organizational development overview.ppt
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Organizational
Development
An Overview of the OD Process
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Definition
Planned change effort involving systematic
diagnosis of the total organization that is
managed from the top to increase the
organizational effectiveness and health of
the overall system (Beckhard, 1969, pp. 9-
10)
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Approach
Empowerment through the articulation ofthe change agent's values designed tofacilitate visioning, organizational learning
and problem solving in the interests of acollaborative management of theorganization's culture (French and Bell,1995, p. 28)
a humanistic approach that utilises ActionResearch as a mode of enquiry.
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Themes
Human relations approach, where the focus was
on man's social needs and ways of meeting
them to increase motivation and organization
productivity. (Beckhard, 1969, p. 2). Human engineering, to rationalize the way work
was done; the way the work-force was utilized to
increase the output; and the productivity of the
goods and services produced.
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OD
Structural Change
Technological Change Behavioral Change
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The first half of the twentieth
century
Unprecedented growth of large-scale formal
organizations which developed hierarchical,
technical and "social" machinery.
OD became informed in an ad hoc way by ageneration of "social technicians" preoccupied
with organizational improvement and efficiency
within organizations characterized by
standardization, routinization and impersonality.
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The first half of the twentieth
century
key themes of organizational behavior
motivation and morale
leadership behavior
communication skills
teamwork
job enrichment
enlargement or empowerment.
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1980s
The excellence movement furthered the cause ofinnovation and entrepreneurship withinorganizations and argued the need to think ahead toa post-industrial future.
Bureaucratic stability was a thing of the past andflexible organizations became the future driven byturbulent economic environments.
McKinsey 7-S framework became, for a while, the
vehicle to transform the culture of organizations. OD in the form of managing change and
empowerment became the ultimate goal.
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1990s
Most organizations were beginning to
experience one of the most disruptive and
dramatic types of organizational change
strategies to have hit the world headlines.
Downsizing/Rightsizing.
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The last 20 years
movement from centralisation to decentralisation;
a focus on the flexible firm by disaggregating oroutsourcing;
a movement from long-term strategic planning toshort-term tactical planning;
the emergence of downsizing and restructuring withthe team as the central mechanism for innovationand change;
the movement from training (typifying the division oflabour) to organizational learning, personal growthand development.
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The OD Model
I
Anticipating a need
for change
IIDeveloping Consultant-
Client Relationship
III
The Diagnostic
Process
IVAction Plans,
Strategies And
Techniques
V
Self-RenewalMobilizing and
StabilizingVI
Continuous
Improvement
Process
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The Consulting Wheel
Consulting
Skills
Profile
Personal
Skills
Leadership
Skills
Project
Management
Skills
Interpersonal
Skills
ProblemSolving
SkillsCommunication
Skills
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Managerial Consulting Diagnostic
Model
Basic Planning
Personnel
General Business
Practices
Market Research Finance
Advertising and
Promotions
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Change Forces
Success of Change
Evaluation of
Change
Advocates of
Change
Degree of
Change
Time Frame
Impact of
Culture
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The OD Process
Consultant Values
Efficiency - Morale
Consultant RoleProcess - Expert
Data Gathering
Diagnosis
The
Performance
Gap
Structural
Behavioral
Technical
ChangeProcess
Technique
Desired
State
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OD Interventions
Team Development High Performing
Teams
Intergroup Development Cooperation
and Conflict Resolution
Systemwide High Performing Systems
Organization Transformation
StrategyInterventions