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.
Grid organizational development - comprehensive OD interventions - Organiza...manumelwin
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.
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.
Structural od intervention - Organizational Change and Development - Manu Me...manumelwin
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.
Grid organizational development - comprehensive OD interventions - Organiza...manumelwin
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.
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.
Structural od intervention - Organizational Change and Development - Manu Me...manumelwin
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.
Coaching individual OD interventions - Organizational Change and Development...manumelwin
Coaching is training or development in which a person called a "coach" supports a learner in achieving a specific personal or professional goal. The learner is sometimes called a "coachee".
Implications of Organizational Development Organizational Change and Develop...manumelwin
Most individuals believe in their personal growth.
Majority of the people are desirous of making greater contributions to the organizations they are serving.
Interventions are necessary for an organization to apply for effectiveness in functioning of an organization. this presentation is about part of interventions known as structural intervention.
Organisational Development – An Overview
Organisational Diagnosis, Renewal and Change
OD Interventions
OD Effectiveness
OD is an effort (1) planned (2) organization wide (3)managed from the top (4) increase organization effectiveness and health through (5) planned interventions in the organization’s processes, using behavioral science knowledge.
Human resources
Changing nature of the workplace
Global markets
Accelerated rate of change
better quality of work.
It creates higher job satisfaction
Team work is improved and encouraged
It finds better solution for conflicts
Commitment to objectives
Increases the willingness to change
Absenteeism is reduced.
Turnover is lower
RTMNU 4th sem MBA
Subject - TEAM DYNAMICS [ HR ]
Module 5
STRATEGIES FOR TEAM BUILDING & OD
BY Jayanti Pande
#JayantiPande_slideshare
#TeamDynamicsMod5
MBA pdf notes rtmnu free
Coaching individual OD interventions - Organizational Change and Development...manumelwin
Coaching is training or development in which a person called a "coach" supports a learner in achieving a specific personal or professional goal. The learner is sometimes called a "coachee".
Implications of Organizational Development Organizational Change and Develop...manumelwin
Most individuals believe in their personal growth.
Majority of the people are desirous of making greater contributions to the organizations they are serving.
Interventions are necessary for an organization to apply for effectiveness in functioning of an organization. this presentation is about part of interventions known as structural intervention.
Organisational Development – An Overview
Organisational Diagnosis, Renewal and Change
OD Interventions
OD Effectiveness
OD is an effort (1) planned (2) organization wide (3)managed from the top (4) increase organization effectiveness and health through (5) planned interventions in the organization’s processes, using behavioral science knowledge.
Human resources
Changing nature of the workplace
Global markets
Accelerated rate of change
better quality of work.
It creates higher job satisfaction
Team work is improved and encouraged
It finds better solution for conflicts
Commitment to objectives
Increases the willingness to change
Absenteeism is reduced.
Turnover is lower
RTMNU 4th sem MBA
Subject - TEAM DYNAMICS [ HR ]
Module 5
STRATEGIES FOR TEAM BUILDING & OD
BY Jayanti Pande
#JayantiPande_slideshare
#TeamDynamicsMod5
MBA pdf notes rtmnu free
covers OD Objectives ,strategy and OD Interventions( covering all the models of Interventions) , Organisational change( Types of Change; Process of change, Models, Change agent
RTMNU 4th sem MBA
Subject - TEAM DYNAMICS [ HR ]
Module 5 Summary
STRATEGIES FOR TEAM BUILDING & OD
BY Jayanti Pande
#JayantiPande_slideshare
#TeamDynamicsSummary
Free MBA notes pdf rtmnu
The presentation is about organisational development. it is a set of systematic change methods in organisation which help in fighting with resistance of employees towards change in the organisation.
Organisational development and its techniquesPrarthana Joshi
It includes what is organizational development and various techniques. Its also includes a case study on organizational development in TCS organisation.
A Complete Guide to Employee and Organizational DevelopmentAnayaGrewal
In this guide, we will look at what organization development is and its goals.
We’ll explore common interventions that organizations use to improve their effectiveness through OD processes, such as strategic planning or training programs for employees who work in different departments across the company’s hierarchy.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
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408-784-7371
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Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
2. INTRODUCTION:
• There is the organizational change which occurs over a long period of time and
requires considerable planning and implementation.
• OD is a long-term, more encompassing change approach meant to move the
entire organization to higher levels of functioning while improving greatly the
performance and satisfaction of organization members.
• OD is a system-wise process of data collection, diagnosis, action planning,
intervention, and evaluation aimed at:
3. 1. Enhancing congruence among organizational structure,
process, strategy, people & culture.
2. Developing new and creative organizational solutions,
3. Developing the organizations self-renewing capacity.
4. OD APPROACH HAS FOLLOWING
CHARACTERISTICS:
1. Planned Change.
2. Comprehensive Change.
3. Emphasis upon work groups.
4. Long-range Change.
5. Participation of a Change Agent.
6. Emphasis on Intervention.
7. Collaborative Management.
8. Organizational Culture.
9. Action Research.
5. ORGANIZATIONAL TARGETS/ METHODS FOR
CHANGE:
TARGETS POSSIBLE CHANGE METHODS
1. Purpose and
Objectives
1. Clarify overall mission, modify existing objectives, use MBO.
2. Strategy 2. Modify strategic plans, operational plans, policies &
procedures.
3.Tasks 3. Modify job designs, use job enrichment.
4. Technology 4. Improve equipment's and facilities, improve methods and
work flows.
5. People 5. Modify selection criteria.
6. Structure 6. Modify job descriptions, organizational design, adjust co-
ordination mechanisms, modify distribution of authority.
6. PREREQUISITES FOR OD:
1. Perceptions of organizational problems by key people and perceptions of
the relevance of the behavioural sciences in solving these problems.
2. The introduction into the system of a behavioural science consultant.
3. Initial top level involvement, or at least support from a higher echelon with
subsequent top management involvement.
4. Participation of intact work teams, including the formal leader.
5. The operationalising of the action research model.
6. Early successes, with expansion of the effort stemming from these
successes.
7. An open, educational philosophy about the theory and technology of OD.
7. SITUATIONS APPROPRIATE FOR OD:
1. The organisations managerial strategy (e.g., communication
pattern, location of decision-making).
2. The culture of the organization (e.g., norms, values, power
structure).
3. Structure and role in the organization.
4. Intergroup collaboration.
5. Motivational levels of employees.
6. Trust and support among organisational members.
7. Synergistic solutions to problems.
8. ORGANIZATIONAL DEVELOPMENT
TECHNIQUES:
1. MANAGEMENT BY OBJECTIVES (MBO):
MBO is a technique designed to;
a) Increase the precision of the planning process at the
organizational level, and
b) Reduce the gap between employee and organizational goals.
10. 2. GRID TRAINING:
Grid training seeks to promote organizational excellence by fostering
concern for production and concern for people.
Working on the premise that most organisational problems stem from
poor communication and inadequate planning, Blake and Mouton
proposed a multistep process for improving organizations by
attempting to cultivate these skills.
12. STEP
2:
TRAINING Key managers learn about grid concept and
how they are applied in a week long seminar
STEP
3:
TEAM DEVELOPMENT The trained managers bring their new
understanding of managerial grid concepts
to the work situation.
STEP
4:
INTER-GROUP
DEVELOPMENT
Focuses on organizational work groups to
improve co-ordination and co-operation.
STEP
5:
ORGANISATIONAL GOAL
SETTING
Top managers together create an ideal
model of the organisation.
STEP
6:
GOAL ATTAINMENT Organisation members seek to make the
ideal model a reality.
STEP
7:
STABILISATION Evaluation of results from all the phases
and focuses on areas of improvement.
13. 3. SURVEY FEEDBACK:
It involves two basic activities:
1) Collecting data about the organisation through the use of
questionnaires, and
2) Conducting feedback meetings and workshops in which the
data are presented to organisational members.
Survey feedback is useful in as much as it helps bring about
changes in attitudes and perceptions of participants.
It supports team building which generates a positive feedback in
the organization.
14. The data is to
be collected
via
questionnaire
Analysis
and
interpretation
of the
gathered data.
Identify
problems,
assess the
results and
draft solutions.
Managerial
meetings with
subordinates
to interpret
the solutions.
PROCESS OF SURVEY FEEDBACK.
15. 4. TEAM BUILDING:
Team Building is the process of diagnosing and improving the
effectiveness of a work group with particular attention to
work procedures and inter-personal relationships within it,
especially the role of the leader in relation to other group
members.
Both the groups tasks procedures and its human interactions
are the subjects of study in team building.
16. Team building can be directed at 2 different types of teams of working groups :
a) FAMILY GROUP: Of the existing or permanent team made up of manager and
his subordinates;
b) SPECIAL GROUP: A new group which may have been created through a
merger or other structural change in the organization or formed to solve a specific
problem.
For both kinds of groups team building activities aim at :
1. Diagnosing the barriers through effective team performance
2. Improving task accomplishments
3. Improving relationships among team members.
4. Improving processes operative in the team such as communication and task
assignment.
17. 5. SENSITIVITY TRAINING:
Sensitivity training asks employees to interact in order to better
understand each other.
Carrying out free communications and forming interpersonal
relationships are bound to improve their group experience as a
team, offering members the chance to unequivocally express
themselves in a safe and controlled workplace.
Sensitivity training will not only increase awareness of self but also
awareness of others.
18. 6. QUALITY OF WORK LIFE PROGRAMMES
(QWL):
1.WORK RESTRUCTURING
2.QUALITY CIRCLES (QCS)
BENEFITS:
A. Increased Job Satisfaction.
B. Organisational Commitment.
C. Reduced Turnover among workforce.
D. Increased Productivity.
19. 7. STRUCTURAL TECHNIQUES:
A. CHANGE THE ORGANISATIONS FORMAL STRUCTURE.
B. JOB DESIGN.
C. HUMAN RESOURCE PROGRAMMES (in training & career
development).
D. MODIFYING ORGANISATIONAL CULTURE.
20. EFFECTIVENESS OF OD PROGRAMMING:
1.It is difficult to measure the number, nature and magnitude of
confounding variables.
2.Preintervention measures of behaviour are not taken.
3.Those doing the evaluations of OD programmes have a vested
interest in proving success.
21. CONCLUSION:
To conclude on the OD techniques they can be modified into 3 ways:
1. Research has shown that OD interventions tend to be more effective
among blue-collar employees than among white-collar ones.
2. Effectiveness of OD depends on the degree of support they receive
from top management.
3. OD can be influenced by using several techniques than just one
which helps organization in making necessary changes as changes in the
employee behaviour affects the organization as a whole.
OD is process implemented after organ. Change. After change of individuals or groups in the org. is planned it develops or grows after their implementation by the individuals and groups in the org. Org change occurs when an org system is distributed by some internal (mgmt. decisions, formulation of policies/procedures, recession,etc) & external (legal/political factors, geographical factors, socio economic factoers, technology , competition.)
Change can be at individual,group &org level.
Change intervention
Covering entire organization
Mostly oriented towards groups as groups cover individuals and change in working groups results in OD.
Continuous and long term
Services of an outside expert are generally considered and implemented.
OD results in an active participationer involvement in the implementation of activities designed by change agent.
In contrast to traditional mgmt. structure where orders were issued from top level and received by lower level i.e, collaboration among levels.
Culture includes accepted patterns of behaviour, norms, org. objectives, value systems, OD recognizes that all the organizations have different work culture & systems to be followed hence, for a problem there wont be a particular solution which can be implemented.
Identifying org. problems gathering an analysisng data taking actions to resolve problems.
7. Relating to the interaction or cooperation of 2 or more groups or organizations or agents to find out solutions for problems.
Grid organizational development, an extension of the managerial grid concept developed by blake and mouton is usually carried out on an organization wide basis.
The line managers who are previously trained help the employees analyse their own managerial styles.
This is done using a questionnaire that allows manager to determine how they stand with respect to 2 dimensions.
1,1 are scared and are evidence of impoverished management
9,1 Task management style high production less concern for people
1,9 country club style high concern for people and less production.
5,5 equally treating
9,9 team management style
They asses their own managerial styles and work on improving such skills as team development, group problem solving & communication.
Emphasis is made on improving manager subordinate relationships & team effectiveness so that team will operate on 9,9 grid level.
Inter group tensions are dealt with openly and joint problem solving procedures are developed.
Collected data helps in managerial decision making.
The answers to survey feedback will range from quality of work, working condition, working hours, salaries & employees attitude in relation to all of above.
As a result, team members get better acquainted, form bonds, cease to be judgmental and prone to become more motivated and efficient in the working environment.
QWL have been designed by OD managers to create work situations that enhance employees motivation, satisfaction & commitment that contribute to high level of org performance.
Changing the ways of job done. Job enrichment and job enlargement.
QCS are small groups of employees who meet regularly on voluntary basis to identify and solve problems related to quality of work they perform and conditions under which people work on their job.
Combining departmental responsibilities, removal of vertical layers and widening spans of control so as to make organization flatter and less bureaucratic.
Job design is concerned with the way the task are combined to form complete jobs. Jobs should be designed so that they are made challenging, interesting and motivating.
Modify org culture by creating new rituals, redesigning socialisation processes or changing the reward system.
While OD is implemented there are numerous other influences operatig internally and externally to the firm which influences its effectiveness. Assuming there is a change in org, it is difficult to detect which of the influences was primary cause.
Knowledge of situation prior to intervention is important. It is impossible to state that a traing programme helped a particular manager unless we have a specific measures of persons behaviour prior to the training.
Many OD programmes have been commercial ventures. The external consultants called for the evaluation of the techniques can report specific successes of the programme which in turn serves to generate more clients. Paid consultants might be dis honest or misinterpret their findings.
Blue-collar employees are physically built or maintained e.g manual labor
White collar managerial work or admin or professional work.