This document provides an overview of organizational development (OD) and organization interventions (OI). It discusses the meaning and objectives of OD, the assumptions and values, the process, and effectiveness. It also examines the meaning and assumptions of OI, factors that help change agents, and examples of interventions at different levels including individual, group, and structural. The goal of OD is to increase an organization's effectiveness and ability to change, while OI are structured activities used by change agents to facilitate improvement.
Organisation Development Models is a critical topic in Human Resource Development. Topics such as Basics of OD, Intervention Methods and the role of HR in OD is mentioned in these slides. Have Fun!!!
Organisation Development Models is a critical topic in Human Resource Development. Topics such as Basics of OD, Intervention Methods and the role of HR in OD is mentioned in these slides. Have Fun!!!
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
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.
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.
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.
What is Organizational development..? What is OD Process..? Characteristic of...Harsh Tamakuwala
Introduction of Organizational development, Definition of Organizational development, Nature Of Organizational development, Characteristic of Organizational development, Objective of Organizational development, Assumption of Organizational development, Process
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.
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
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.
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.
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.
What is Organizational development..? What is OD Process..? Characteristic of...Harsh Tamakuwala
Introduction of Organizational development, Definition of Organizational development, Nature Of Organizational development, Characteristic of Organizational development, Objective of Organizational development, Assumption of Organizational development, Process
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.
covers OD Objectives ,strategy and OD Interventions( covering all the models of Interventions) , Organisational change( Types of Change; Process of change, Models, Change agent
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
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Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
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Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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1. CONTENTS:
INTRODUCTION.
MEANING OF OD.
OBJECTIVES OF OD.
CHARACTERISTICS OF OD
ASSUMPTIONS AND VALUES OF OD.
PROCESS OF OD.
EFFECTIVENESS OF OD.
ORGANIZATIONAL DEVELOPMENT(OD)
2. INTRODUCTION TO OD:
The term organizational development was coined by Richard Beckhard in the
mid-1950s.Organizational development is an acronym of two words i.e., organization and
development.
Organization: A social unit of people that is structured and managed to meet a need or to
pursue collective goals.
Development: The systematic use of scientific and technical knowledge to meet specific
objectives or requirements.
ORGANIZATION DEVELOPMENT:
Organization development (OD) is a deliberately planned effort to increase an organization's
relevance and viability.
Organizational development is the framework for change, and often times a manager helps
to lead this change.
3. MEANING OF OD:
Organization development is known as both a field of
applied behavioral science focused on understanding and managing
organizational change and as a field of scientific study and inquiry.
OD is a systemic learning and development strategy intended
to change the basics of beliefs, attitudes, and relevance of values and
structure of the current organization to better absorb disruptive
technologies, market opportunities, and ensuing challenges and chaos.
4. To increase the level of inter-personal trust among employees.
To increase employee's level of satisfaction and commitment.
To confront problems instead of neglecting them.
To effectively manage conflict.
To increase cooperation among the employees.
To increase the organization problem solving.
To put in place process that will help improve the ongoing operation of the organization on
a continuous basis.
OBJECTIVES OF OD:
5. CHARACTERSTICS
1. HUMANISTIC VALUES: Positive beliefs about the potential of employees
(McGregor's Theory Y).
2. SYSTEMS ORIENTATION: All parts of the organization, to include
structure, technology, and people, must work together.
3. EXPERIENTIAL LEARNING: The learners' experiences in the training
environment should be the kind of human problems they encounter at work. The
training should NOT be all theory and lecture.
4. PROBLEM SOLVING: Problems are identified, data is gathered, corrective
action is taken, progress is assessed, and adjustments in the problem solving
process are made as needed. This process is known as Action Research.
5. CONTINGENCY ORIENTATION: Actions are selected and adapted to fit
the need.
6. CHANGE AGENT: Stimulate, facilitate, and coordinate change.
7. LEVELS OF INTERVENTIONS: Problems can occur at one or more level in
the organization so the strategy will require one or more interventions.
6. ASSUMPTIONS AND VALUES OF OD:
ASSUMTIONS
Individuals:
People want to grow and mature .
Employees have much to offer (e.g.
creativity and energy) that is not being
used at work .
Most employees desire the opportunity to
contribute (they desire, seek and appreciate
empowerment).
Groups:
Groups and teams are critical to
organizational success and individual need
satisfaction.
Groups have powerful influences on
individual behaviour .
The complex roles to be played in groups
require skill development.
VALUES
Individuals:
OD aims to overcome obstacles to the
natural human tendency to grow, enabling
employees to contribute more to the
organization.
OD stresses open communication,
Treating employees with genuine dignity
and respect is emphasized.
Groups:
Hiding feelings or not being accepted by
the group diminishes individual
willingness to solve problems
constructively
Acceptance, collaboration and
involvement lead to expressions of feelings
and perceptions.
7. Organization:
Excessive controls, policies and rules are
detrimental Conflict can be functional if
properly channeled Individual and
organizational goals can be compatible .
In most organizations, the level of
interpersonal support, trust and cooperation
is lower than desirable and necessary
Organization:
The way groups are linked, influences
their Effectiveness, change should start at
the top and gradually be introduced
through the rest of the organization.
The group links the top and bottom of the
organization
8. PROCESS OF OD:
Organization Development (OD) is a planned approach to improve employee and
organizational effectiveness by conscious interventions in those processes and structures that have
an immediate bearing on the human aspect of the organization.
A normal OD process can be phased in following manner:
.
Problem Identification
Data Collection
Diagnosis
Planning and Implementation
Evaluation and Feedback
9. Problem identification:
The first step in OD process involves understanding and identification of the
existing and potential problems in the organization. The awareness of the problem includes
knowledge of the possible organizational problems of growth, human satisfaction, the
usage of human resource and organizational effectiveness.
Data Collection:
Having understood the exact problem in this phase, the relevant data is collected
through personal interviews, observations and questionnaires.
Diagnosis:
OD efforts begin with diagnosis of the current situation. Usually, it is not limited to
a single problem. Rather a number of factors like attitudes, assumption, available resources
and management practice are taken into account in this phase. There are four steps in
organizational diagnosis:
Structural analysis:
Determines how the different parts of the organization are functioning in terms of
laid down goals.
10. Process analysis:
Process implies the manner in which events take place in a sequence. It refers to
pattern of decision making, communication, group dynamics and conflict management
patterns within organization to help in the process of attainment of organizational goals.
Function analysis:
This includes strategic variables, performance variables, results, achievements and
final outcomes.
Domain analysis:
Domain refers to the area of the organization for organizational diagnosis.
Planning and implementation:
After diagnosing the problem, the next phase of OD, with the OD interventions,
involves the planning and implementation part of the change process.
Evaluation and feedback:
Any OD activity is incomplete without proper feedback. Feedback is a process of
relaying evaluations to the client group by means of specific report or interaction
11. EFFECTIVENESS OF OD:
Providing opportunities for each organization member, as well as for the
organization itself, to develop to his full potential.
Seeking to increase the effectiveness of the organization in terms of all of its
goals.
Attempting to create an environment in which it is possible to find exciting and
challenging work.
Providing opportunities for people in organizations to influence the way in which
they relate to work, the organization, and the environment.
13. INTRODUCTION TO OI:
They may be introduced by a change agent as part of an improvement program, or
they may be used by the client following a program to check on the state of the
organization's health, or to effect necessary changes in its own behavior. "Structured
activities" mean such diverse procedures as experiential exercises, questionnaires, attitude
surveys, interviews, relevant group discussions, and even lunchtime meetings between the
change agent and a member of the client organization.
Every action that influences an organization's improvement program in a change
agent-client system relationship can be said to be an intervention.
There are many possible intervention strategies from which to choose.
14. MEANING OF OI:
"Interventions" are principal learning processes in the "action" stage of organization
development. Interventions are structured activities used individually or in combination by
the members of a client system to improve their social or task performance.
Interventions range from those designed to improve the effectiveness of individuals
through those designed to deal with teams and groups, intergroup relations, and the total
organization.
There are interventions that focus on task issues (what people do), and those that
focus on process issues (how people go about doing it). Finally, interventions may be
roughly classified according to which change mechanism they tend to emphasize: for
example, feedback, awareness of changing cultural norms, interaction and communication,
conflict, and education through either new knowledge or skill practice.
15. ASSUMPTIONS OF OI:
Several assumptions about the nature and functioning of organizations are
made in the choice of a particular strategy. Beckhard lists six such assumptions:
The basic building blocks of an organization are groups (teams). Therefore, the
basic units of change are groups, not individuals.
An always relevant change goal is the reduction of inappropriate competition
between parts of the organization and the development of a more collaborative
condition.
Decision making in a healthy organization is located where the information
sources are, rather than in a particular role or level of hierarchy.
Organizations, subunits of organizations, and individuals continuously manage
their affairs against goals. Controls are interim measurements, not the basis of
managerial strategy.
One goal of a healthy organization is to develop generally open communication,
mutual trust, and confidence between and across levels.
16. FACTORS THAT HELP CHANGE AGENT:
Some of the things which will help him are:
A real need in the client system to change.
Genuine support from management.
Setting a personal example: listening, supporting behavior.
A sound background in the behavioral sciences.
A working knowledge of systems theory.
A belief in man as a rational, self-educating being fully capable of learning better ways to
do things.
17. CASE STUDY - COACHING FOR A NEW LEADER
An organization made an external hire for Director of a 120 person
department. The Director quickly made changes in how the work was
performed resulting in serious employee dissatisfaction. Internal customers
also complained about the changes. We were brought in to coach the
Director. After some initial sessions, we then interviewed each direct report.
We designed a workshop to address issues and suggestions for improving
communication with this team. The Myers Briggs Type Inventory was taken
by the team and results were shared in the workshop. There were many “ah
ha” moments where the Director and dept. managers gained insight about
each others preferences in making decisions, sharing info in staff meetings,
etc. The Director modified his approach and the team members began to
trust and have confidence in his willingness to listen and flex his approach.
18. OD INTERVENTIONS AT DIFFERENT LEVELS
GROUP
Survey Feedback
MBO
Product & service
quality
Team building
Process
consultation
INDIVIDUAL
Skill training
Leadership training
Succession
planning
Role negotiation
Health promotion
Welfare quality of
work life
STRUCTURAL
• Organization
structure- Flat
• Job redesign
19. GROUP
SURVEY FEEDBACK- Activities that rely on questionnaire surveys to generate
information.
MBO- It is a process of defining objectives within an organization so
that management and employees agree to the objectives and understand
what they need to do.
TEAM BUILDING- It ’s philosophy of job design in which employees are
viewed as members of interdependent teams instead of as individual
workers.
PROCESS CUNSULTATION- Activities that help the client to perceive
understand and act up on process events.
PRODUCT & SERVICE QUALITY- To build systems for implementing raw
material procurement, design, development, production, logistics and sales
in a safe, high-quality manage.
20. INDIVIDUAL
SKILL TRAINING- These activities are designed to improve skills,
abilities and knowledge. Several activities and approaches are possible,
depending on the nature of the need.
LEADERSHIP TRAINING-Many OD professionals come from a
training background. They understand that organizations cannot succeed
long term without well-trained leaders.
SUCCESSION PLANNING- It is a process for identifying and
developing internal people with the potential to fill key business leadership
positions in the company.
ROLE NEGOTIATION- Making out clear the role clarity that who will
do what.
HEALTH PROMOTION
WELFARE QUALITY OF WORK LIFE
21. STRUCTURAL
• ORGANIZATION STRUCTURE- FLAT-Activities
designed to improve the effectiveness of organizational
structures and job designs.
• JOB REDESIGN- Job rotation, Job enrichment, involves
restructuring the elements such as tasks, duties and
responsibilities of a specific job.
22. CONCLUSION
One of the critical aspects of making an intervention
successful is being certain the person responsible
for implementing change has a good knowledge of
intervention appropriate to the situation.