Organizational development and culture

1. Organizational Development
Dr. Gopal Thapa
Tribhuvan University

2. Organizational Development
 Organizational development is a critical and
science-based process that helps organizations
build their capacity to change and achieve greater
effectiveness by developing, improving, and
reinforcing strategies, structures, and processes.
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3. Organizational Development
 Today’s world is characterized by Volatility,
Uncertainty, Complexity, and Ambiguity
(VUCA).
 This VUCA world requires new alertness from
organizations, and organizational development is
the means to that end.
 In this VUCA world, change is becoming a
constant factor.
 OD is an integral approach to ensuring this
constant change.
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4. Organizational Development
 Organizational development is the process of
planned change and improvement of the
organization through application of knowledge of
the behavioral science.
 Griffin
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5. Main Stakeholders
 Internal
 Management
 Employees
 External
 Customers,
 Investors,
 Suppliers,
 Communities and governments.
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6. OD Process
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7. Characteristics of OD
 Long range effort: 3 to 5 years
 Broad based: Comprehensive change in
organization
 Dynamic process: ongoing, interactive and cycling
process
 System views: open system
 Research based: OD consultants through survey
 Goal setting and planning: change agent defines
the goal
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8. Characteristics of OD
 Focus on behavior: focus on behavior science,
 Empowered process: emphasizes staff to utilize
their full potentiality and talent
 Team work: collaborative and good efforts
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9. Objectives of OD
 Effective performance: cooperation, independency,
mutual support
 Develop efficiency: efficiency through training,
workshop, seminar, interpersonal competency, education
etc.
 Emphasize on team work: Cooperation and
effectiveness in organizational performance
 Conflict resolution: smooth functioning
 Adaptation to environment: training, orientation,
counseling , encouragement to accept change
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10. Culture
 Culture is based on shared attitudes, beliefs,
customs, and written and unwritten rules that have
been developed over time and are considered valid
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11. Organizational Culture
 Organizational culture includes an organization’s
expectations, experiences, philosophy, as well as
the values that guide member behavior, and is
expressed in member self-image, inner workings,
interactions with the outside world, and future
expectations.
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12. Organizational Culture
 organizational culture is a set of shared
assumptions that guide what happens in
organizations by defining appropriate behavior for
various situations
 Organizational culture affects the way people and
groups interact with each other, with clients, and
with stakeholders.
 Also, organizational culture may influence how
much employees identify with their organization
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13. Organizational Culture
 Also known as:
 corporate culture,
 workplace culture,
or
 business culture.
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14. Organizational Culture
 Organizational culture is a system of shared
assumptions, values, and beliefs, which govern
how people behave in organizations.
 Organizational culture includes an organization’s
expectations, experiences, philosophy, and values
that hold it together and is expressed in its self-
image, inner workings, interactions with the
outside world, and future expectations.
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15. Organizational Culture
 It is based on shared attitudes, beliefs, customs,
and written and unwritten rules that have been
developed over time and are considered valid.
 These shared values strongly influence the people
in the organization and dictate how they dress, act,
and perform their jobs.
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16. Organizational culture includes:
 The ways the organization conducts its business,
treats its employees, customers, and the wider
community,
 The extent to which freedom is allowed in
decision making, developing new ideas, and
personal expression,
 How power and information flow through its
hierarchy, and
 How committed employees are towards collective
objectives.
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17. Organizational Culture
 Organizational culture affects the organization’s
productivity and performance and provides
guidelines on customer care and service, product
quality and safety, attendance and punctuality, and
concern for the environment.
 It also extends to production methods, marketing
and advertising practices, and new product
creation.
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18. Organizational Culture
 Corporate culture is often referred to as “the
character of an organization,” representing the
collective behavior of people using common
corporate vision, goals, shared values, attitudes,
habits, working language, systems, and symbols.
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19. The seven characteristics of
organizational culture are:
 Innovation (Risk Orientation)
 Attention to Detail (Precision Orientation)
 Emphasis on Outcome (Achievement Orientation)
 Emphasis on People (Fairness Orientation)
 Teamwork (Collaboration Orientation)
 Aggressiveness (Competitive Orientation)
 Stability (Rule Orientation)
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20. Innovation (Risk Orientation)
–
 Companies with cultures that place a high value
on innovation motivate their employees to take
risks and be creative in the performance of their
jobs.
 Companies with cultures that place a low value on
innovation expect their employees to do their jobs
the same way that they have been trained to do
them, without looking for ways to enhance their
performance.
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21. Attention to Detail (Precision
Orientation)
 This characteristic of organizational culture
suggests the level to which employees are
expected to be accurate in their work.
 A culture that places a high value on attention to
detail want their employees to perform their work
accurately.
 A culture that places a low value on this
characteristic does not.
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22. Emphasis on Outcome
(Achievement Orientation)
 Companies that pay attention to results, but not on
how the results are accomplished, place a high
importance on this value of organizational culture.
 A company that tells its sales force to do
whatever it takes to get sales orders has a culture
that places a high importance on the prominence
of outcome characteristic.
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23. Emphasis on People (Fairness
Orientation)
 Companies that place a high value on this
characteristic of organizational culture place a
great deal of significance on how their decisions
will impact the people in their organizations.
 For these companies, it is important to treat their
employees with respect and dignity.
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24. Teamwork (Collaboration
Orientation)
 Companies that organize work activities around
teams instead of individuals place a high value on
this feature of organizational culture.
 People who work for these types of companies
tend to have a favorable relationship with their
coworkers and managers.
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25. Aggressiveness (Competitive
Orientation)
 This feature of Organizational culture dictates
whether group members are anticipated to be
assertive or easy going when interacting with
companies they compete with in the marketplace.
 Companies with an aggressive culture place a high
value on competitiveness and do better than the
competition at all cost.
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26. Stability (Rule Orientation)
 A company who place high values on stability are
rule oriented, conventional and bureaucratic in
nature.
 These types of company usually provide
dependable and predictable level of output and
function best on non changing market conditions.
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27. Any Queries?
Thank You!
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