1od introduction

8/7/2019 1od introduction

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Organization

DevelopmentINTRODUCTION


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What is OD?y It is a systematic method for gathering data about how

organizations function as social systems and an

analysis of the meaning of those data.

y The OD practitioners job is to search for causes andconsequences of organizational functioning.

y Process: Diagnosis/Discovery,

Intervention/Implementation, Evaluation


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Purpose of OD

y To design interventions to close the gaps

between what is and what ought to be. So,

it is the fit between individuals and

organization; organizational and

environment; among organizations strategy,

structure and processes.


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Important Components

y OD must be supported by top management to

improve an organizations visioning (picture of

desired future), empowerment, learning process

(interactive listening and self-examining process),and problem-solving (diagnose situation, solve

problems, make decisions, & take actions)

through collaborative management (participation

in creating and managing a culture), emphasizinginteractive work teams (organizations building

blocks).


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2 Main Goals

y Improve individuals, teams, and

organization functioning

y Give members the skills and knowledge tocontinuously improve


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Where do the demands for

change come from?

y Outside the organization: government,

customers, competitors, market, society.

y Within the organization: strategies,

profitability, diversity, new personnel,

products/services


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What does OD focus on?

y Culture: values, assumptions, beliefs, norms

y Processes: how things get done; method for

arriving at results

y Structure: overall design of the organization;

how individual work tasks are grouped

y The system is the target of change, individuals

are the instruments of change


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OD is not

y Pair ofhands/Expert

y Doctor prescribing

y IT IS A CONSULTATIVE PROCESS that

values

y Humanism

y Optimismy Democracy


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ASSUMPTIONS OF OD1.Assumption about people as individuals.

2. Assumptions about people in groups and about

leadership

3. Assumptions about people in organizational systems


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1.PEOPLE AS INDIVIDUALSy Most individuals have drive towards personal growth

and development

y Most people are capable of making higher level of

contribution to organizational goals


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2. ABOUT PEOPLE IN GROUPS

AND ABOUT LEADERSHIP

y The most psychologically relevant reference group for

most people is the work group

y Most people wish to be accepted with at least one

small reference group

y Group members must assist each other with effective

leadership and member behavior

y Suppressed feelings and attitudes adversely affectproblem solving, personal growth and job satisfaction.


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y lower in most Level of interpersonal trust, support and

cooperation is much lower in most groups and

organizations than is either desirable or necessary.

y Solutions to most attitudinal and motivational problemsin organizations are transactional.


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3. ASSUMPTIONS ABOUT PEOPLE

IN ORGANIZATIONALSYSTEMS

a. The interplay of dynamics of work team has a powerfuleffect on the attitudes and behaviors of people in both

groups

b. Win-lose conflict strategies are not optional in the longrun to the solution of most organizational problems


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ASSUMPTIONS RELATING TO THE COMPLEXITIES AND DIFFICULTIES

IN MAKING MAJOR SHIFTS IN CULTURE

y It takes time and patience, and the key movers in OD

efforts need to have a relatively long-range time

perspective.

y Improved performance from OD efforts need to besustained - It can be done by bringing appropriate

changes in the appraisal, compensation, training,

staffing, task and communication subsystems in short

, in th

e totalhuman resource system.


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MODEL OF OD ACTION

RESEARCHy The basic model underlying most OD activities is the

action research model.

y It is data based, problem solving model that replicates

the steps involved in the scientific method of enquiry.

y The process involved in the action research are: data

collection, feedback of the data to the client, and action

planning based on data.

y action research is both an approach to problem solving

and a problem solving process.


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y The action researchmodel focuses on planned changes as a

cyclical process involving collaboration between organizational

members and OD practitioners.

y It plays heavy emphasis on data gathering and diagnosis prior to

action planning and implementation, as well as careful evaluation

of results after the action is taken.

y Action research is aimed both at helping a specific organization

increase its effectiveness and at developing new knowledge that

can be applied in other settings


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PHASES OF ACTION RESEARCH MODEL

1. Problem identification

2. Consultation with a behavioral science expert.

3. Data gathering and preliminary diagnosis

4. Feedback to the key client or group

5. Joint diagnosis of problem

6. Action

7. Data gathering after action.


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FEATURES OF ACTION RESEARCH

1. Problem focus

2. Action oriented

3. Cyclical process

4. Collaborative

5. Experimental

6. Learning and capability building to tackle futureproblems


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RELATIONSHIP BETWEEN ACTION

RESEARCH AND NATURE OF OD

They both are very similar :

1. They both are variants of applied behavioral science,

2. They both are action oriented.

3. They both are data based

4. They both call for collaboration between insider and

outsider

5. They both are problem-solving


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ASSIGNMENT


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Meet Clienty Nearby School

y Head of School


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Questions to Ask Clienty Organizations structure.

y Vision, mission, and objectives

yRoles and Responsibilities of Principal and Head ofSchool

y Whats going well? Whats not going well?

y Who is perceived as t

he leader?

y What are some successes and failures that people talk

about? Why?


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Questions to Ask Clienty Do the people feel pressured? Are people complaining

about any psychological or physiological strains? Arepeople noticing any behavioral changes in othersbehaviors?

y How are peoples performance evaluated?

y How are people selected or terminated?

y Are these procedures perceived as fair?

y Are resources allocated equitably?

y Have people learned about time management, but stillrequired to drop everything to clean up a mess?


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Questions to Ask Clienty Are people being micromanaged?

y How often do people meet and how productive are themeetings?

yDoes the school work to resolve problems (i.e., reactive) ordoes it take preventative steps (i.e., proactive) to care forthem?

y How aligned are the schools goals with the goals of thepeople working for the company and the community it serves?

y Is there transparency? How much information is shared withemployees and community that would motivate them to feelpersonally accountable for the schools well-being?

y Are any other consultants working with the company?

Documents

1od introduction