organizational development

ABING . ALMACEN . AŇORA

ORGANIZATION DEVELOPMENT

The practice of changing people and organizations for positive growth



Kurt Lewin (1898 – 1947)

One of the modern pioneers of social, organizational, and applied psychology.

Widely recognized as the founding father of OD.

Organization Development (OD) is "an effort, planned, organization-wide, and

managed from the top, to increase organization effectiveness and health

through planned interventions in the

organization's processes, using behavioral-science knowledge."

-Beckhard


OD Strategies


Action Research - An assessment and problem solving process aimed at improved effectiveness for the entire organization or specific work units.

Conflict Management - Bringing conflicts to the surface to discover their roots, developing a common ground from which to resolve or better manage conflict.

Executive Development - One-on-one or group developmental consultation with CEO's or VP's to improve their effectiveness.

Goal Setting - Defining and applying concrete goals as a road map to help an organization get where it wants to go.

OD Strategies


Group Facilitation - Helping people learn to interact more effectively at meetings and to apply group guidelines that foster open communication, participation and accomplishment.

Strategic Planning - A dynamic process which defines the organization's mission and vision, sets goals and develops action steps to help an organization focus its present and future resources toward fulfilling its vision.

Teambuilding - Improving how well organization members help one another in activities where they must interact.


WHAT IS ACTION RESEARCH?


STEPS IN ACTION RESEARCH

Entryfinding needs for change within an organization

Start-up and Contractingidentify critical success factors; clarify roles for the consultant(s) and employees; deal with resistance within the organization

Assessment and Diagnosiscollect data in order to find the opportunities and problems in the organization

Feedbacktwo-way process serves to tell those what one found out, based on an analysis of the data

Action Planningdistill recommendations from the assessment and feedback; consider alternative actions



Intervention carry out the change process



Evaluationevaluation procedure to verify this success, identify needs for new or continuing OD activities, and improve the OD process

Separationrecognize when it is more productive for the client and consultant to undertake other activities

Adoptionimplementing processes to insure that OD remains an ongoing activity within the organization


Changing nature of the workplaceworkers today want feedback on their performance, they want a sense of accomplishment; they need to be more efficient

Human resourcesemployees in the company; large fraction of the costs of doing business

WHY DO OD?


Accelerated rate of changethinking has changed radically about organizational structures to emphasize faster customer response, lower costs and continuous learning

Global marketthe competition is so stiff; our environments are changing, so our organizations must also change to survive and prosper

WHY DO OD?


Internal Consultantsemployees of the organization

External Consultantspeople from outside the organization

WHO DO OD? CHANGE

To be successful, OD must have the involvement of all employers.

AGENTS


WHEN IS AN ORGANIZATION READY

FOR OD?


VisionResistance

to Change

Dissatisfaction

First Steps

X

X

FORMULA FOR CHANGE

To thrive in tomorrow's business environment—characterized by a dynamic work force, rapid changes in technology, changing nature of the workplace and the increasing instability of the global environment—organizational development must be an ongoing effort.

Encouraging continual examination and readiness for change must be part of the organization's culture.


FROM: ABING , ALMACEN , AŇORA

THANK YOU FOR LISTENING!

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organizational development