od august 2015

All you need to know about organization development and

organizational design

by Toronto Training and HR

August 2015

CONTENTS3-4 Introduction5-6 Definitions7-9 Organizations10-12 The multicultural OD model9-11 Dimensions of the employer brand 13-14 Common features of OD15-17 Goals of OD18-19 Characteristics of OD20-22 Specifications of OD23-25 Competencies for OD 26-27 What does a developed organization look like?28-30 Planned change and OD31-32 Dualisms and OD33-34 OD practitioners35-36 Models of OD diagnostics37-38 OD interventions39-41 Example OD questions 42-43 Components for a simpler approach to OD44-45 Types of organizational structure46-47 Areas to focus on with organizational design48-49 Organization design and cultures50-51 Conclusion, summary and questions

Introduction

Introduction to Toronto Training and HR

Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking15 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:

Training event designTraining event deliveryHR support with an emphasis on reducing costs, saving time plus improving employee engagement and moraleServices for job seekers

Definitions

Definitions• Organization

development• Organizational

design

Organizations

Organizations 1 of 2

• Common features of an organization

• What kind of system an organization is

• Division of labour• Integration of effort

Organizations 2 of 2

Novelty• Task allocation• Task division• Information provision • Reward distribution

The multicultural OD model

The multicultural OD model 1 of 2

• Definition of a multicultural organization

Monocultural organizations• The exclusionary

organization• The club

The multicultural OD model 2 of 2

Non-discriminatory organizations• The compliance

organization• The affirmative

action organizationMulti-cultural organizations• The redefining

organization• The multicultural

organization

Common features of OD

Common features of OD

• An entire system• Application and

transfer of behavioural science knowledge and practice

• Managing planned change

• Institutionalizing change

• Improving organizational effectiveness

Goals of OD

Goals of OD 1 of 2

• Maintaining specific organizational culture and atmosphere

• Assigning decision making responsibility and authority to informed persons

• Retaining a cooperative atmosphere

• Alleviating unsafe and disruptive competition

Goals of OD 2 of 2

• Creating loyalty and dependence

• Spreading a self-leading and self-control spirit throughout the organization

Characteristics of OD

Characteristics of OD

• It is programmed• Covers all the

organization• Directed from high

ranks of the organization

• Elevates the organizational efficiency and health

• Interferes with organizational processes in a controlled manner

Specifications of OD

Specifications of OD 1 of 2

• Continuous interaction process

• Form of applied-behavioural knowledge

• Transformational retraining

• Looks at the organization systematically

Specifications of OD 2 of 2

• Information-based programmed change

• Based on experience and focuses on programming and targeting

Competencies for OD

Competencies for OD 1 of 2

• Marketing x 7• Enrolling x 6• Contracting x 13• Mini-assessment

x 5• Data gathering x

10• Diagnosis x 11• Feedback x 5• Planning x 5• Participation x 11• Intervention x 7

Competencies for OD 2 of 2

• Evaluation x 7• Follow-up x 6• Adoption x 9• Separation x 5• Self-awareness x

11• Interpersonal x

10• Other x 12

What does a developed organization look like?

What does a developed organization look like?

• Being open and clear

• Trust in others• Feedback from

inside and outside• Cooperation with

others• Training and

authorization• Organizational

structure with fewer layers

Planned change and OD

Planned change and OD 1 of 2

• Recognize the need for change

• Develop the goals of the change

• Select a change agent

• Diagnose the current climate

• Select an implementation method

Planned change and OD 2 of 2

• Develop a plan• Implement the plan• Follow the plan and

evaluate it

Dualisms and OD

Dualisms and OD

• What is a dualism?Explanation • Narrative, analysisEvidence • Sources, dataTemporality• Periodization,

chronology

OD practitioners

OD practitioners

Questions to ask• Soft• Hard

Models of OD diagnostics

Models of OD diagnostics

• Analytical model• Management

practice model• Open systems

model• Sociotechnical

system model

OD interventions

OD interventions

• Individual to whole organization involvement

• Individual to whole organization impact

• Spontaneous to planned

• Human to technological

Example OD questions

Example OD questions 1 of 2

• Does our organization’s vision lead us to the change we seek in ourselves and our community?

• Does our organization have a clear focus on where we engage to achieve the change we seek?

Example OD questions 2 of 2

• Are we able to realize our desired changes and our vision of a preferred future?

• What capabilities and capacities do we need to deliver our desired change?

• How will we know if we are successful?

Components for a simpler approach to OD

Components for a simpler approach to OD

• Defining what wellbeing means for the whole organization

• Creating an enduring space to think

• Maintaining the means of connection to allow a space to think

• Sustain access to operational capability

Types of organizational structure

Types of organizational structure

• Functional• Geographical• Product-line

based• Customer/

market-based• Matrix

Areas to focus on with organizational design

Areas to focus on with organizational design

• Align organization design with the strategy of the organization

• Use organizational design as an instrument to shape culture to achieve the strategy and improve the quality of the jobs for employees

Organization design and cultures

Organization design and cultures

• Power cultures• Role cultures• Task cultures• Person

cultures

Conclusion, summary and questions

Conclusion, summary and questions

ConclusionSummaryVideosQuestions

od august 2015

Business