1 implementation
TRANSCRIPT
OD, Implementation Process
Presented to
Sir Khursheed Yusuf
ByNabeel Hassan
INFORMATION
SYSTEM
DESIGN
OPERATIONS DATA
COST
PROBLEM AREAS
USER INTERFACE:
How user interacts with system;
hardware,
On-screen commands and responses
Action Component
Action plans are OD interventions specifically tailored to address issues at individual, group, inter-group, or organizational levels as well as issues related to selected processes.
Actions ◦ Interventions are the actions
taken to produce desired changes. ◦ Four conditions that give rise to
the need for OD interventions: The organization has a problem
( corrective action – to fix it) Organization sees an unrealized
opportunity (enabling action – to seize the opportunity)
Features of organization are out of alignment (alignment action – to get things back ‘in sync’)
Yesterday’s vision is no longer good enough (action for new vision – actions to build necessary structures, processes and culture to make new vision a reality)
Example: Team Building (Group based)
◦ Special teams Diagnostic meetings ◦ Team building focused on goal setting,
decision making, problem solving etc.◦ Building & mainitaining effective
interpersonal relationships ◦ Team building focused on task
accomplishment◦ Role negotiation
Analyzing discrepancies (gaps)
What is happening Where one is
Where one wants to beWhat should be happening
Interventions Human process
interventions Individual Group based Inter-group based
Techno structural interventions BPR Outsourcing downsizing
Individual Level
Laboratory training
Coaching
Mentoring
Self awareness tools
Training, development and education
360 feed back
Leadership development
Laboratory training
Design to describe the individuals who they are and how
they are perceived by others.
Laboratory training began in 1946, when Kurt Levin was
asked for help in research on training community leaders
A workshop was developed and the community leaders
were brought together
At the end of each session the researchers discussed the
behaviors they had observed
Thus the first T-group was formed in which people
reacted to data about their own behavior
Coaching
Defined as “the process of equipping people with the tools, knowledge, and opportunities they need to develop themselves and become more effective”
Offered by internal and external professionals
Coaching offered by a qualified OD professional, either internally or externally,
Mentoring
Mentoring often happens informally, simply because one
person who is in a position of some influence wants to help
someone else grow and develop professionally.
Mentoring is always long term. Mentoring, to be successful,
requires time in which both partners can learn about one
another.
SELF-AWARENESS TOOLS
Just as T-groups are designed to improve self-awareness,
thousands of self-awareness tools are available that also intend
to increase self-awareness.
Self assessment tools are widely used to reduce blind spot
and unknown area.
Theory MBTI for self assessment.
Individual Level
Training, education and development
360 feed back
Leadership development
Team and Inter team Level
Dialogues sessionstructured conversation designed to explore a topic with the potential for being conflicted
Team building (why)Goals and objectives
Roles and responsibilities
Polices and procedures
Interpersonal relationship
Cont……
Process Consultation
Meeting facilitationskill-based concepts, such as role identification and description, development
of timed agendas, and determination that the appropriate individuals
are in the meeting.
Cont….
Brainstorming
Fishbowls
Circles..
Process Level
TQM1. Define the system and the problem focus.
2. Assess the current situation.
3. Analyze the root causes.
4. Try out improvement theory.
5. Study the results.
6. Standardize improvements.
7. Plan continuous improvement.
Six sigma
Process Reengineering
Thorough rethinking of all business processes, job definitions,
management systems, organizational structure, work flow, and
underlying assumptions and beliefs. BPR's main objective is to
break away from old ways of working, and effect radical (not
incremental) redesign of processes to achieve dramatic
improvements in critical areas (such as cost, quality, service,
and response time) through the in-depth use of
information technology.
Benchmarking
compare outcomes
Compare processes (difficult because
organizations with similar processes are likely to be
competitors).
SOCIOTECHNICAL SYSTEMS (STS)
Design jobs, that integrate and balance the people needs (socio-) with the tools and equipment (-technical) in an organization.