Organizational Development
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Transcript of Organizational Development
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PROF.DR.AUNG TUN THET
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INTRODUCTION
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An organization
No matter how well designed
Only as good as the people who live and work in it
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OVERVIEW
1. What is Organizational Development (OD)
2. OD in Practice
3. Relationship between HRD and OD
4. OD Practitioner
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1. WHAT IS ORGANIZATIONAL
DEVELOPMENT (OD)
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HR PROFESSIONALS
Be HR Specialist
And OD Practitioner
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OVERVIEW
HRD
ODSTAFFSKILLSSTYLE
STRUCTURESYSTEMSSTRATEGY
SHARED
VALU
ES
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OD LOOP
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OD
Effective diagnostic and development tool
Strategic and operational interventions
Lead to change
Long-range effect
Problem solving and renewal processes
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OD
How groups and organizations function
How people interact to accomplish work
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OD FRAMEWORK
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ORGANIZATIONAL INTERVENTIONS Implement strategic and operational changes
Stem from diagnosed needs
Align organizational elements with strategy
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ORGANIZATIONAL ALIGNMENTS
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OD PROCESS
Top management’s commitment, support, and involvement
Bottom-up approach - inputs from employees
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OD PROCESS
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OD STRATEGY MAP
Relations between key strategic perspectives
1. People
2. Process
3. Customer
4. Stakeholders
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OD DRIVING FORCES
Organizational clarity - strategic direction clear and aligned with defined goals
Efficiency strategy - maintaining productivity
Growth strategy - maintaining organizational adaptability and longevity
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OD DRIVING FORCES
Values system based on optimistic view
Supportive environment
Higher levels of development and accomplishment
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OD
Planned Activity Effects Entire Organization Requires Support from All Levels Improve Organizational Effectiveness and Health Deliberate Interventions
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KEY CHARACTERISTICS OF OD Response to Need/Problem - Turnover, Absenteeism, Low Job Satisfaction
Views Organization System - Interdependence
Involves Extensive Planning - Deal with Resistance, Systematic Diagnosis, Change Plan
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CORE BUSINESS OF OD
Capability maintained, aligned and improved
Health maintained or developed
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Behavioral
Technical
ODApproac
hes
Structural
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BEHAVIORAL APPROACH
Better utilization of Human Resources
Improving Morale, Motivation & Commitment
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STRUCTURAL APPROACH
Relate elements of Organization to one another
Downsizing
Decentralization
Centralization
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TECHNICAL APPROACH
Changes in Machinery, Methods, Automation, Job Design
Change to be more Productive
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2. OD IN PRACTICE
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OD INTERVENTION
Not merely change in way things done
Change in behaviour AND attitude
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OD INTERVENTION
Reflect and Respond
Working across different departments
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OD INTERVENTIONS
Mission and Vision Statement Analysis
Strategic Planning
Reward and Recognition
Change Management
Leadership
Team Building
Facilitation
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3. RELATIONSHIP BETWEEN OD AND
HRD
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OD
Involve groups of people to maximise engagement, ownership and contribution
HR skill
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HR SKILLS
Collecting, analysing data
Acting on data and information
Provide insight across business
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OD
Managed from board level
Reach across all areas of business
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DELIVERING OD
Many waysHR take lead Multi-disciplinary approachHR and OD work together to develop long term strategic view
OD activities supported and underpinned by people management practice
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HR PROFESSIONALS
Business partner
Guide behaviours
Reinforce values
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OD
Develop HR’s strategic role
Organisational change
Organisational culture
Employee engagement
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OD
Do not replace HR
Draw on HR processes
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OD
People and problem-centred activity
People data to diagnose issues
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4. OD PRACTITIONER
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OD PRACTITIONER
Bringing whole self to task in hand
Build reputation as trusted advisor
Advocate of development
Continuously improving and developing own learning and understanding of practice
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KEY COMPETENCIES
Theoretical and Technical expertise
Influencing Skills
Energise engagement
Innovative, Creative and Critical thinking
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KEY COMPETENCIES
Tackle difficulties and problems with positivity
Self-Confident
Credible communicators
Interpersonal and Facilitation skills
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KEY COMPETENCIES
Emotionally Tuned in
Ethical, value driven
Acts with integrity
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OD PRACTITIO
NER’S PERFORMA
NCE: 3 CS
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OD PRACTITIONER
Strong grasp of strategic planning
Estimation of human capital and social capital
Align strategy within values of organization
Challenge assumptions
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CORE VALUES – HUMANISTIC Function as human beings rather than resources
Develop to full potential
Increase effectiveness of organizational goals
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CORE VALUES – HUMANISTIC Exciting and challenging
Treating each human being as person with complex set of needs
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OD PRACTITIONER
Role varied and dynamic
Helper, advisor, sounding board, navigator, coach, facilitator, designer, developer, leader, consultant, expert, partner, problem solver, diagnostician, process specialist and collaborator
Internal or external consultant
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OD PRACTITIONER
Helping clients to improve effectiveness of organization
Develop both business and people processes
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OD PRACTITIONER
Centre of change and development efforts
Drive change
Help organisation develop
Each phase of OD cycle: Diagnostic, Intervention and Evaluation
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OD PRACTITIONER
Help organisations define agenda
Not reactive to needs
Working at process level
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1. START WITH PROCESS
OD practitioner key to success or failure of OD intervention
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2 GATHERING AND ASSESSING DATA Decide how to intervene
Ensure intervention have impact on root cause
Action research process
Diagnostics done with client
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3. FEEDBACK AND DECISION Communicate outcomes in comprehensible format
Non-threatening atmosphere
Ownership in process
Process consultation
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4. FORM PLAN
Considered approach
Distil recommendations from data
Focus on action with high impact with minimum costs
Implement
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5 INTERVENE
Intervention pitched at right emotional depth
Clear on focus – individual, group or whole organisation
Choose right type of intervention
Different interventions - restructuring, coaching, transformational change, learning and development
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6 EVALUATE
Right evaluation method
Action research approach
Continually assessing impact and results
Cultural fit
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CONCLUSION
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REVIEW
What is Organizational Development (OD)
OD in Practice
Relationship between HRD and OD
OD Practitioner
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Organization's ability to learn
Translate learning into action rapidly
The ultimate competitive advantage
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First comes thought
Then organization of that thought, into ideas and plans
Then transformation of those plans into reality
The beginning is in your imagination!
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THANK YOU!