1. Organizational development (OD) aims to improve how organizations are structured and managed in order to better adapt to changes, solve problems, and meet goals. It involves systematically applying behavioral science knowledge to establish strategies and processes for planned organizational change.
2. OD focuses on assessing how people, processes, and technology interact and influence organizational performance. It helps organizations proactively anticipate and respond to internal and external changes. Major interventions include team building, leadership development, and culture change.
3. The OD process begins with entry and contracting between the organization and OD practitioners. Practitioners then diagnose needs, provide feedback, and help plan and introduce changes. Evaluation assesses the success of changes and whether further interventions
Women Matter 2012: Making the breakthrough, examines the gender-diversity programs of 235 large European companies. The report investigates what initiatives companies are taking, what is working well or less well, and why.
The research found that most companies are now taking gender diversity issues extremely seriously, devoting real resources to redressing the gender imbalance. But many companies also expressed frustration that their efforts do not always create the expected impact.
Appreciative Governance: Engagement and Innovation Throughout The Organization4Good.org
Boards of Directors and Executive Management committees come to mind whenever we mention organizational governance. This premise that those at the top are the only ones “governing” has less and less face validity. Wherever people work together, they make choices which influence the organizations direction, choices that set standards of relationship, behavior and accountability and choices that shape fulfillment of the organizations purpose. In other words, they govern. Why not then engage them in governance processes that support sustainable value for all?
Appreciative Governance is such a process. Appreciative Governance (AG) refers to governance structures, practices, and processes that increase the organization’s capacity for innovation, engagement and productivity by systematically engaging more of the system's strengths.
This interactive webinar will explore this new form of governance and invite participants to consider the life-giving structures and processes which would enhance their organization’s capacity to work together in positive, dynamic, and generative ways that enact their purpose.
Women Matter 2012: Making the breakthrough, examines the gender-diversity programs of 235 large European companies. The report investigates what initiatives companies are taking, what is working well or less well, and why.
The research found that most companies are now taking gender diversity issues extremely seriously, devoting real resources to redressing the gender imbalance. But many companies also expressed frustration that their efforts do not always create the expected impact.
Appreciative Governance: Engagement and Innovation Throughout The Organization4Good.org
Boards of Directors and Executive Management committees come to mind whenever we mention organizational governance. This premise that those at the top are the only ones “governing” has less and less face validity. Wherever people work together, they make choices which influence the organizations direction, choices that set standards of relationship, behavior and accountability and choices that shape fulfillment of the organizations purpose. In other words, they govern. Why not then engage them in governance processes that support sustainable value for all?
Appreciative Governance is such a process. Appreciative Governance (AG) refers to governance structures, practices, and processes that increase the organization’s capacity for innovation, engagement and productivity by systematically engaging more of the system's strengths.
This interactive webinar will explore this new form of governance and invite participants to consider the life-giving structures and processes which would enhance their organization’s capacity to work together in positive, dynamic, and generative ways that enact their purpose.
Learning Organizations: Strategic ManagementTriune Global
A learning organization is the term given to a company that facilitates the learning of its members and continuously transforms itself. Learning organizations develop as a result of the pressures facing modern organizations and enables them to remain competitive in the business environment.
Presentation by Michael Röhrig at the 1. INOC Meeting in Wiesloch/ Germany.
Based on the Ideas of Gervase R. Bushe and Robert J. Marshak, he presented insights concerning OD and own experiences in applying the Theory in real projects.
A video of the presentation is be available on:
https://www.youtube.com/watch?v=Hb5lkgHzWh8
Learning Organizations: Strategic ManagementTriune Global
A learning organization is the term given to a company that facilitates the learning of its members and continuously transforms itself. Learning organizations develop as a result of the pressures facing modern organizations and enables them to remain competitive in the business environment.
Presentation by Michael Röhrig at the 1. INOC Meeting in Wiesloch/ Germany.
Based on the Ideas of Gervase R. Bushe and Robert J. Marshak, he presented insights concerning OD and own experiences in applying the Theory in real projects.
A video of the presentation is be available on:
https://www.youtube.com/watch?v=Hb5lkgHzWh8
Men and women who sacrificed a lot to defend our country's freedom should not have trouble finding their way in the society after coming from war. Unfortunately there are a lot of veterans living in a bleak, hopeless world without good shelter, medical care as well as adequate nutrition. For more information please visit: http://www.GreenCollarVets.org
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.
Oragnization development OD (INTRODUCTION)shagun jain
Organization development is the study of successful organizational change and performance. OD emerged from human relations studies in the 1930s, during which psychologists realized that organizational structures and processes influence worker behavior and motivation.
Know the difference between the failure of Change Management and the success of Organization Development. Why does 70% of Change Management initiatives fail? And what's the answer to turn this around?
covers OD Objectives ,strategy and OD Interventions( covering all the models of Interventions) , Organisational change( Types of Change; Process of change, Models, Change agent
Organizational Change and Stress Management, Chapter 19-Organizational Behavior Dr.Amrinder Singh
Organizational Change and Stress Management, Chapter 19-Organizational Behavior
This PPT is based on the Organizational Behavior Book Written By Stephen P. Robbins & Timothy A. Judge, Edition -12th, Publisher Pearson
1. Organization Development
The world we have created
today has problems which
cannot be solved by thinking
the way we thought when
we created them
-Albert Einstein
"Our success has really been based on partnerships from
the very beginning."
- Bill Gates1
2. What is an Organization ?
1. Organizations are social entities
(including HR)
2. Goal-oriented
3. Designed as deliberately structured with
coordinated activity systems
4. Linked to the external environment
(Daft, 2004).
2
3. Structure, Technology, and People
as Targets of Organizational Change
Structure
Structure
Technology
Technology
Organizational
Organizational
Change
Change
People
People
3
4. External Environment
Laws and
politics
New Economy
Entrants Buyers
Suppliers
Organization Competitive Macroenvironment Technology
Environment
Rivals Substitutes Demographics
Social
values
4
5. What is Development ?
''improvement in a organization’s socio-economic
condition by leveraging opportunities for growth &
competitiveness''. More specifically, it refers to
improvements in ways of managing human
resources & other factors of production to create
value and satisfy people's needs & lives. e.g.
• development of ideas, skills, evolution
of technologies, civilization…
5
6. What is Org Development ?
(There is no single definition of OD)
So OD could be defined as "the practice of changing people
and organizations for positive way or alternatively“ It is the
field of study and practice that focuses on aspects of
organizational life including culture, values, systems and
behavior”
• Long range planned effort
• OD supports vision, mission, values, plan
• Managed from the top
• intended to increase organizational effectiveness
and health
• through planned interventions (change) in the
D
organization's process
• using behavioral science knowledge
6
7. A Simple Definition - OD
The systematic application of
the behavioral sciences to
establish and reinforce
organizational strategies,
structures and processes to
change & improve
organization’s performance
7
8. What is OD’s Function?
The function of OD is…
To assess the effects and relationships
between people, processes, and
technology
To proactively anticipate and
successfully respond to change.
8
9. Purpose of OD
•World is changing at an accelerating rate, and
in multiple dimensions.
•Emerging trends and forces are changing the
context in which organizations function.
•Requirements of leaders for teams and
change.
•Strategic perspective for the field and the
practice of OD.
9
10. Why Must Organizations Change?
Workforce
World
Technology
Politics
Forces For
Change
Social Economic
Trends Shocks
Competition
10
11. Why Organizational Development
• External forces will place continued pressure on
enterprises to leverage technology to change
public/private sector practices
• Corporate governance and management processes
must evolve to meet challenges that transcend short
term planning horizons
• Many new information system projects will be either
transitional or transformative in nature—culture may
shift to accommodate new ways of working
• New skills and incentives will be required at ALL
levels. Leadership is needed to direct organizational
culture and learning
11
12. Phases of Organization Development
In simple terms OD is:
Entry The systemic application of
the behavioral sciences to
Contracting establish and reinforce
organizational strategies,
structures and processes to
Diagnosing improve the organization’s
performance
Feedback
Planning Change
Interventions
Evaluatio
n
12
13. Entry
Organizational Development Process
begins when management senses a
problem requiring organizational
change Establish
Client-
Experts Action Research Process
Relations
Diagnose Evaluate/
Introduce
Need for Stabilize
Change
Change Change
Disengage
Teams
Services
13
14. Force Field Analysis Model
Restraining
Desired Forces
Conditions
Restraining
Forces Driving
Forces
Restraining
Forces
Current Driving
Conditions Forces
Driving
Forces
Before During After
Change Change Change
14
19. Major OD Interventions
Career planning & Development, Culture change
Goal setting, Intergroup relations, Reengineering,
Process consultation, Work design, Reward systems,
Strategic change, Stress management, Survey design
Team building, Training, Leadership development….
19
20. Evaluation
Results are evaluated by the Management to assess
the success of OD efforts. Results provide feedback
for deciding what to do next.
20
21. "Change is the window through which the future
enters your (Organization’s) life."
21
22. People & Organizations Resist Change
Employees: powerful anti- Organization: powerful
change forces anti-change forces
Habit Systemic
Security
interdependence
Economic & status loss within orgs
fears
Fear of the unknown &
Disruption of social &
risk power structures
Selective information Inertia
processing: “ignorance” Resource allocation
is bliss threat
Fear of obsolescence Perceived lack of
Resentment toward choice by responding
change agent
to environment
Notice extent of fear
& loss
22
23. Team-building
As we become a more
global economy, teams
are becoming more
"virtual".
Networked teams
Parallel teams
Project or product-
development teams
Work or production
teams
Service teams
Management teams
Action teams
23
25. Talent Management
An important area of
focus for OD
practitioners is
building the
capabilities of the
organization.
Capabilities area
sometimes divided
into different
"buckets”:
Talents
Skills
Knowledge
Strengths
25
26. Training
There are quick training or presentation
techniques that help to accomplish one of the
following:
Helps people get acquainted.
Helps people feel more comfortable with the
training environment.
Helps to give people a preview of the training.
Teaches a skill.
Encourages people to have fun and be relaxed.
26
27. Food for thought for HR……
Is my recruitment machinery geared up to recruit 5 times
the numbers that I am hiring toady? (Sourcing Strategy)
Am I developing middle managers of tomorrow today?
(Middle Management Development)
Am I making a compelling employment promise and
delivering it? (Employer Branding)
Are all my associates motivated and aligned to
organisations goal? (Employee Engagement)
Do we communicate – effectively and regularly
(Employee Communication)
Are our associates living and breathing the same promise
and commitment? (Culture & Values)
27
29. Address the Complete Value Chain
Parents, Friends, Society
School Education
Opportunities
Students
Students
Employment
College
Primary Secondary Employers
Education
School School
Education would be much more effective if its purpose was to
ensure that by the time they leave school every boy and girl
should know how much they do not know, and be imbued
with a lifelong desire to know it.
Sir William Haley
29