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ORGANIZATIONAL DEVELOPMENT

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Genevie Sebastian

on 9 August 2014

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Transcript of ORGANIZATIONAL DEVELOPMENT

DEFINITION
Organizational Development Process

It begins with an identified problem or
need for change
. The process proceeds through assessment, planning of an intervention, implementing the intervention, gathering data to evaluate the intervention, and determining if satisfactory progress has been made or if there is need for further intervention. The process is cyclical and ends when the desired developmental result is obtained

Diagnosis

diagnose the present situation, collect data and develop strategy


Evaluation
long term change. need to be monitored regularly
clear identification of the desired results


ORGANIZATIONAL DEVELOPMENT
PROCESS

GENEVIE S. SEBASTIAN
MBA


Organizational development is a process by which organizations use the theories and technology of the behavioral sciences to facilitate changes that enhance their effectiveness.

OD is an effort (1) planned, (2) organization-wide, and (3) managed from the top, to (4) increase organization effectiveness and health through (5) planned interventions in the organization’s “processes” using behavioral science knowledge.


design and implement interventions:
process consultation
Team building
Third-party intervention
Survey feedback
Techno structural activities
Skill development


Intervention
Family meeting with rotating facilitators
Thank you!
Four conditions that give rise to the need for OD interventions:

The organization has a problem

(corrective action – to fix it)
Organization sees an unrealized opportunity
(enabling action – to seize the opportunity)
Features of organization are out of alignment
(alignment action – to get things back ‘in sync’)
Yesterday’s vision is no longer good enough
(action for new vision – actions to build necessary structures, processes and culture to make new vision a reality)


Interview
Questionnaires
Evaluation
OD Practitioner
The OD Practitioners are specialists, whether from within or outside of the organization.

Often referred to as Consultants.


Internal Practitioner
They are already a member of the organization
Top executive who initiates change in his or her work group, or member of the human resources or organization development department.
These practitioners often operate out of the human resources area and may report directly to the president of the organization.
They are familiar with the organization’s culture and norms.


Practitioner Styles/Roles
The Stabilizer Style
The Cheerleader Style
The Analyzer Style
The Persuader Style
The Pathfinder Style


The analyzer places great emphasis on efficiency, and gives little emphasis to member satisfaction.
The analyzer feel most comfortable with a rational assessment of problems and assumes that the facts will lead to a solution.
The practitioner may be more confrontational, relying on the authority to resolve conflicts and on rational problem-solving process.


They are not associated with the client
system.
They are less in awe of the power wield by various organization members
They do not depend on the organization for raises, approval or promotions.
They are generally unfamiliar with the organization system and may not have particular knowledge of its technology etc.

External Practitioner
The External-Internal Practitioner Team
Team formed with working with
External Practitioner working directly
with an Internal practitioner to initiate
and facilitate change program

Effectiveness - degree of emphasis upon goal accomplishment.

Morale - degree of emphasis upon relationships and participant satisfaction.
OD Practitioner Style
1. The Stabilizer
The goal of the stabilizer is neither effectiveness nor participant satisfaction.
The practitioner is trying to keep from rocking the boat and to maintain a low profile.
This style is usually forced upon the practitioner by organizational pressure.
The cheerleader style places emphasis on the satisfaction of the organization members and is chiefly concerned with motivation and morale.
The cheerleader style strongly minimizes differences and maintains harmony.
2. The Cheerleader Style
3. The Analyzer Style
4. The Persuader Style
The persuader style focuses on both dimensions, effectiveness and morale, yet optimizes neither.
Such a style provides a relatively low-risk strategy, avoids direct confrontation with others.

5. The Pathfinder Style
The pathfinder style seeks a high degree and a high degree of member satisfaction, believing that greater effectiveness is possible when all members are involved and problem-solving is done through teamwork.
The pathfinder focuses on 6 processes essential to organizational performance:
1. Communication
2. Member roles and functions in groups
3. Group problem-solving and decision- making.
4. Groups norms and growth
5. Leadership and authority
6. Inter group cooperation and competition.

A systematic way where a company defines, organizes and implements its operations through the stages of the product life cycle.

The stages includes :
Diagnosis
Intervention
Evaluation

It will provide better impact in achievement towards an organizational’s goals
Increasing trend to maximize an organization's investment in its employees
Organizations need to "work smarter" and apply creative ideas
Employees expect more from a day's work
customers demand continually improving quality


Why is OD Process Important
OD Process is complicated and takes time to complete the process.

An organization needs to always evaluate its OD programs as to evaluate the effectiveness.

All the steps need to be adhered in order to derive full range of OD benefits.


Conclusion
The Intervention Process
The OD process involves a collaborative relationship between a practitioner and a client system.
OD practitioners may have a variety of style, philosophies, and approaches:

Functions performed:
Helping the client determine its current level or state (data gathering)
Assisting in a collaborative analysis or problem and planning strategies of change (diagnosis)
Intervening and facilitating change from the current level to some ideal or desired level.

Intervention refers to an array of planned activities participated by both the practitioner and the client, including shared observations of the processes
occurring between members of a group or an organization for the purpose of improving the effectiveness of the processes.
Intervention
Practitioner Skills Profile
„ Leadership
„ Project Management
„ Communication
„ Problem-Solving
„ Interpersonal
„ Personal
Full transcript