Week 1 lecture 1
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OD (Organizational Development) is a process that applies behavioral science knowledge to help organizations achieve greater effectiveness and improved quality of work life. It involves assessing an organization's current functioning and improving the total system from a large perspective. OD is defined as a system wide application of behavioral science knowledge to strategically develop and reinforce organizational structures, processes, and changes aimed at improving overall effectiveness. The document then provides explanations of key terms in the definition and discusses reasons for OD along with its historical background.
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Organisational development is a planned, organisation-wide effort to increase effectiveness and viability through utilizing behavioral science, research, and theory. It aims to deepen organizational purpose, strengthen trust between employees, encourage problem solving, develop satisfying work, and increase personal responsibility and willingness to change. Organisational development uses a systematic and participatory process involving problem identification, diagnosis, planning change strategies, intervening, and evaluation to help organizations better adapt to change.
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Attempt to restructure multiple dimensions of the organization.
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1. Identifying problems within the organization that need to be addressed. Change agents then evaluate the situation and design intervention programs.
2. Collecting information about the existing environment and problems through interviews and observations.
3. Change agents analyze the information and consult stakeholders to create action plans and intervention programs such as orientation and team building.
4. Implementing the intervention programs in phases while closely monitoring them and making adjustments.
5. Conducting a performance review at the end to assess how well the goals were accomplished.
6. Once changes are fully integrated, the change agents gradually disengage as the employees adapt to the new environment
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The document outlines 7 management principles: 1) Customer Focus, 2) Leadership, 3) Engagement of People, 4) Process Approach, 5) Improvement, 6) Evidence-Based Decision Making, and 7) Relationship Management. For each principle, it provides a definition, some key benefits, and possible actions organizations can take to implement that principle. It also includes an introduction about the author's background and qualifications.
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Quality of work life (QWL) refers to a process where an organization allows employees to participate in decisions that affect their work lives. QWL aims to provide favorable working conditions through job security, satisfaction, fair compensation, benefits, employee involvement, and improved organizational performance. It can be measured through surveys assessing employee satisfaction with factors like their job, wages, company policies, management support, job safety, benefits, and participation in decision-making.
Operational components of od
An OD program begins with diagnosing the system and its processes to understand the current state. This involves analyzing the organization's subsystems and processes to identify problems and opportunities. The practitioner may focus on one subsystem at a time or the entire organization simultaneously. Information is collected and interventions are employed, such as planning, executing, and evaluating actions, to accomplish organizational improvement goals. The interventions have learning and educational goals, and usually involve formulating a three-year strategy plan. Action research principles are used to monitor and evaluate the interventions to ensure the intended consequences support the organization's goals.
Organization Development
Organization Development (OD) is a planned process for improving organizational effectiveness. It involves planned interventions using behavioral science knowledge. Common OD interventions include team building, management training, setting goals and measurements. OD aims to increase organizational health by addressing both technical and human aspects of the organization through a collaborative, system-wide change process.
Organizational Development
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.
Od.ppt important terms
Organization development (OD) originated in the 1950s-1960s as an integrated approach to planned organizational change using behavioral science. OD aims to improve organizational effectiveness through a planned, systematic process utilizing behavioral science theories. It is defined as a planned change process to improve organizational culture through behavioral science methods like action research. The overall goal of OD is to improve organizational performance by enhancing processes like communication, decision-making, leadership, and developing trust and cooperation among employees.
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This document discusses organizational development (OD), which is defined as a long-term effort to improve an organization's ability to cope with changes through problem-solving and adapting to new challenges. The goals of OD include increasing self-responsibility, optimizing systems, managing conflict effectively, and enhancing member identification. The key processes involve planning changes, altering individual and group attitudes/habits, and solving operational problems. Common techniques are diagnostic activities, team building, sensitive training, survey feedback, and intergroup development. OD aims to create organic systems through collaborative relationships and planned, experiential change processes.
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Quality of Working Life is an important concept in this competitive world.Unless paying attention about QWL no organisation can achieve its goal easily. because employee is no more a liability they are an asset for every organisation
Quality of work life structural od intervention - Organizational Change an...
Organizational improvement efforts.
Attempt to restructure multiple dimensions of the organization.
To institute a mechanism which introduces and sustains changes over time.
An increase in participation by employees and increase in problem solving between the union and management.
process redesign flyer K22406
This book provides a framework for organizational change and transformation in healthcare through proven approaches like reengineering and process improvement. It offers a holistic approach to help leadership teams transform their organizations to improve effectiveness. The approach has already helped many large healthcare organizations dramatically improve by creating new initiatives and implementing solutions. The book focuses on practical techniques that can be implemented immediately, and provides templates, checklists, and agendas to facilitate transformation. It also describes best practices for engaging teams and ensuring long-term sustainability of changes.
Prosci change series
Prosci provides resources to help organizations effectively manage change, including research, tools, training and support materials. Their change management approach utilizes the Prosci ADKAR model and a 3-phase organizational change process. Key resources included in their portfolio are a best practices research report summarizing lessons learned from over 800 change management practitioners worldwide, and a change management toolkit providing templates and guidance to plan and implement change management. Prosci has worked with thousands of organizations globally and their research-based approach aims to give organizations the processes and tools needed to achieve project success and build internal change management competency.
Types of changes & transformation
Nature and factors / reasons of technological change; Managing transformation .. steps for successful transformation
Quality of worklife of hr
This document discusses the topic of quality of work life (QWL). It defines QWL as efforts to improve working conditions, work content, safety, security, wages and benefits to enhance employee satisfaction and organizational effectiveness. QWL aims to improve life both at and outside of work by making jobs less routine and more rewarding. The concept of QWL originated after the industrial revolution as mechanization reduced the importance of human factors and led to issues like job dissatisfaction. Strategies to improve QWL discussed in the document include self-managed work teams, participative management, better worker-supervisor relationships, recognition programs, and organizational health programs. The role of the HR department is to help implement these strategies to retain talent
Od process in hrm
The organizational development (OD) process involves 6 main steps:
1. Identifying problems within the organization that need to be addressed. Change agents then evaluate the situation and design intervention programs.
2. Collecting information about the existing environment and problems through interviews and observations.
3. Change agents analyze the information and consult stakeholders to create action plans and intervention programs such as orientation and team building.
4. Implementing the intervention programs in phases while closely monitoring them and making adjustments.
5. Conducting a performance review at the end to assess how well the goals were accomplished.
6. Once changes are fully integrated, the change agents gradually disengage as the employees adapt to the new environment
The principles of quality management
This document introduces seven quality management principles (QMPs) that ISO 9000, ISO 9001, and related standards are based on. The seven QMPs are customer focus, leadership, engagement of people, process approach, improvement, evidence-based decision making, and relationship management. For each principle, the document provides a statement, rationale, key benefits, and examples of actions organizations can take to apply each principle.
Structural Interventions
This document discusses various types of structural interventions in organizations, including sociotechnical systems, self-managed teams, work redesign, and quality of work life programs. It defines structural interventions as changes to how work is divided and organized, including units, reporting structures, workflows, and communications. Sociotechnical systems aim to optimize the relationship between social and technical aspects of work systems. Self-managed teams are autonomous and collaborate to achieve team results. Work redesign models job characteristics that improve motivation. Quality of work life programs restructure dimensions of the organization through participative mechanisms to institute sustainable changes.
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This document provides an overview of ISO 9001 and quality management systems. It discusses ISO 9001 as a standard that sets requirements for quality management systems to help organizations continually monitor and improve quality, meet customer requirements, and enhance profitability. It describes why companies achieve ISO 9001 certification, how the standard can be utilized, key quality management principles, and the benefits of adopting practices like customer focus, leadership, employee engagement, a process approach, and continual improvement.
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Quality of working life refers to the degree to which employees are able to satisfy their personal needs through their experiences in an organization. It is impacted by physical, economic, and psychological factors that affect an employee's job. Some key aspects that influence quality of working life include fair pay, a safe working environment, reasonable working hours, employment benefits, job security, job satisfaction, career opportunities, a suggestion system, autonomous workgroups, job enrichment, opportunities for growth, flexible work schedules, and employee participation.
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The document outlines 7 management principles: 1) Customer Focus, 2) Leadership, 3) Engagement of People, 4) Process Approach, 5) Improvement, 6) Evidence-Based Decision Making, and 7) Relationship Management. For each principle, it provides a definition, some key benefits, and possible actions organizations can take to implement that principle. It also includes an introduction about the author's background and qualifications.
Presentation on Organizational change and organizational development
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Prepared by my brother Anil Ghimire, Studying B.H.M, 1st semester in BMC, Rupandehi
Change management
Organizational change refers to alterations made to the work environment, structure, technology, or personnel within an organization. Change is necessary to adapt to both external factors like new technologies or regulations, and internal factors like new management or deficiencies. Common change models include Lewin's three step model of unfreezing, changing, and refreezing; and Kotter's eight step plan which involves establishing urgency, building support, and reinforcing changes. Resistance to change stems from insecurity, lack of communication, and disruptions to status quo, so change must involve participation, communication, and addressing people's concerns.
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Quality of work life (QWL) refers to a process where an organization allows employees to participate in decisions that affect their work lives. QWL aims to provide favorable working conditions through job security, satisfaction, fair compensation, benefits, employee involvement, and improved organizational performance. It can be measured through surveys assessing employee satisfaction with factors like their job, wages, company policies, management support, job safety, benefits, and participation in decision-making.
Operational components of od
An OD program begins with diagnosing the system and its processes to understand the current state. This involves analyzing the organization's subsystems and processes to identify problems and opportunities. The practitioner may focus on one subsystem at a time or the entire organization simultaneously. Information is collected and interventions are employed, such as planning, executing, and evaluating actions, to accomplish organizational improvement goals. The interventions have learning and educational goals, and usually involve formulating a three-year strategy plan. Action research principles are used to monitor and evaluate the interventions to ensure the intended consequences support the organization's goals.
Organization Development
Organization Development (OD) is a planned process for improving organizational effectiveness. It involves planned interventions using behavioral science knowledge. Common OD interventions include team building, management training, setting goals and measurements. OD aims to increase organizational health by addressing both technical and human aspects of the organization through a collaborative, system-wide change process.
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How to change Quality Culture in an organization.By.Dr.Mahboob ali khan Phd
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Presentation on Organizational change and organizational development
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Change Management and Productivity relationship were looked at, for example an organization that is poised for competitiveness must seek to do better today than yesterday and tomorrow than today which means continual improvement on current process through one form of change process or the other. The different types of Changes were discussed which could be in form systems, structures, organizational development and the various forms of change namely reactive, incremental, radical and proactive. Managing change productively was discussed bringing to fore the importance of bearing in the vision of the leadership. For change to be effective a sense of urgence must be created and communication is key.
Organizational Development - an introduction
Organizational development (OD) aims to improve organizational effectiveness and health through planned interventions using behavioral science. Key aspects of OD include deliberately planned, organization-wide change efforts managed from the top that challenge the status quo through activities like reviewing processes, structures, and policies. OD was pioneered by Kurt Lewin and aims to promote organizational readiness for change through participative interventions.
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Week 1 lecture 1
- 1. OD and Change Management Lecture 1 By Ms Binish Nauman www.binishnauman.com
- 2. Contents • Introduction • Definition • Explanation of definition • Why OD? • Historical Background
- 3. Introduction • OD is a process that applies Behavioral Science Knowledge and practices to help organizations achieve greater effectiveness including increased financial performance and improved quality of work life.
- 4. Cont • OD is different from other change efforts such as technological innovation, new product development, etc…..they focus on building the organization ability to assess its current functioning but OD involves improving the total system……..it thinks about the larger perspective.
- 5. Definition • OD is a system wide application of behavioral science knowledge to the planned development and reinforcement of organizational strategies, structures and processes for improving an organization’s effectiveness.
- 6. Explanation • OD applies to an entire system. • OD is based on behavioral science Knowledge and practice. • OD is concerned with planned change. • OD involves both the creation and subsequent reinforcement of change. • OD encompasses Strategy, structure and process changes. • OD is linked to improving organization’s effectiveness.
- 7. Why OD? • Globalization • Information Technology • Managerial Innovation
- 8. Historical Background of OD • Laboratory Training Background • Action Research and survey feed back Background • Participative Management background • Productivity and Quality of work life background • Strategic Change Background