 8 steps in an organizational development process: 1) A senior executive identifies problems, 2) The executive consults a behavioral science expert to assess the issues, 3) The expert gathers data on the organization through interviews, observations, questionnaires and performance reviews to diagnose the underlying causes, 4) The expert provides feedback to identify strengths and weaknesses, 5) Members jointly discuss the diagnosis, 6) The expert and members agree on an action plan for change, 7) The action plan is implemented to change the organization, 8) Data is gathered after to measure the effects of the changes.
Action research aims to solve problems and build scientific knowledge through collaborative programs of study. It was developed by Kurt Lewin as a new methodology for social science. Action research involves iterative cycles of data collection, feedback, planning, action, and evaluation to solve problems and improve organizations. It can be used both as a process and as an approach to problem solving through collaboration between researchers and practitioners.
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
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.
ORGANISATION DEVELOPMENT,CONTRIBUTORY STEMS HISTORY,Meaning & definition of Organization Development
History of Organization Development
Contributory stems of Organization Development
Stages on contributory system
U 4.2 ob bba-ii organization change & developmentRai University
The document discusses organizational change and development. It outlines Kotter's 8-step process for successful change which includes creating urgency, forming a team, developing a vision, communicating the vision, empowering others to act, creating short-term wins, sustaining acceleration and institutionalizing changes. It also discusses forces for and against change and models for managing change like Lewin's force field analysis and action research. Organizational development techniques for managing change include education, participation, counseling, sensitivity training and team building.
The document discusses organization development (OD) and provides several definitions of OD. It states that OD is a planned process of change involving the whole organization that aims to improve how the organization functions and achieves its goals. Some key characteristics of successful OD efforts mentioned include being long-term, action-oriented, focusing on changing attitudes and behaviors, and working primarily with groups. The objectives of OD programs outlined include individual and group development, developing an empowering organizational culture through collaboration, inculcating team spirit, and achieving organizational transformation and competitive advantage through evaluation and system changes.
An experienced business executive with more than 25 years of management and consulting experience, Dane D’Alessandro has served as Section Chief of Consumer Response Investigations at the Consumer Financial Protection Bureau since 2011. In addition to his professional career, Dane D’Alessandro is completing a PhD in Organization Development at Benedictine University's College of Business in Lisle, Illinois.
ORGANIZATION CHANGE & DEVELOPEMENT-KURT KEWIN'S CONTRIBUTION TO ODRinks Silence Speaks
The document summarizes key aspects of organizational development (OD) and Kurt Lewin's contributions. OD aims to address organizations' evolving needs through collaboration between internal/external experts to help organizations become more effective for stakeholders. It is a deliberate, lifelong process using theories and techniques from behavioral sciences to increase organizations' viability and ability to manage change. Kurt Lewin is considered the founder of social psychology and pioneered the study of group dynamics and organizational development. He developed concepts like force field analysis, action research, and the three-stage change process of unfreezing, moving to a new level, and refreezing at the new level.
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.
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.
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.
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
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.
This document discusses different classifications of organizational development (OD) interventions:
1) Team-building activities focus on enhancing team effectiveness through improving tasks, skills, relationships, and performance. Different types of teams require different interventions.
2) Intergroup activities improve effectiveness between interdependent groups through joint activities and considering groups as a single system.
3) Third-party peacemaking interventions involve a consultant helping two individuals in an organization manage interpersonal conflict through confrontation and understanding conflict processes and resolution. The interventions have potential to control or resolve conflicts.
9916841999Classification of od interventionsVishal Manju
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.
Organisational Development: The Process, Models, Factors & ImplementationAzmi Taufik
This document discusses models and processes for planned organizational change. It defines organizational development as a planned process using behavioral science to improve organizational effectiveness by changing strategies, structures, processes, cultures and people. The key models discussed are the three-stage model of unfreezing, changing and refreezing; action research; and appreciative inquiry. It also covers factors that influence organizational change like leadership, technology and employee perceptions. The document outlines the process of organizational development which includes diagnosing issues, planning and implementing interventions, managing change and institutionalizing changes. It emphasizes the importance of change models, top management support, addressing resistance and evaluating outcomes to ensure successful organizational development.
Este documento proporciona consejos para crear un currículum vívitae (CV) efectivo que atraiga la atención de los empleadores. Recomienda que el CV sea atractivo para los empleadores al enfocarse en los logros y resultados en lugar de funciones. Además, sugiere mantener el CV actualizado con la experiencia, habilidades y educación más recientes para cumplir con los requisitos del puesto y pasar el "filtro curricular".
This document presents a causal model of organizational performance and change developed by the authors based on their consulting experiences. The model depicts transformational and transactional factors that impact organizational performance. Transformational changes like shifts in mission and leadership directly impact transactional factors like structure, systems, and climate, which then impact motivation and performance. The authors cite theory and research to support the model's validity and discuss how it aims to provide a guide for organizational diagnosis and planned change by specifying causal relationships between key dimensions.
Organization development is a planned process to improve organizational effectiveness. It involves diagnosing problems, collecting data, planning and implementing interventions, then evaluating results. The process follows an action research model of problem identification, data collection, diagnosis, planning, implementation, and feedback. Key steps include assessing issues through interviews and surveys, analyzing organizational structures and processes, planning changes, implementing interventions, and evaluating outcomes to determine if further action is needed. The goal is to enhance an organization's ability to change and the satisfaction and development of its employees.
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.
The document outlines 8 steps in an organizational development process: 1) A senior executive identifies problems, 2) The executive consults a behavioral science expert to assess the issues, 3) The expert gathers data on the organization through interviews, observations, questionnaires and performance reviews to diagnose the underlying causes, 4) The expert provides feedback to identify strengths and weaknesses, 5) Members jointly discuss the diagnosis, 6) The expert and members agree on an action plan for change, 7) The action plan is implemented to change the organization, 8) Data is gathered after to measure the effects of the changes.
Action research aims to solve problems and build scientific knowledge through collaborative programs of study. It was developed by Kurt Lewin as a new methodology for social science. Action research involves iterative cycles of data collection, feedback, planning, action, and evaluation to solve problems and improve organizations. It can be used both as a process and as an approach to problem solving through collaboration between researchers and practitioners.
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
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.
ORGANISATION DEVELOPMENT,CONTRIBUTORY STEMS HISTORY,Meaning & definition of Organization Development
History of Organization Development
Contributory stems of Organization Development
Stages on contributory system
U 4.2 ob bba-ii organization change & developmentRai University
The document discusses organizational change and development. It outlines Kotter's 8-step process for successful change which includes creating urgency, forming a team, developing a vision, communicating the vision, empowering others to act, creating short-term wins, sustaining acceleration and institutionalizing changes. It also discusses forces for and against change and models for managing change like Lewin's force field analysis and action research. Organizational development techniques for managing change include education, participation, counseling, sensitivity training and team building.
The document discusses organization development (OD) and provides several definitions of OD. It states that OD is a planned process of change involving the whole organization that aims to improve how the organization functions and achieves its goals. Some key characteristics of successful OD efforts mentioned include being long-term, action-oriented, focusing on changing attitudes and behaviors, and working primarily with groups. The objectives of OD programs outlined include individual and group development, developing an empowering organizational culture through collaboration, inculcating team spirit, and achieving organizational transformation and competitive advantage through evaluation and system changes.
An experienced business executive with more than 25 years of management and consulting experience, Dane D’Alessandro has served as Section Chief of Consumer Response Investigations at the Consumer Financial Protection Bureau since 2011. In addition to his professional career, Dane D’Alessandro is completing a PhD in Organization Development at Benedictine University's College of Business in Lisle, Illinois.
ORGANIZATION CHANGE & DEVELOPEMENT-KURT KEWIN'S CONTRIBUTION TO ODRinks Silence Speaks
The document summarizes key aspects of organizational development (OD) and Kurt Lewin's contributions. OD aims to address organizations' evolving needs through collaboration between internal/external experts to help organizations become more effective for stakeholders. It is a deliberate, lifelong process using theories and techniques from behavioral sciences to increase organizations' viability and ability to manage change. Kurt Lewin is considered the founder of social psychology and pioneered the study of group dynamics and organizational development. He developed concepts like force field analysis, action research, and the three-stage change process of unfreezing, moving to a new level, and refreezing at the new level.
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.
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.
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.
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
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.
This document discusses different classifications of organizational development (OD) interventions:
1) Team-building activities focus on enhancing team effectiveness through improving tasks, skills, relationships, and performance. Different types of teams require different interventions.
2) Intergroup activities improve effectiveness between interdependent groups through joint activities and considering groups as a single system.
3) Third-party peacemaking interventions involve a consultant helping two individuals in an organization manage interpersonal conflict through confrontation and understanding conflict processes and resolution. The interventions have potential to control or resolve conflicts.
9916841999Classification of od interventionsVishal Manju
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.
Organisational Development: The Process, Models, Factors & ImplementationAzmi Taufik
This document discusses models and processes for planned organizational change. It defines organizational development as a planned process using behavioral science to improve organizational effectiveness by changing strategies, structures, processes, cultures and people. The key models discussed are the three-stage model of unfreezing, changing and refreezing; action research; and appreciative inquiry. It also covers factors that influence organizational change like leadership, technology and employee perceptions. The document outlines the process of organizational development which includes diagnosing issues, planning and implementing interventions, managing change and institutionalizing changes. It emphasizes the importance of change models, top management support, addressing resistance and evaluating outcomes to ensure successful organizational development.
Este documento proporciona consejos para crear un currículum vívitae (CV) efectivo que atraiga la atención de los empleadores. Recomienda que el CV sea atractivo para los empleadores al enfocarse en los logros y resultados en lugar de funciones. Además, sugiere mantener el CV actualizado con la experiencia, habilidades y educación más recientes para cumplir con los requisitos del puesto y pasar el "filtro curricular".
The Yamuna river exceeded the danger level of 204.83 meters due to heavy rainfall in northern India. Haryana released 7.5 lakhs cusec of water into the Yamuna river, the highest single-day discharge in over 100 years, causing the water level to rise further. Settlements along the banks of the Yamuna were washed away and a railway bridge over the river had to be closed due to the high water levels, disrupting train services.
El documento presenta un programa de ingresos y egresos realizado por Patricia León y Leonardo Ortega para el segundo ciclo "A" de Sistemas bajo la supervisión del profesor Ing. Max Zúñiga. El programa utiliza las clases Scanner, LinkedList y Queue de Java para ingresar y mostrar datos financieros como fecha, valor y descripción.
New York is the most populous city in the United States, located on one of the world's largest natural harbors. It consists of 5 boroughs - The Bronx, Brooklyn, Manhattan, Queens, and Staten Island - which were consolidated in 1898. With over 8 million residents in just 302 square miles, New York is the most densely populated major city in the U.S. It is a global center of culture, commerce, finance, media, art and more.
The document summarizes key aspects of program design for training programs, including selecting an appropriate training site, preparing a curriculum roadmap and detailed lesson plans, ensuring transfer of training to the job, and obtaining manager and peer support. It also covers evaluating training vendors, designing for near and far transfer, developing self-management modules, and facilitating knowledge management through communities of practice and chief learning officer positions.
El documento habla sobre la resiliencia y cómo afrontar situaciones difíciles. Explica que la resiliencia es la capacidad humana de superar adversidades a pesar de los obstáculos. Recomienda no alarmarse ante una crisis, sino darle un sentido positivo como cambiar la perspectiva o entenderse mejor. También menciona factores resilientes como el apoyo externo, la disposición a actuar, las habilidades y la fortaleza interna.
Folksonomies allow users to freely tag information and objects for their own retrieval purposes. Tagging is done socially and creates metadata from users' own vocabularies and understanding. It connects items based on personal meaning rather than strict categorization. The key elements of a folksonomy are the tag, tagged object, and tagger's identity, which aid disambiguation and a rich understanding of the tagged object.
This document discusses traditional training methods used to teach employees new skills or information. It describes presentation methods like lectures that involve passive learning. It also outlines hands-on methods such as on-the-job training where employees learn by doing real work, and self-directed learning where employees take responsibility for their own instruction. Finally, it examines group building methods to improve teamwork, including adventure learning, team training, and cross-training employees in each other's roles.
Leyla Vega Moreno is a Colombian woman seeking a career in bacteriology. She provides her contact information and education history, but has no work experience, skills, or qualifications listed. The document appears to be an incomplete Europass curriculum vitae, as several sections lack any details about Leyla's background, training, or abilities.
This document discusses various theories of learning and transfer of training, including: reinforcement theory; social learning theory; goal theories like goal setting theory and goal orientation; need theories like Maslow's hierarchy of needs and McClelland's need theory; expectancy theory; adult learning theory; and information processing theory. It also covers types of learner outcomes and factors that influence transfer of training, such as identical elements, stimulus generalization, and cognitive theory approaches.
Leyla Vega Moreno is a Colombian woman seeking a career in bacteriology. She provides her contact information and education history, but leaves many of the experience and skills sections blank, only noting dancing, drawing, and interests in art and philosophy. She completed secondary education in Colombia but provides no details on degrees or training.
Our high school is located in Ribadesella, Spain and has around 252 students. Classes run from 8:05am to 2:05pm, consisting of 6 lessons per day covering subjects like art, math, English, and sciences. The school organizes fun end-of-term activities like a Christmas festival and cultural days, as well as regular trips for the students throughout the school year.
The homework-maker is a new device that can complete homework assignments for students. It works like a printer by scanning homework questions inserted into its slot, using an advanced microchip to understand the questions and generate answers. The homework-maker then copies the student's handwriting to make it appear the student completed the work themselves. It incorporates cutting-edge technology allowing it to read 5,000 words per second and perfectly mimic a student's handwriting style. The homework-maker is available for purchase for only $399.95.
Dario Blood Glucose Monitoring System – User Performance EvaluationUdhaw kumar
Self-monitoring of blood glucose is a valuable tool for helping patients achieve and maintain target blood glucose levels in order to reduce the risk of diabetes-related complications. Particularly, frequent self-monitoring of blood glucose is an essential pre-requirement to adequately manage diabetes mellitus type 1 or type 2 treated with insulin. When performed and utilized properly, blood glucose meters for self-measurement of blood glucose allow diabetic patients to determine their blood glucose level and to use the information as part of their treatment program.
The document summarizes resources that were showcased at the ISTE conference. It provides the names, descriptions and URLs for over 20 digital tools and websites that can be used for education purposes. These include tools for creating presentations, videos, graphics, podcasts, word clouds, online sticky notes and more. For each tool, a brief description of its educational uses is given.
Organization development (OD) is defined as a long-range effort to improve an organization's ability to cope with change and problem-solving through effective management of organizational culture. OD is a top management supported initiative that uses behavioral science principles and action research to diagnose issues and design interventions to increase organizational effectiveness over time. The OD process involves entering and contracting with a client, diagnosing issues, designing and implementing interventions, and evaluating results.
Organizational Renewal: The Challenge of ChangeJuan Franco
This document discusses organizational change and renewal. It covers the challenges organizations face in constantly changing environments. It introduces the concepts of organizational renewal, the system approach, and the sociotechnical system. The sociotechnical system views an organization as an open system coordinating human and technical activities through various subsystems. It also discusses future shock from too much rapid change. Organizational transformation and development are approaches to managing organizational change. Organizational development uses planned change processes to improve individual, team, and total organization effectiveness.
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.
OD refers to a long-range effort to improve an organization’s problem-solving capabilities and its ability to cope with changes in its external environment with the help of external or internal behavioral-scientist consultants.
Generations of planned organisational changeShelly Jose
The document discusses three generations of approaches to planned organizational change. The first generation used approaches like action research, sensitivity training, and quality of work life programs. The second generation focused on aligning organizations with their changing environments through transformations and large-scale interventions. The third generation views learning as continuous and identifies positive organizational aspects to drive change, such as with learning organizations and appreciative inquiry. The implications are that each generation manages the tensions between positive/negative focus, continuous/episodic change, and other dualities differently, and an alternative is to connect the dualities rather than separate them.
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.
This document discusses organization development (OD) and planned change. It defines OD as a planned process of change using behavioral science. Common models of planned change are presented, including Lewin's three-stage model of change and action research. The roles and competencies of an OD practitioner are outlined, including the demands of consulting and managing ethical dilemmas.
This document provides an overview of organizational development (OD). It defines OD and discusses its goals, processes, strategies and interventions. The key points are:
OD aims to improve organizational effectiveness and individual well-being through a systematic, planned approach using behavioral science. It involves diagnosing issues, collecting data, providing feedback, planning and implementing interventions. Common interventions discussed include team building, process consultation, surveys and training.
The document also examines organizational change, covering definitions, types of change (planned, unplanned, fundamental, operational etc.), models of change including Lewin's force field analysis, and sources of resistance to change. It notes change can be internal or externally driven, and change management seeks to help organizations adapt
Organization development is the study of successful organizational change and performance. OD emerged from human relations studies in the 1930s, during which psychologists realized that organizational structures and processes influence worker behavior and motivation.
This document provides an overview of organizational development. It begins with an outline of the chapter, then defines organizational development and discusses its key elements. These include developing individuals, teams, and the overall organization through acquiring skills from various fields like psychology and sociology. Organizational development aims to affect planned change through interventions and is a continuous long-term process led by leaders and consultants.
Organizational development (OD) is a process that applies behavioral science knowledge to help organizations change and improve. It involves interventions at all levels of the organization to make it more effective. The OD process begins with identifying a problem through diagnosis, then planning and implementing an intervention. Data is collected before and after to evaluate the intervention and determine if further changes are needed. Key aspects of OD include utilizing change agents, problem-solving, experimental learning, and interventions at the individual, group, and organizational levels. The overall goal is to develop organizations and workers to be more productive and better achieve their goals.
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.
This document provides definitions and foundations of organization development (OD). It summarizes two definitions of OD, focusing on it being a conscious, planned process to develop an organization's capabilities for optimal performance. Foundations of OD discussed include models of planned change from Kurt Lewin and others, as well as systems theory. Values in OD emphasize viewing people holistically and facilitating expression and risk-taking.
OD is an effort, planned, organisation-wide, and managed from the top to increases organisation effectiveness and health through planned intervention in the organization’s process, using behavioral-science knowledge.
(1) Organization development (OD) is defined as a planned, organization-wide effort to increase effectiveness and health through interventions that change beliefs, attitudes, values, and structure. (2) OD draws on behavioral science and involves collaboration, long-term planning, systems thinking, and evidence-based change. (3) Key aspects of OD include addressing organization-wide issues, using change agents, taking action, emphasizing performance and learning, and having a humanistic, problem-solving orientation.
The document discusses the action research model, which is a cyclical process used for planned organizational change. It involves preliminary diagnosis, gathering data from clients, feedback, exploration of data, action planning by clients, implementation of actions, and evaluation of results. The model fosters organizational learning, collaboration, and viewing the organization as a whole system. It helps improve performance, align actions with strategy, develop leadership, and reshape organizational culture.
1) Organization development aims to improve organizational effectiveness and employee well-being through planned interventions based on behavioral science and democratic values.
2) There are several theories of planned organizational change including Lewin's three-step model of unfreezing, moving, and refreezing; action research involving diagnosis, analysis, feedback, and evaluation; and appreciative inquiry focusing on an organization's strengths.
3) Planned change aims to help organizations adapt to their changing environments and alter individual and group behaviors through the efforts of change agents. Resistance to change can come from both individuals and the organization and must be addressed.
This document discusses organizational diagnosis and organizational development. It defines organizational diagnosis as examining an organization to determine gaps between current and desired performance. Organizational development aims to improve organizational effectiveness through planned interventions. The document outlines facets of diagnosis including processes, models, and methods. It also discusses OD practitioner competencies and styles, as well as common intervention techniques like team building, surveys, and structural changes. Prerequisites for effective OD include management commitment, communication, resources and using a systematic diagnostic process.
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Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
2. About Organization Development (OD)
Relatively new field of study – 50’s & 60’s
OD is about how organizations and people function and
how to get them function better
Start Point – when the leader identifies an undesirable
situation and seeks to change it.
Focus - Making organizations function better (total
system change).
Orientation - Action (achieving results through planned
activities).
No unifying theory – just models of practice
OD is an organization improvement strategy
4. Focus
Change – new state of things, different from old state of
things
Can be viewed as an opportunity or as a threat
Change
First order change
Second order change
(making moderate adjustments)
(reinvent, reengineer, rewrite)
OD consultants are experts in organizational change
What needs to be changed and how to go about it
5. Orientation
Diagnosing
Taking Action
Re-Diagnosing
Taking New Action
This process is known as
‘Action Research’
Change occurs based on the actions
taken
New knowledge comes from
examining the results of the actions.
Three ingredients:
1. Participation
2. OD consultant (as collaborator & colearner)
3. Iterative process of diagnosis & action
6. Definition(s) of OD
Organization Development is an effort (1) planned, (2) organization-wide, and
(3) managed from top, to (4) increase organization effectiveness and health
through (5) planned interventions in organization ’ s “ processes ” , using
behavioral-science knowledge. …Beckhard, 1969
Organization Development is a process of planned change – change of an
organization ’ s culture from one which avoids an examination of social
processes (especially decision making, planning and communication) to one
which institutionalizes and legitimizes this examination. …Burke & Hornstein, 1972
Organization Development is a systematic application of behavioral science
knowledge to the planned development and reinforcement of organizational
strategies, structures, and processes for improving an organization ’ s
effectiveness. …Cummings & Worley, 1993
Organization development is a planned process of change in an
organization ’ s culture through the utilization of behavioral science
technologies, research, and theory.
…Burke, 1994
7. Organization Development is…
a system wide application and transfer of
behavioral science knowledge to the
planned development, improvement, and
reinforcement of the strategies, structures,
and processes that lead to organization
effectiveness.
8. History of OD
Four major stems of OD
(1) T-group
(2) Survey Feedback Technology
(3) Action research
(4) Sociotechnical & Socioclinical approaches
(1) T-Group (Laboratory Training) – participants learn from their
own actions and the group’s evolving dynamics
(2) Developing reliable questionnaires, collecting data from
personnel, analyzing it for trends, and feeding the results back
to everyone for action planning
(3) Diagnosing, taking action, re-diagnosing and taking new
action
(4) Integrate social requirements of employees with technical
requirements needed to do work in provided environment.
9. Revolutionary Values & Beliefs of OD
Organic systems (mutual confidence & trust) rather than mechanical
systems (authority-obedience) …. Warren Bennis
Basic units of change are groups, not individuals …. Richard Beckhard
Away from resisting and fearing individual differences towards accepting
and utilizing them …. Robert Tannenbaum
Trust and respect for individual
Open communication
Decentralized decision making
Collaboration and cooperation
Appropriate use of powers
Authentic interpersonal relationships
Radical departure from
accepted values and
beliefs of 1960’s
11. Models and theories
Kurt Lewin
Change is a three-stage process
Stage 1- Unfreezing the old behavior/ situation
Stage 2- Moving to a new level of behaviors
Stage 3- Refreezing the behavior at the new level
Edgar Schein modified this theory by specifying psychological
mechanisms involved in each stage
Later Ronald Lippitt, Jeanne Watson and Bruce Westley expanded
this model into seven-stage model
12. Models and theories Contd..
Phase 1
Phase 2
Phase 7
Phase 6
Phase 5
Phase 4
Phase 3
Developing a need for change.
Establishing the change relationship.
Diagnosing the client system’s problem.
Examining alternative routes, establishing goals
and intentions of action.
Transforming intentions into actual change efforts.
Stabilizing change.
Achieving a terminal relationship.
Seven stage model representing the consulting process
13. Models and theories Contd..
Five critical leverage
points (tracks) for
organization change
1. The culture track
2. The management skills track
3. The team-building track
4. The strategy-structure track
5. The reward system track
AT&T, Eastman Kodak, Ford, General Electric, Xerox etc.
Track 1 : Enhances trust, communication, information sharing
Track 2 : Provide new ways of coping with complex problems
Track 3 : Infuses new culture and updated management skills
Track 4 : Develops revised strategy plan for organization
Track 5 : Establishes performance based reward system
Ralph Kilmann
14. Models and theories Contd..
Warner Burke
The Burke-Litwin Model of Organizational Change
Change
First order change (Transactional change)
Second order change (Transformational change)
OD interventions directed towards structure, management
practices, and systems (policies & procedures) result in
first order change.
OD interventions directed towards mission and strategy,
leadership, and organization culture result in second order
change.
16. Models and theories Contd..
Jerry Porras Peter Robertson
Porras & Robertson Model of
Organizational Change
OD interventions alter features of the work setting causing
changes in individuals’ behaviors, which in turn lead to
individual and organizational improvements.
Work setting factors
Organizing arrangements
Social factors
Physical setting
Technology
1
2
3
4
19. Systems Theory Contd..
Eric Trist
Sociotechnical Systems Theory (STS)
All organizations comprised of two
interdependent systems:
1. Social system
2. Technical system
To achieve high productivity and employee satisfaction,
organizations must optimize both systems.
Changes in one system affect the other system.
20. Participation & Empowerment
Participation in OD programs is not restricted to elites or
top people; it is extended broadly throughout the
organization.
Increased participation and empowerment have always
been central goals and fundamental values of OD.
Participation enhances empowerment and empowerment
in turn enhances performance.
Empowerment is the key to getting people to want to
participate in change.
21. Teams & Teamwork
Many tasks are so complex that they
cannot be performed by individuals;
people must work together to
accomplish them.
Putting those empowered individuals
into teams creates extraordinary
effects on performance.
Teams create synergy i.e. sum of
efforts of team is far greater than sum
of individual efforts.
A number of OD interventions are
specifically designed to improve team
performance. Examples – team
building, quality circles etc.
Characteristics of
successful teams
1.clear, elevating goal
2.result driven structure
3.competent members
4.unified commitment
5.collaborative climate
6.standards of excellence
7.external support and
recognition
8.principled leadership
…..Larson & LaFasto
22. Parallel Learning Structures
A parallel learning structure consists of a steering committee and a
number of working groups* that study what changes are needed,
make recommendations of improvements, and monitor the change
efforts.
(* Idea groups, action groups, implementation groups etc.)
One or more top executive should be part of steering committee
Representatives from all parts of the organization
In large bureaucratic organizations :
1. High forces of inertia
2. Hierarchical communication pattern
3. Standard ways of addressing problems
Here parallel learning structures are best way to initiate change
Inhibit :
learning
Innovation
Change
23. Normative-Reeducative Strategy of Change
Norms form the basis for behavior, and change comes through
reeducation in which old norms are discarded and replaced by new
ones.
Changes in normative orientations involve changes in:
• Attitudes
• Values
• Skills
• Relationships
Norms can be best changed by focusing on the group, not the
individual.
24. Applied Behavioral Science
OD is an application of behavioral science
Pure/ Basic Science Applied Science
Generating knowledge Knowledge to Solve
practical problems
Practice Theory : Diagnosing the situation, then selecting and
implementing treatments based on diagnosis, and finally evaluating
the effects of the treatments.
What helps me solve this problem?
What helps me solve real problems?
Applied Behavioral Science
Practice Research Practice Theory
Behavioral Science Research Behavioral Science Theory
Pure/basicscience
AppliedScience
25. Researcher enters a problem situation, diagnoses it and make
recommendations for remedial treatment (recommendations may not be put
into effect by client group)
People who are to take action are involved in the entire process
from the beginning (involvement increases the likelihood of carrying out the
actions once decided upon)
Researcher keeps the systematic, extensive record of what he/ she did and
what effects it had (may encounter situations too divergent from one another,
which may not permit generalizations)
It is controlled research on the relative effectiveness of various
techniques (is difficult to do when client wants immediate answers)
Diagnostic
Participant
Empirical
Experimental
Action Research
Data Collection
Feedback of data to client system members
Action planning based on the data
Taking action
Evaluating results of actions
Types
Diagnostic
Participant
Empirical
Experimental
26. Managing the OD Process
Three basic components of OD programs:
Diagnosis Continuous collection of data
about total system, its
subunits, its processes, and
its culture
Action All activities and interventions
designed to improve the
organization’s functioning
Program
management
All activities designed to
ensure success of the
program
27. Diagnosing Organizational Subsystems
Diagnostic targets Information sought Methods of Diagnosis
The total organization Q) What is organization’s culture?
Q) Are organizational goals and strategy
understood and accepted?
Q) What is organization’s performance?
• Examination of organizational records –
rules, regulations, policies
• Questionnaire survey
• Interviews (both group & individual)
Large and complex
subsystems
Q) What are the unique demands on this
subsystem?
Q) Are organization structures and processes
related to unique demands?
Q) What are the major problems confronting this
subsystem?
• Questionnaire survey
• Interviews
• Observations
• Organization records
Small and simple
subsystem
Q) What are major problems of the team?
Q) How can team effectiveness be improved?
Q) Do individuals know how their jobs relate to
organizational goals?
• Individual interviews
• group meeting to review the interview data
• Questionnaires
• Observation of staff meetings and other day-
to-day operations
Intergroup subsystems Q) How does each subsystem see the other?
Q) What problems do the two groups have in
working together?
Q) How can they collaborate to improve
performance of both groups?
• Interviews of each subsystem followed by
‘sharing the data meeting’
• Flowcharting critical processes
• Meetings between both groups
Individuals Q) Do people perform according to organization’s
expectations?
Q) Do they need particular knowledge or skills?
Q) What career development opportunities do
they have/ want/ need?
• Interviews
• Information from diagnostic meetings
• Data available with HR department
Roles Q) Is the role defines adequately?
Q) What is the ‘fit’ between person and role?
Q) Is this the right person for this role?
• Role analysis
• Observations
• Interviews
28. Diagnosing Organizational Processes
Organizational
Processes
Information sought Methods of Diagnosis
Communication
patterns, styles &
flows
Q) Is communication open or closed?
Q) Is communication directed upward, downward,
laterally?
Q) Are communications filtered? ….. Why? How?
• Observations – in meetings
• Questionnaires
• Interviews and discussion with group
members
Goal setting Q) Do people set goals?
Q) Who participates?
Q) Do they possess necessary skills for effective
goal setting?
• Questionnaires
• Interviews
• Observations
Decision making,
problem solving &
action planning
Q) Who makes decisions?
Q) Are they effective?
Q) Are additional decision making skills needed?
• Observations of problem-solving meetings
• Analysis of videotaped sessions
• Organizational records
Conflict resolution and
management
Q) Where does conflict exist?
Q) Who are involved parties?
Q) How is it being managed?
• Interviews
• Flowcharting critical processes
• Meetings between both groups
Superior-subordinate
relations
Q) What are the prevailing leadership styles?
Q) What problems arise between superiors and
subordinates?
• Questionnaires
•Interviews
Strategic management
& long range planning
Q) Who is responsible for ‘looking ahead’ and
making long term decisions?
Q) Do they have adequate tools and support?
Q) Have the recent long range decisions been
effective?
• Interviews of key policy makers
• Group discussions
• Examination of historical records
29. Diagnosis – The Six-Box Model
Leadership
Purposes
Relationships
Helpful
Mechanisms
Rewards
StructureWeisbord identifies six
critical areas where
things must go right if
organisation is to be
successful. According to
him, the consultant must
attend to both formal
and informal aspects of
each box.
This model is still widely used
by OD practitioners
Marvin Weisbord
30. Actions
Interventions are the actions taken to produce desired changes.
Four conditions that give rise to the need for OD interventions:
1. The organisation has a problem
(corrective action – to fix it)
2. Organization sees an unrealized opportunity
(enabling action – to seize the opportunity)
3. Features of organization are out of alignment
(alignment action – to get things back ‘in sync’)
4. Yesterday’s vision is no longer good enough
(action for new vision – actions to build necessary
structures, processes and culture to make new vision a
reality)
31. Interventions
Major families of OD interventions:
1. Diagnostic
2. Team-Building
3. Intergroup
4. Education and Training
5. Structural
6. Process Consultation
7. Grid Organization Development
8. Third-Party Peace Making
9. Coaching and Counseling
10.Life and Career Planning
11.Planning and Goal Setting
12.Strategic Management
Each of these families of interventions includes many activities
32.
33. Example : Team Building Interventions
Team building
interventions
Intact work
teams
Special teams
Diagnostic meetings
Team building focused on goal setting,
decision making, problem solving etc.
Building & mainitaining effective
interpersonal relationships
Role analysis techniques for role
clarification & defination
Team building focused on task
accomplishment
Task allocations
Interunit conflicts
Role negotiation
34.
35. Program Management
Motivating Change
Creating a Vision
Developing Political Support
Managing the Transition
Sustaining Momentum
Effective Change
Management
Cummings and Worley identified 5 sets of activities required for effective
change management:
36. Program Management Contd..
John P. Kotter
Kotter’s 8-stage process for managing organizational change:
Establishing a sense of urgency
Creating a guiding coalition
Developing a vision and strategy
Communicating the change vision
Empowering a broad base of people to take action
Generating short term wins
Consolidating gains and producing even more change
Anchoring (institutionalizing) the new approaches into the culture
1
2
3
4
5
6
7
8
HBR,Mar-Apr1995,p.61
37. SIGNIFICANCE OF HUMAN RESOURCE
DEVELOPMENT
• The term refers to the knowledge, skills,
creative abilities, talents, aptitudes, values
and beliefs of an organization’s workforce
• Human resources development improves the
utilization value of an organization
• The efficiency of production process and
various areas of management depends to a
greater extent on the level of human
resources development
38. CHANGING ENVIRONMENTAL FACTORS
• The vitality of human resources to a nation and to the
industry depends upon the level of its development.
• HRD assumes significance in view of the fast changing
organizational environment and need of the
organization to adopt new technologies in order to
respond to the environmental changes due to:
– Unprecedented increase in competition within and outside
the country consequent upon the announcement and
implementation of economic liberalization
– Trends towards market economy are more prevalent in
most of the countries indicating only the industries strong
in all respects to continue in the market and other
industries are forced to withdraw from the market
39. THE CONCEPT OF HUMAN RESOURCES
DEVELOPMENT
• HRD is mainly concerned with developing the skills,
knowledge and competencies of people and it is people-
oriented concept
• The concept of HRD is not yet well conceived by various
authors though they have defined the term from their
approach as it is of recent origin and still is in the
conceptualizing stage.
• Many personnel managers and organizations view HRD as
synonymous to training and development
• The concept was formally introduced by Leonard Nadier in
1969 as “ those learning experiences which are organized
for a specific time and designed to bring about the
possibility of behavioural chang
40. FEATURES OF HRD
• HRD is a systematic and planned approach for the
development of individuals in order to achieve
organizational, group and individual goals
• HRD is a continuous process for the development
of technical, managerial, behavioural and
conceptual skills and knowledge
• HRD develops the skills and knowledge not only
at the individual but also at dyadic level, group
level and organizational level
41. FEATURES OF HRD
• HRD is multi-disciplinary.
• It draws inputs from Engineering, Technology,
Psychology, Anthropology, management,
Commerce, Economics, Medicine etc.
• HRD is embodied with techniques and
processes
• HRD is essential not only for manufacturing
and service industry but also for information
technology industry
42. SCOPE OF HRD
• Recruiting the employees within the dimensions
and possibilities for developing human resources
• Selecting those employees having potentialities
for development to meet the present and future
organizational needs
• Analysing, appraising and developing
performance of employees as individuals,
members of a group and organizations with a
view to develop them by identifying the gaps in
skills and knowledge
43. NEED FOR HRD
• Changes in Economic Policies
• Changing job requirements
• Need for Multi-skilled Human Resources
• Organizational viability and transformation
process
• Technological Advances
• Organizational complexity
• Human Relations
44. HRD OBJECTIVES
• To enhance organizational capabilities
• To aid total quality management
• To provide comprehensive framework for HRD
• To prevent employee obsolenscence
• To develop creative ability and talents
• To prepare employee for higher level jobs
• To promote individual and collective morale, a
sense of responsibility, co-operative attitudes and
good relationships
45. HRD FRAMEWORK
• Recent economic liberalization announced by the government of
India tend towards market and economy and started creating more
dynamic environment in India than ever before
• Human resources planning for HRD should plan for human
resources not only for the present and future jobs but also roles
• Organizational plans including the plans for change, based on
environmental opportunities and threats, are the basis to
determine organizational requirements
• Human resources to be acquired and developed are determined in
terms of skills, knowledge, abilities, values, aptitude, beliefs,
commitment etc.
• The outcomes of HRD are four-fold: to the organization, to the
individuals, to the groups and to the society
46. TECHNIQUES OF HRD
• Performance Appraisal
• Potential Appraisal
• Employee Training
• Executive Development
• Career Planning and Development
• Social and Cultural Programmes
• Organizational change & Organizational
Development
• Workers’ participation in management
47. TECHNIQUES OF HRD
• Quality Circles
• Employee Counselling
• Role Analysis
• Communication Policies and practices
• Monetary Rewards
• Non-monetary Rewards
• Employee Benefits, and
• Grievance Mechanism
48. HRD OUTCOMES
• HRD outcomes provide the ground rules to
build an organization excelling in people,
processes, products and profits:
– Training makes people more competent
– There is greater clarity of norms and standards
– People become more committed to their jobs
– People develop great trust and respect for each
other
– HRD helps inducing multi-skills to the employees
49. THE FUNCTIONS OF HRD MANAGER
• Role analysis
• HR planning
• Recruitment
• Selection
• Placement
• Induction and orientation
• Performance Appraisal
• Training
50. THE FUNCTIONS OF HRD MANAGER
• Management development
• Career Planning and development
• Organization Development
• Compensation
• Social and Cultural Programmes
• Workers’ Participation in Management
• Quality Circles
• Employee Counselling
• Teamwork
51. HRD TASKS OF LINE MANAGER
• Appraisal
• Sub-system Training
• Career
52. ATTRIBUTES OF AN HRD MANAGER
• Technical
– Knowledge and skill in counselling
– Knowledge of behavioural sciences
– Knowledge of techniques in behavioural research
• Managerial
– Organizing ability,
– Systems development skills
53. • Personality
– Initiative
– Faith in human being and their capabilities
– Positive attitude towards others
– Imagination and creativity
– Concern for excellence
– Concern for people and their development
– Attitude for research and development work
– Interest in learning new things
– Ability to work as a team member