OD ppt

Organization Development and Change

Chapter One:Introduction to

Organization Development

Cummings & Worley, 8e (c)2005 Thomson/South-Western

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Introduction to OD

OD a process - behavioral science knowledge and practice to help organizational building the capacity to change and achieve greater effectiveness.

OD differs with other Planned Change • Planned change such as technological innovations (or)

new product development

• It focused on the organisational ability to assess its

current functioning and to achieve its goals.


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OD is oriented to improving the total system-

the organisation and its part in the context of the larger

environment that affects them.

Examples of OD

1.Team Building with top corporate management

2.Structural changes in organisation

3.Job enrichment in manufacturing organisation

Study of OD

1.Effects of change

2.Methods of Organisational Changes

3.factors influencing OD success


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Characteristics of OD

1.OD applies-changes in the strategy, structure, and process of entire system.

2.OD is based -application of OB knowledge & practice, like leadership, group dynamics, work design etc

3.OD concerned with managing planned change like technology innovation

4.OD involves both the creation and subsequent reinforcement of change.

5.OD oriented to improving organisational effectiveness. Two aspects 1.effective organisation is able to solve its own problems. 2.effective organisation high performance, quality concern

etc


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Relevance of OD

1.Globalisation :-Environments which organisation operates & function, like New governments, new-Leadership, new markets and new countries.

2.IT:- which redefined traditional business model by changing how work is preferred.

3.Managerisl Innovation:-combination of globalisation and IT trends impact on organisation such as strategic alliances, virtual corporations, networks,reengineering,..etc.


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Learning Objectives for Chapter One

• To provide a definition of Organization Development (OD)

• To distinguish OD and planned change from other forms of organization change

• To describe the historical development of OD

• To provide an outline of the book


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Burke’s Definition of OD

OD is a planned process of change in an organization’s culture through the utilization of behavioral science technology, research, and theory.


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French’s Definition of OD

OD refers to a long-range effort to improve an organization’s problem-solving capabilities and its ability to cope with changes in its external environment with the help of external or internal behavioral-scientist consultants.


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Beckhard’s Definition of OD

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.


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Beer’s Definition of OD

OD is a system-wide process of data collection, diagnosis, action planning, intervention, and evaluation aimed at: (1) enhancing congruence between organizational structure, process, strategy, people, and culture; (2) developing new and creative organizational solutions; and (3) developing the organization’s self-renewing capacity. It occurs through collaboration of organizational members working with a change agent using behavioral science theory, research, and technology.


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Organization Development is...

a systemwide application and transfer of behavioral science knowledge to the planned development, improvement, and reinforcement of the strategies, structures, and processes that lead to organization effectiveness.


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1950 1960 1970 1980 1990 2000 Today

Five Stems of OD PracticeC

urrent Practice

Laboratory Training

Action Research/Survey Feedback

Normative Approaches

Quality of Work Life

Strategic Change


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Laboratory Training

1.Laboratary training :-

learn from their own interactions and evolving dynamics such as • interpersonal relations,• personal growth,• leadership, and group dynamics.

Advantages

1.Rich learning experience about group feed back

2.Process of group building had potential for learning transfer to “back home” situations


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2.Action Research & Survey Feed back Background:-

3.Normative Background:-

The inputs from laboratory training and research method fallowed closely that human relations approach.

4.Quality-of-Work –life:-

Employee involvement, TQM &Six-sigma, etc…

5.Strategic Change:-

Improving the alignment among environment, strategy, Organisation design.


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Part I: Overview of the Book

The Nature of Planned Change The OD Practitioner(Chapter 2) (Chapter 3)

Part II: The Process of Organization Development

Entering & Diagnosing Diagnosing Collecting Contracting Organizations Groups & Jobs Diagnostic(Chapter 4) (Chapter 5) (Chapter 6) Information

(Chapter 7)

Feeding Back Designing OD Leading and Evaluating &Diagnostic Data Interventions Managing Institutionalizing(Chapter 8) (Chapter 9) Change Change

(Chapter 10) (Chapter 11)


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Part III:HumanProcessInterventions

Individual, Interpersonal,& GroupProcessApproaches(Chapter 12)

OrganizationProcessApproaches(Chapter 13)

Part IV:Techno-structuralInterventions

RestructuringOrganizations(Chapter 14)

Employee Involvement(Chapter 15)

Work Design(Chapter 16)

Part V:HumanResourcesManagementInterventions

PerformanceManagement(Chapter 17)

Developing andAssisting Members(Chapter 18)

Part VI:StrategicInterventions

Competitive andCollaborativeStrategies(Chapter 19)

OrganizationTransformation(Chapter 20)

Part VII: Special Topics in Organization DevelopmentOrganization Development OD in Nonindustrial Future Directions in Global Settings Settings in OD(Chapter 21) (Chapter 22) (Chapter 23)

OD ppt

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