Group 8 Organizational Development

7/31/2019 Group 8 Organizational Development

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6/24/12

Organisational

Development




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Organisational

Development It’s a long term effort led andsupported by Top Management,to improve an Organization’s

Visioning, Empowerment ,Learning and Problem SolvingProcesses through an ongoingcollaborative management of

Organization’s culture.

Special emphasis on the cultureof intact work Teams and other

Team Configurations



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arac er s csof

OrganisationalDevelopmentEncourages Collabaration between

Organisational Leaders & members inmanaging Culture & Processes.

Participation & Involvement in ProblemSolving & decision making by all levels of Organisation.

Development view seeking betterment of both individuals & Organisation



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VALUES

UNDERLYING ODIndividual level:Developing potential towards

personal growth,if provided with supportive &challenging Environment.

Higher level of contribution to achieveOrganisation Goals than is normally Permitted.

Managerial Level: Ask, listen, support,

challenge, encourage risk-taking, permit failure,remove obstacles and barriers, giveautonomy and responsibility,set highstandards, reward success.





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P o o r

m o r a l e

U n c l e a r

g o a l s

P o o r q u a l i t y

P o o r

t e a m

p e r f o r m

a n c e

Intergroup conflict

O r g a

n i z a t i

o n

e v e l o p

m

t

Organization

P o o r l y d e s i g n e d t a s k s

I na p pr o pr ia t e le a d e r shi p st y le

Interpersonal conflicts

Low productivity

Poor alignment to organization’s strategy

StartPoint

I n a p p

r o p r i a t

e o r g

a n i z a

t i o n s t r u c

t u r

e



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Orientation

Diagnosing

TakingAction

Re-Diagnosing

Taking NewAction

This process is known as

‘Action Research’

Change occurs based on the actionstaken

New knowledge comes fromexamining the results of the actions.

Three ingredients:

1.

Participation

1. OD consultant (as collaborator& colearner)

1. Iterative process of diagnosis &action



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Managing the ODProcess Three basic components of OD programs:

Diagnosis Continuous collection of data about total system,its subunits, its processes,and its culture

Action All activities andinterventions designed toimprove the organization’sfunctioning

Program

management

All activities designed to

ensure success of theprogram




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Organisational

DevelopmentInterventions

1. Team Building

2. Organisation assessment 3. Career Development 4. Leadership development 5. Talent management 6. Change management

The term Intervention refers to a set of sequenced, planned actions or events intended to help anorganization to increase its effectiveness



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Diagnosing OrganisationalSubsystemsDiagnostic

targetsInformation sought Methods of Diagnosis

The totalorganization Q) What is organization’sculture?Q) Are organisational goals andstrategy understood andaccepted?Q) What is organization’sperformance?

•

Examination of organisationalrecords –rules, regulations, policies

• Questionnaire survey• Interviews (both group &individual)

Team Q) What are major problems of the team?Q) How can team effectivenessbe improved?Q) Do individuals know how their

jobs relate to organisationalgoals?

•

Individual interviews• group meeting to review theinterview data• Questionnaires• Observation of staff meetingsand other day-to-day operations

Individuals Q) Do people perform accordingto organization’s expectations?Q) Do they need particularknowledge or skills?Q) What career developmentopportunities do they have/ want/need?

•Interviews

• Information from diagnosticmeetings• Data available with HRdepartment



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Diagnosing OrganisationalProcessesDiagnostic

targetsInformation sought Methods of Diagnosis

Goal setting Q) Do people set goals?Q) Who participates?Q) Do they possessnecessary skills for effective

goal setting?

•

Questionnaires• Interviews• Observations

Decisionmaking,problemsolving &actionplanning

Q) Who makes decisions?Q) Are they effective?Q) Are additional decisionmaking skills needed?

• Observations of problem-solving meetings• Analysis of videotapedsessions• organisational records



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Participation &Empowerment

Participation in OD programs is not restricted to elites ortop people; it is extended broadly throughout theorganization.

Increased participation and empowerment have always

been central goals and fundamental values of OD.

Participation enhances empowerment andempowerment in turn enhances performance.

Empowerment is the key to getting people to want toparticipate in change.



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Teams & TeamworkMany tasks are so complex that they

cannot be performed by individuals;people must work together toaccomplish them.

Putting those empowered individuals

into teams creates extraordinaryeffects on performance.

Teams create synergy i.e. sum of efforts of team is far greater thansum of individual efforts.

A number of OD interventions arespecifically designed to improve team

performance. Examples – teambuildin ualit circles etc.

Characteristics

of successfulteams

1. clear, elevating goal

1. result driven

structure

1. competent members

1. unified commitment

1. collaborative climate

1. standards of excellence

1. external support andrecognition

1. principled leadership



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Parallel LearningStructuresA parallel learning structure consists of a steering

committee and a number of working groups* thatstudy what changes are needed, makerecommendations of improvements, and monitor thechange efforts.

(* Idea groups, action groups, implementation groupsetc.)

One or more top executive should be part of steeringcommittee

Representatives from all parts of the organization




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Case Study



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Summary

OD can

make a

differenceGood understanding

Proper response



Documents

Group 8 Organizational Development