Overview of action learning and od adlt 625
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This document provides an overview and agenda for a course on change strategies for human resource development practitioners. It introduces organization development (OD) and discusses the nature of organizational change, how to know when an organization is ready for change, characteristics of OD efforts, and models for change including the action research model. It also outlines the theoretical roots of OD and compares OD to other fields like organizational therapy.
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Organizational development (OD) is defined as applying behavioral science knowledge to help organizations change, improve strategies and processes, and increase effectiveness. Key aspects of OD include applying changes to entire systems like organizations; using concepts from fields like leadership, group dynamics and change management; focusing on managing adaptive, long-term change processes rather than short-term fixes; reinforcing changes over time; and improving an organization's ability to achieve goals, have high performance, and satisfy customers and employees. The behavioral sciences provide useful tools to help organizations deal with changes in areas like their environment, technology, and restructuring. OD assists managers in leading the change process.
Dr. deb hedderly leading change presentation
This document outlines Dr. Deb Hedderly's presentation on leading change for Embassy Management LLC. It discusses internal and external forces that drive organizational change and John Kotter's 8-step process for successful change implementation. The 8 steps include establishing urgency, forming a guiding coalition, developing a vision and strategy, communicating the change vision, empowering broad-based action, generating short-term wins, consolidating gains and producing more change, and anchoring new approaches in the culture. Attendees were asked to identify a potential change initiative and draft a basic action plan applying Kotter's steps.
1
The document provides an overview of organization development (OD) including its definitions, historical development, key approaches, and distinction from other forms of organizational change. It discusses how OD aims to improve organizational effectiveness and health through behavioral science interventions. The summary describes the major OD approaches that evolved over time including laboratory training, action research, normative approaches, quality of work life initiatives, and more recently, a focus on strategic change.
Change Management Pc Overview
The document provides an overview of change management and discusses several key aspects:
1) It defines change and transition, and explains what change management is.
2) It outlines different levels of change including individual, team, organizational, and leadership during change.
3) It introduces different change management models and approaches as well as a situational framework for assessing change initiatives.
Strategic change management – processes and methods
This document outlines an agenda for a training program on strategic change management. It will cover principles and processes of change management, including diagnosing organizational change readiness, theories of change, leadership's role in change, managing resistance to change, and leveraging innovation. Key models that will be explored are Lewin's three-phase change model and Kotter's seven-step process for organizational change. The program aims to provide managers with tools and strategies for guiding their organizations successfully through change.
Change mgmt ppt
This document outlines the agenda and content for a training program on strategic change management. It will cover topics such as the principles of change management, diagnosing organizational change readiness, theories of change, leadership's role in change, managing resistance to change, and models for leading organizational change. Participants will learn about assessing the need for change, types of change, and characteristics of change-capable organizations. The training will involve group activities to apply the concepts to the participants' own work environments and diagnosing areas in need of change. Contemporary issues like innovation, knowledge management, and organizational development will also be addressed. The overall goal is to provide a systematic and structured approach to managing strategic change.
Leading Transformation Programs in Large / Global Organizations
Research shows average about 70% of the transformation programs fail.
This presentation focuses on need for transformation in organizations and propose a model to implement transformation programs successfully in large / global organizations.
Alinging OD with business goals_Team Presentation
This document provides an overview of aligning organization development with business goals. It introduces the team working on alignment and defines key terms like organizational development and change management. It discusses OD theory and interventions like leadership development, team building, and change management. Models for change management from Lewin and Kotter are summarized. Knowledge and skills for consultants and business leaders are outlined, like asking the right questions and aligning learning goals with business performance. Potential barriers to alignment like communication, support from managers, and organizational culture are also covered.
ppt.-chapter-18 MANAGING CHANGE & STRESS.pptx
This document discusses managing organizational change and stress. It describes Lewin's three stages of change (unfreezing, changing, and refreezing) and Kotter's eight steps for leading change (establishing urgency, building a coalition, creating a vision, communicating, empowering broad action, creating short-term wins, consolidating gains, and anchoring changes in culture). It also defines organization development as using behavioral science methods to implement planned change and lists its four key characteristics (profound change, value-laden, diagnosis/prescription cycle, and process-oriented). Finally, it summarizes 10 common reasons employees resist change, such as fear of the unknown, loss of status, and disruption of cultural traditions.
Developing Learning and Teaching in Higher Education: What have we learned?
Developing Learning and Teaching in Higher Education: What have we learned?Health Sciences and Practice Subject Centre, Higher Education Academy
By Dr Kwansuree Jiamton, Dr Margaret Sills
Presented at KILT Conference, King's College London, 4th July 2007OD Employee Engagement and Orgn Culture
This document discusses organizational development, with a focus on employee engagement and organizational culture. It provides definitions and background on key concepts like organizational development, employee engagement, and theories of planned organizational change. Some of the main points covered include:
- Organizational development aims to increase organizational effectiveness and is a planned, systematic process using behavioral science knowledge.
- Employee engagement refers to an employee's commitment and involvement in an organization, and is important for retaining talent and driving performance.
- Several models of organizational change and development are discussed, including Kurt Lewin's action research model, the Burke-Litwin model of transformational vs transactional factors, and the Porras and Robertson model focusing on work setting factors.
Building a coaching culture for change management 2018
Building a Coaching Culture for Change Management is the fifth annual research paper on Coaching cultures within organisations. A partnership between the Human Capital Institute (HCI) & the International Coaching Federation (ICF).
New Frontiers in Organizational Change
This document provides an overview and agenda for a masterclass on organization change hosted by Scholar Consultants. It discusses the purpose of enabling change professionals to be better agents of change. The agenda covers topics like defining change, organization change models, trends in whole-system transformation, case studies, and competencies for change agents. It also introduces the facilitators and their backgrounds.
Managing across the ITIL Lifecycle - ITSM Academy Webinar
This document discusses managing organizational change across the IT service lifecycle. It begins by introducing the IT service lifecycle model and explaining that managing change requires considering organizational structure, culture, and processes. It then discusses diagnosing why change is needed, implementing change using a three step process, and identifying strategies to assess and manage change. Finally, it examines how organizational change aspects relate to each stage of the service lifecycle from service strategy through service operation. Key aspects include assessing culture, transition capabilities, and designing organizational change.
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Overview of action learning and od adlt 625
- 1. Welcome to Change Strategies for Human Resource Development Practitioners ADLT 625 – Spring Semester 2011 Dr. Terry Carter
- 4. How Do You Know When an Organization is Ready for Change?
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- 6. Characteristics of OD Efforts
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- 12. Comparison of OD and OT