organization development
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Organizational development is a collection of change methods aimed at improving organizational effectiveness and employee well-being through planned, comprehensive, long-range, and dynamic changes with participation from change agents. Some key goals of organizational development include emphasizing humanistic values, treating individuals as complex people, and increasing trust, enthusiasm, and responsibility among members. Common organizational development interventions include sensitivity training, team building, survey feedback, and process consultation. The organizational development process involves evaluation, intervention, problem identification, planning for change, and continuous data collection and management.
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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.
Od 1 - Organisation Development
This document provides an overview of organizational development (OD) concepts that will be covered in a course presented by Naresh Sukhani. The objectives of the course are to understand OD concepts and their relevance, study issues and challenges of OD, understand the phases of an OD program, examine OD interventions, and discuss ethical issues. The syllabus will cover an overview of OD, organizational diagnosis and change, OD interventions, and OD effectiveness. Key intervention techniques that will be discussed include T-groups, survey feedback, process consultation, team building, and third-party conflict resolution.
Performance management
The document discusses performance management. It begins by defining performance management as the continuous process of identifying, measuring, developing, and aligning individual and team performance with organizational goals. It distinguishes performance management from performance appraisal, noting that the former is strategic, ongoing, and driven by line managers, while the latter is an annual assessment driven by HR. The document outlines the components of a performance management system, including performance planning, appraisal and feedback, rewarding performance, improvement plans, and potential appraisal. It describes the strategic, administrative, informational, developmental, organizational, and documentation purposes of performance management systems.
Human Resource Management and Motivation
This document discusses key aspects of human resource management including recruitment and selection, training programs, performance appraisals, compensation, and employee separation. It addresses how these human resource responsibilities help organizations attract, develop, and retain qualified employees. Additionally, it examines theories related to motivating employees, such as Maslow's hierarchy of needs, goal setting, job design, and managers' attitudes.
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 excellence
The document discusses organizational excellence and its keys. Organizational excellence is the ability of an organization to distinguish itself through specialization while achieving its goals. Keys to organizational excellence include having a clear mission, vision, values and strategic management plan, as well as effective organizational structure, systems, and processes for renewal. Organizational excellence is important as it allows an organization to evaluate and maximize its success, maintain discipline, and gain competitive advantages through alignment of functions. There are different forms of organizational excellence such as competitive, institutional, rejuvenatory, missionary, versatile, and creative excellence.
Organisational development b.com vith sem (optional) Bangalore University
This document provides information about organizational development including:
1. Definitions of organizational development as a systematic process using behavioral science to improve organizational effectiveness.
2. Characteristics of organizational development such as being system-wide and value-based.
3. Models that drive organizational development including the action research model.
4. Goals of organizational development like improving job satisfaction and communication.
5. Stages in organizational development programs including initial diagnosis, data collection, and implementation of interventions.
6. Techniques used in organizational development like sensitivity training, team building, and survey feedback.
Hrm class ppt
Here are the key points about HR policies:
- HR policies provide guidelines for employees and managers to ensure fair and consistent treatment of employees.
- The main goal of HR policies is to create a productive, compliant and engaging work environment.
- Common types of HR policies include those related to recruitment, employment status, benefits, compensation, conduct, workplace guidelines and the use of technology.
- Well-documented policies help create organizational structure and ensure legal compliance. They communicate management's intentions and expectations.
- Consistent application of policies promotes fairness and reduces potential legal issues.
So in summary, HR policies establish standards and procedures to direct HR activities and regulate employee conduct in support of the organization's objectives.
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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.
Od 1 - Organisation Development
This document provides an overview of organizational development (OD) concepts that will be covered in a course presented by Naresh Sukhani. The objectives of the course are to understand OD concepts and their relevance, study issues and challenges of OD, understand the phases of an OD program, examine OD interventions, and discuss ethical issues. The syllabus will cover an overview of OD, organizational diagnosis and change, OD interventions, and OD effectiveness. Key intervention techniques that will be discussed include T-groups, survey feedback, process consultation, team building, and third-party conflict resolution.
Performance management
The document discusses performance management. It begins by defining performance management as the continuous process of identifying, measuring, developing, and aligning individual and team performance with organizational goals. It distinguishes performance management from performance appraisal, noting that the former is strategic, ongoing, and driven by line managers, while the latter is an annual assessment driven by HR. The document outlines the components of a performance management system, including performance planning, appraisal and feedback, rewarding performance, improvement plans, and potential appraisal. It describes the strategic, administrative, informational, developmental, organizational, and documentation purposes of performance management systems.
Human Resource Management and Motivation
This document discusses key aspects of human resource management including recruitment and selection, training programs, performance appraisals, compensation, and employee separation. It addresses how these human resource responsibilities help organizations attract, develop, and retain qualified employees. Additionally, it examines theories related to motivating employees, such as Maslow's hierarchy of needs, goal setting, job design, and managers' attitudes.
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 excellence
The document discusses organizational excellence and its keys. Organizational excellence is the ability of an organization to distinguish itself through specialization while achieving its goals. Keys to organizational excellence include having a clear mission, vision, values and strategic management plan, as well as effective organizational structure, systems, and processes for renewal. Organizational excellence is important as it allows an organization to evaluate and maximize its success, maintain discipline, and gain competitive advantages through alignment of functions. There are different forms of organizational excellence such as competitive, institutional, rejuvenatory, missionary, versatile, and creative excellence.
Organisational development b.com vith sem (optional) Bangalore University
This document provides information about organizational development including:
1. Definitions of organizational development as a systematic process using behavioral science to improve organizational effectiveness.
2. Characteristics of organizational development such as being system-wide and value-based.
3. Models that drive organizational development including the action research model.
4. Goals of organizational development like improving job satisfaction and communication.
5. Stages in organizational development programs including initial diagnosis, data collection, and implementation of interventions.
6. Techniques used in organizational development like sensitivity training, team building, and survey feedback.
Hrm class ppt
Here are the key points about HR policies:
- HR policies provide guidelines for employees and managers to ensure fair and consistent treatment of employees.
- The main goal of HR policies is to create a productive, compliant and engaging work environment.
- Common types of HR policies include those related to recruitment, employment status, benefits, compensation, conduct, workplace guidelines and the use of technology.
- Well-documented policies help create organizational structure and ensure legal compliance. They communicate management's intentions and expectations.
- Consistent application of policies promotes fairness and reduces potential legal issues.
So in summary, HR policies establish standards and procedures to direct HR activities and regulate employee conduct in support of the organization's objectives.
1 training & development introduction
Training and development programs are necessary for organizations to improve employee performance as technologies and environments change. Training involves teaching technical skills to non-managers over a short period for a specific job, while development provides conceptual knowledge to managers long-term. Organizations need training to onboard new employees, introduce new techniques, and move employees between roles. Benefits include improved quality, efficiency, and reduced costs. Training needs are identified through analyzing jobs and employee skills. Objectives are to prepare, develop, and build competent employees. Programs should be evaluated against objectives to ensure the investment is worthwhile.
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employee turnover
The document discusses employee turnover and retention management. It defines employee turnover as movement across an organization's boundaries and discusses types of turnover like voluntary, involuntary, avoidable and unavoidable. High turnover can negatively impact organizations through costs of recruitment, training and operational disruption. However, turnover can also have positive impacts like increased performance. The document then discusses strategies organizations can use to improve employee retention like competitive pay, training opportunities, work-life balance and career development programs.
Interpersonal and group process interventions
The document discusses four main interpersonal and group process interventions: T-groups, process consultation, third-party intervention, and team building. T-groups are designed to provide experiential learning about group dynamics, leadership, and interpersonal relations. Process consultation helps groups assess and improve processes like communication and decision-making to help themselves. Third-party intervention addresses conflicts between two or more people. Team building examines elements of work groups like goals, structure, and relationships to improve effectiveness.
Organizational diagnosis
The document discusses organizational diagnosis, which involves compiling information about an organization and its employees to understand relationships and perceptions. It aims to define goals and objectives for organizational change. Several models of organizational diagnosis are described, including descriptive models like the McKinsey 7S model and normative models. Key phases of diagnosis include determining the approach, collecting and analyzing data, and providing feedback. Issues that can impact diagnosis like perceptual bias and diversity are also covered.
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This document discusses motivation and retention strategies for employees. It defines motivation as boosting employee morale to encourage better performance. Employee motivation and retention are important for productivity, profits and success. Motivating factors include appreciation, career growth, and good working conditions. Retention involves ensuring employees remain with an organization through competitive pay, training, positive relationships, and support. Reasons for turnover include lack of growth, appreciation, trust and high stress. The document provides various strategies for motivating and retaining valued employees.
Training & Development
Training involves teaching new employees basic job skills, while development refers to opportunities to help employees grow. At Motorola, training and development needs are calculated as standard performance minus actual performance. Motorola established its university in 1989 and pioneered self-directed learning using tools like audio tapes, videos, and CD-based training. Training programs are implemented by organizing training facilities, scheduling programs, and monitoring trainees, while evaluations assess strengths, improvement areas, and identify high- and low-performing trainees. Some external training agencies include Safety Skills, Cubiks, Element K, and Mentorware.
Human resources environment
Human resources managers must scan the organizational environment and formulate strategies in response to trends. Technological advances require technically skilled employees and impact organizational structure. Factors to consider include technology, organizational structure, employee values and attitudes, management trends, demographics, human resource utilization, and international developments. Successfully addressing a changing environment through strategic planning and adaptation provides organizations with a competitive advantage.
Organization Behaviour - Organization Change and Development
Organization Change, Importance, Reasons, Factors influencing changes, Levels of Change, Resistance to Change, Lewin's Force Field theory, Organization Development, OD Interventions (Techniques).
Process assumptions-values-n-beliefs-of-od
Organizational development (OD) aims to increase organizational effectiveness through planned interventions. The typical OD process consists of 9 steps over a minimum of one year: initial diagnosis, data collection, data feedback, selecting interventions, implementing interventions, action planning, team building, inter-group development, and evaluation. Key values of OD include being humanistic by respecting individuals, optimistic by believing in progress through reason and cooperation, and democratic by respecting individual rights and fairness. These values imply treating individuals with support, challenge, and responsibility, and groups with investment in development, team leadership, and interactive solutions.
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Employee retention
Employee retention is one of the ‘Global headaches’ of many Organisation as well as Recruiters. Hiring without any expansion is showing the in effectiveness of talent acquisition. There are many internal/external factors which would be adversely affect the employee retention.
During my tenure with last Company, I have seen a lot of employees were leaving the Organisation on a rapid way. Finally I came to know that, we can reduce the attrition on a handsome margin if we looking in to the following very sincerely.
Role Of Hrd
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Performance Management
This document discusses performance management systems. It begins by outlining the scope and significance of performance management, including its advantages and impact of organizational structure. It then defines key terms like performance, competency, and potential. The document outlines the performance management cycle and process, which includes performance planning, monitoring, feedback, and rewards. It discusses objectives and characteristics of performance management systems. Finally, it describes benefits for the organization, managers, and individuals.
Talent management
Talent management refers to the skills of attracting highly skilled workers, of integrating new workers, and developing and retaining current workers to meet current and future business objectives.
Example Of Talent Management PowerPoint Presentation Slides
HR professionals can now present a crisp presentation within moments using Example Of Talent Management PowerPoint Presentation Slides. Our talent management PPT theme is an impressive virtual tool that aptly represents vital HRM strategies. Highly-visual format of workforce management PowerPoint slideshow is designed to showcase the fundamentals of fulfilling talent requirements within an organization. Demonstrate the talent management methodology, and also provide an overview of talent planning using staffing management PPT template. This comprehensive personnel management PowerPoint deck helps you to explain recruitment sources, talent retention based on performance, and performance management. Also, elaborate on performance coaching, and performance feedback through neat tabular formats included in this human resource management PPT presentation. Portray employee motivation action plan and factors via impactful data visualization tools of this HR management PowerPoint theme. So, download this human capital assessment PPT slideshow to showcase the alignment of workforce requirements with the organizational objectives. https://bit.ly/33ZJ5pv
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The compensation strategy is the essential strategy for the business, which wants to eliminate the external competition from attacking the top talents. The company has to define its position on the job market, it has to identify bene
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This document discusses the strategic role of HR and how HR can contribute to business success. It outlines four main roles for HR: 1) human asset planning to align hiring and initiatives with business strategy, 2) creating a performance culture by defining and measuring excellence, 3) rewarding excellence through compensation tied to business metrics, and 4) outsourcing routine HR tasks while retaining strategic functions. The document emphasizes that for HR to be strategic, it must prove its value using business metrics and focus on maximizing customer value and shareholder value.
Max od
This document summarizes organizational development (OD) methods and interventions. It discusses how OD aims to improve organizational effectiveness and employee well-being through planned change interventions. It outlines several key OD interventions like sensitivity training, team building, survey feedback, and process consultation. It also describes the basic processes involved in interventions like team building, survey feedback, process consultation, and grid organizational development. Finally, it emphasizes that OD is a planned, comprehensive, long-term change process that relies on participation and action research to improve the organization.
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.
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1 training & development introduction
Training and development programs are necessary for organizations to improve employee performance as technologies and environments change. Training involves teaching technical skills to non-managers over a short period for a specific job, while development provides conceptual knowledge to managers long-term. Organizations need training to onboard new employees, introduce new techniques, and move employees between roles. Benefits include improved quality, efficiency, and reduced costs. Training needs are identified through analyzing jobs and employee skills. Objectives are to prepare, develop, and build competent employees. Programs should be evaluated against objectives to ensure the investment is worthwhile.
Grid organizational development - comprehensive OD interventions - Organiza...
Designed by Robert R. Blake and Jane S. Mouton.
Six phase program lasting about 3-5 years.
An organization can move systematically from the stage of examining managerial behavior and style to the development and implementation of an ideal strategic corporate model.
employee turnover
The document discusses employee turnover and retention management. It defines employee turnover as movement across an organization's boundaries and discusses types of turnover like voluntary, involuntary, avoidable and unavoidable. High turnover can negatively impact organizations through costs of recruitment, training and operational disruption. However, turnover can also have positive impacts like increased performance. The document then discusses strategies organizations can use to improve employee retention like competitive pay, training opportunities, work-life balance and career development programs.
Interpersonal and group process interventions
The document discusses four main interpersonal and group process interventions: T-groups, process consultation, third-party intervention, and team building. T-groups are designed to provide experiential learning about group dynamics, leadership, and interpersonal relations. Process consultation helps groups assess and improve processes like communication and decision-making to help themselves. Third-party intervention addresses conflicts between two or more people. Team building examines elements of work groups like goals, structure, and relationships to improve effectiveness.
Organizational diagnosis
The document discusses organizational diagnosis, which involves compiling information about an organization and its employees to understand relationships and perceptions. It aims to define goals and objectives for organizational change. Several models of organizational diagnosis are described, including descriptive models like the McKinsey 7S model and normative models. Key phases of diagnosis include determining the approach, collecting and analyzing data, and providing feedback. Issues that can impact diagnosis like perceptual bias and diversity are also covered.
Introduction to Talent Management
Talent management is the systematic attraction, identification, development, engagement, retention and deployment of individuals who are valuable to an organization. It should be aligned with business goals. Talent management seeks to get the right people in the right jobs at the right time through strategic workforce planning and a range of activities including recruitment, succession planning, development and retention. Effective talent management requires involvement from senior leaders, tracking metrics to evaluate success, and preparing for future challenges through connected and adaptive workforces.
Hr presentation
This document discusses motivation and retention strategies for employees. It defines motivation as boosting employee morale to encourage better performance. Employee motivation and retention are important for productivity, profits and success. Motivating factors include appreciation, career growth, and good working conditions. Retention involves ensuring employees remain with an organization through competitive pay, training, positive relationships, and support. Reasons for turnover include lack of growth, appreciation, trust and high stress. The document provides various strategies for motivating and retaining valued employees.
Training & Development
Training involves teaching new employees basic job skills, while development refers to opportunities to help employees grow. At Motorola, training and development needs are calculated as standard performance minus actual performance. Motorola established its university in 1989 and pioneered self-directed learning using tools like audio tapes, videos, and CD-based training. Training programs are implemented by organizing training facilities, scheduling programs, and monitoring trainees, while evaluations assess strengths, improvement areas, and identify high- and low-performing trainees. Some external training agencies include Safety Skills, Cubiks, Element K, and Mentorware.
Human resources environment
Human resources managers must scan the organizational environment and formulate strategies in response to trends. Technological advances require technically skilled employees and impact organizational structure. Factors to consider include technology, organizational structure, employee values and attitudes, management trends, demographics, human resource utilization, and international developments. Successfully addressing a changing environment through strategic planning and adaptation provides organizations with a competitive advantage.
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Organizational development (OD) aims to increase organizational effectiveness through planned interventions. The typical OD process consists of 9 steps over a minimum of one year: initial diagnosis, data collection, data feedback, selecting interventions, implementing interventions, action planning, team building, inter-group development, and evaluation. Key values of OD include being humanistic by respecting individuals, optimistic by believing in progress through reason and cooperation, and democratic by respecting individual rights and fairness. These values imply treating individuals with support, challenge, and responsibility, and groups with investment in development, team leadership, and interactive solutions.
Talent management and retention strategies
Quest - Talent Management and Retention Strategies
LOOKING AT TALENT MANAGEMENT AND RETENTION STRATEGIES TO ENSURE SUSTAINABLE BUSINESS SUCCESS
Structural od intervention - Organizational Change and Development - Manu Me...
These interventions deal with an organization’s technology (for examples its task methods and job design) and structure (for example, division of labor and hierarchy).
These interventions are rooted in the disciplines of engineering, sociology, and psychology and in the applied fields of socio-technical systems and organization design. Practitioners place emphasis both on productivity and human fulfillment.
Employee retention
Employee retention is one of the ‘Global headaches’ of many Organisation as well as Recruiters. Hiring without any expansion is showing the in effectiveness of talent acquisition. There are many internal/external factors which would be adversely affect the employee retention.
During my tenure with last Company, I have seen a lot of employees were leaving the Organisation on a rapid way. Finally I came to know that, we can reduce the attrition on a handsome margin if we looking in to the following very sincerely.
Role Of Hrd
Human resource management systems operate throughout an employee's tenure with a company, from recruitment and selection through employment management including rewards, appraisals, industrial relations, and termination of employment through retirement, resignation, redundancy, or dismissal. The role of the human resources professional has evolved from administrative personnel functions to strategic partner, employee advocate, change champion, coach, and training and development specialist in order to support organizational strategy, create an environment where employees can succeed and contribute, enable successful change initiatives, provide feedback to managers, and develop employee skills.
Performance Management
This document discusses performance management systems. It begins by outlining the scope and significance of performance management, including its advantages and impact of organizational structure. It then defines key terms like performance, competency, and potential. The document outlines the performance management cycle and process, which includes performance planning, monitoring, feedback, and rewards. It discusses objectives and characteristics of performance management systems. Finally, it describes benefits for the organization, managers, and individuals.
Talent management
Talent management refers to the skills of attracting highly skilled workers, of integrating new workers, and developing and retaining current workers to meet current and future business objectives.
Example Of Talent Management PowerPoint Presentation Slides
HR professionals can now present a crisp presentation within moments using Example Of Talent Management PowerPoint Presentation Slides. Our talent management PPT theme is an impressive virtual tool that aptly represents vital HRM strategies. Highly-visual format of workforce management PowerPoint slideshow is designed to showcase the fundamentals of fulfilling talent requirements within an organization. Demonstrate the talent management methodology, and also provide an overview of talent planning using staffing management PPT template. This comprehensive personnel management PowerPoint deck helps you to explain recruitment sources, talent retention based on performance, and performance management. Also, elaborate on performance coaching, and performance feedback through neat tabular formats included in this human resource management PPT presentation. Portray employee motivation action plan and factors via impactful data visualization tools of this HR management PowerPoint theme. So, download this human capital assessment PPT slideshow to showcase the alignment of workforce requirements with the organizational objectives. https://bit.ly/33ZJ5pv
Compensation Strategy
The compensation strategy is the essential strategy for the business, which wants to eliminate the external competition from attacking the top talents. The company has to define its position on the job market, it has to identify bene
HR as a strategic business partner
This document discusses the strategic role of HR and how HR can contribute to business success. It outlines four main roles for HR: 1) human asset planning to align hiring and initiatives with business strategy, 2) creating a performance culture by defining and measuring excellence, 3) rewarding excellence through compensation tied to business metrics, and 4) outsourcing routine HR tasks while retaining strategic functions. The document emphasizes that for HR to be strategic, it must prove its value using business metrics and focus on maximizing customer value and shareholder value.
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Example Of Talent Management PowerPoint Presentation Slides
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Max od
This document summarizes organizational development (OD) methods and interventions. It discusses how OD aims to improve organizational effectiveness and employee well-being through planned change interventions. It outlines several key OD interventions like sensitivity training, team building, survey feedback, and process consultation. It also describes the basic processes involved in interventions like team building, survey feedback, process consultation, and grid organizational development. Finally, it emphasizes that OD is a planned, comprehensive, long-term change process that relies on participation and action research to improve the organization.
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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.
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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.
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This document provides an overview of organizational development (OD). It defines OD and discusses its goals, processes, strategies and interventions. The key points are:
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1) The document outlines the process of organizational development which includes initial diagnosis, data collection, data feedback, planning strategy, intervention, team building, and evaluation.
2) It defines organizational development as a systematic and planned process of implementing behavioral science to improve organizational effectiveness and employee well-being.
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This document provides an overview of organizational development (OD) and organizational interventions. It defines OD as a planned change program aimed at increasing an organization's effectiveness and viability. The document outlines the objectives, characteristics, assumptions, values, process and effectiveness of OD. It also defines organizational interventions as structured activities used to improve social or task performance. Various interventions are described at the group, individual and structural levels, including survey feedback, skill training, leadership training, job redesign and more.
Organizational development
This document discusses organizational development (OD) techniques. It defines OD as a systematic process aimed at improving an organization's functioning and performance through interventions at various levels of the system. The key characteristics of OD include planned and comprehensive long-term change with participation of change agents and an emphasis on interventions and collaboration. Common OD techniques discussed are management by objectives, grid training, survey feedback, team building, sensitivity training, and quality of work life programs. The effectiveness of OD depends on support from top management and using multiple techniques rather than a single approach.
Organisational development techniques & applications
This document discusses organizational development techniques and their applications. It defines organizational development as a planned, organization-wide process to improve communication, problem-solving, and learning through behavioral science. Some key organizational development techniques mentioned include diagnostic activities, team building, survey feedback, education, and coaching/counseling. Diagnostic activities assess characteristics of the organization through surveys and interviews. Team building enhances group effectiveness. Survey feedback measures employee perceptions. Education focuses on sensitivity skills. Coaching/counseling provides non-evaluative feedback to help employees develop. The document also discusses when an organization is ready for development and some potential applications of organizational development.
Implement of action research model of company. ms word
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.
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Process of Organizational Development & Intervention
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Organization development full note nepal bank preparation
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Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
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Chapter 6
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organization development
- 2. INTRODUCTION Organisational development is a collection of change method that try to improve organisational effectiveness and employee well – being.
- 3. Features of organizational development Planned Change Comprehensive Change Long-range change Dynamic process Participation of change agent Emphasis on intervention Emphasis on action research Normative educational process
- 4. Role of organizational development To place emphasis on humanistic values To Treat each human being as a complex person To increase the level of trust among members To increase the level of enthusiasm at all levels To increase the level of self & group responsibility in planning
- 5. Problems in organizational development Discrepancy between ideal and real situations Lack of open system concept Resistance to change Lack of motivation among members Costly programmes
- 6. Process of organisational development Evaluation Intervening in the system Planning strategy for change Problem identification & diagnosis
- 7. Managing the Organization Development (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
- 8. OD Interventions Organization Development (OD) interventions techniques are the methods created by OD professionals and others. Single organization or consultant cannot use all the interventions. They use these interventions depending upon the need or requirement. The most important interventions are, 1. Survey feedback 2. Process Consultation 3. sensitivity Training 4. The Managerial grid 5. Goal setting and Planning 6. Team Building and management by objectives 7. Job enrichment, changes in organizational structure and participative management and Quality circles, ISO, TQM
- 9. Process of OD Intervention Sensitivity training Team building Survey feedback Behaviour modification Grid organization development Career planning Job expectation technique Organisational renewal process
- 10. Structural OD Interventions Job redesign Work schedule option Process consultation MBO Decision centres Collateral organisation
- 11. Sensitivity Training is a form of training that claims to make people more aware of their own prejudices, and more sensitive to others. According to its critics, it involves the use of psychological techniques with groups that its critics. Definition of sensitivity training
- 12. Definition of team building 1. High interaction among team members to increase trust and openness. 2. Team building uses high interaction group activities to increase trust & openness among team members, improve coordinative efforts, and increase team performance.
- 13. Process of team building Follow-up actions Developing interactive skills Giving & receiving feedback Examining deferences Problem sensing
- 14. Survey feedback The use of questionnaires to identify discrepancies among members perceptions, discussion follows, & remedies are suggested.
- 15. Process of Survey feedback Follow-up action Feedback & information Data collection
- 16. Process Consultation The basic content of p-c is that the consultant works with individuals and groups in the organisation to help them learn about human and social processes and to solve problems that stem from process events.
- 17. Process Consultation Initiate contact Define the relationship Select the setting and the method Gather data & make a diagnosis Intervene Reduce involvement & terminate
- 18. Conclusion OD Effort is a planned change involves the total system managed with total acceptance and commitment of the top management is designed to improve organisational effectiveness makes use of behavioural science knowledge
- 19. Conclusion- Contd… is in terms of intervention at the task or structure or technology or people level is an ongoing process and long term process relies primarily on experiential learning uses an action research intervention mode