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Organizational Development
This document discusses organizational development (OD). It defines OD as a planned, systematic process aimed at improving an organization's effectiveness by implementing interventions at the individual, group, and structural levels. The key goals of OD are to align organizational elements with strategy, maintain organizational health, and improve capability. OD requires the involvement of all organizational levels and is led by an OD practitioner. The roles of an OD practitioner include diagnosing issues, facilitating change interventions, and evaluating impact. The document also explores the relationship between OD and human resource development (HRD), noting they work together but have distinct roles in driving organizational change.
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Organizational Development
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- 3. An organization No matterhow well designed Only as good as the people who live and work in it
- 4. OVERVIEW 1. What isOrganizational Development (OD) 2. OD in Practice 3. Relationship between HRD and OD 4. OD Practitioner
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- 6. HR PROFESSIONALS Be HRSpecialist And OD Practitioner
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- 9. OD Effective diagnostic anddevelopment tool Strategic and operational interventions Lead to change Long-range effect Problem solving and renewal processes
- 10. OD How groups andorganizations function How people interact to accomplish work
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- 12. ORGANIZATIONAL INTERVENTIONS Implement strategic andoperational changes Stem from diagnosed needs Align organizational elements with strategy
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- 14. OD PROCESS Top management’scommitment, support, and involvement Bottom-up approach - inputs from employees
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- 16. OD STRATEGY MAP Relationsbetween key strategic perspectives 1. People 2. Process 3. Customer 4. Stakeholders
- 17. OD DRIVING FORCES Organizationalclarity - strategic direction clear and aligned with defined goals Efficiency strategy - maintaining productivity Growth strategy - maintaining organizational adaptability and longevity
- 18. OD DRIVING FORCES Valuessystem based on optimistic view Supportive environment Higher levels of development and accomplishment
- 19. OD Planned Activity Effects EntireOrganization Requires Support from All Levels Improve Organizational Effectiveness and Health Deliberate Interventions
- 21. KEY CHARACTERISTICS OFOD Response to Need/Problem - Turnover, Absenteeism, Low Job Satisfaction Views Organization System - Interdependence Involves Extensive Planning - Deal with Resistance, Systematic Diagnosis, Change Plan
- 22. CORE BUSINESS OFOD Capability maintained, aligned and improved Health maintained or developed
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- 24. BEHAVIORAL APPROACH Better utilizationof Human Resources Improving Morale, Motivation & Commitment
- 25. STRUCTURAL APPROACH Relate elementsof Organization to one another Downsizing Decentralization Centralization
- 26. TECHNICAL APPROACH Changes inMachinery, Methods, Automation, Job Design Change to be more Productive
- 27. 2. OD INPRACTICE
- 29. OD INTERVENTION Not merelychange in way things done Change in behaviour AND attitude
- 30. OD INTERVENTION Reflect andRespond Working across different departments
- 33. OD INTERVENTIONS Mission andVision Statement Analysis Strategic Planning Reward and Recognition Change Management Leadership Team Building Facilitation
- 34. 3. RELATIONSHIP BETWEEN ODAND HRD
- 35. OD Involve groups ofpeople to maximise engagement, ownership and contribution HR skill
- 36. HR SKILLS Collecting, analysingdata Acting on data and information Provide insight across business
- 37. OD Managed from boardlevel Reach across all areas of business
- 38. DELIVERING OD Many ways HRtake lead Multi-disciplinary approach HR and OD work together to develop long term strategic view OD activities supported and underpinned by people management practice
- 39. HR PROFESSIONALS Business partner Guidebehaviours Reinforce values
- 40. OD Develop HR’s strategicrole Organisational change Organisational culture Employee engagement
- 41. OD Do not replaceHR Draw on HR processes
- 42. OD People and problem-centredactivity People data to diagnose issues
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- 44. OD PRACTITIONER Bringing wholeself to task in hand Build reputation as trusted advisor Advocate of development Continuously improving and developing own learning and understanding of practice
- 45. KEY COMPETENCIES Theoretical andTechnical expertise Influencing Skills Energise engagement Innovative, Creative and Critical thinking
- 46. KEY COMPETENCIES Tackle difficultiesand problems with positivity Self-Confident Credible communicators Interpersonal and Facilitation skills
- 47. KEY COMPETENCIES Emotionally Tunedin Ethical, value driven Acts with integrity
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- 49. OD PRACTITIONER Strong graspof strategic planning Estimation of human capital and social capital Align strategy within values of organization Challenge assumptions
- 50. CORE VALUES –HUMANISTIC Function as human beings rather than resources Develop to full potential Increase effectiveness of organizational goals
- 51. CORE VALUES –HUMANISTIC Exciting and challenging Treating each human being as person with complex set of needs
- 52. OD PRACTITIONER Role variedand 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
- 53. OD PRACTITIONER Helping clientsto improve effectiveness of organization Develop both business and people processes
- 54. OD PRACTITIONER Centre ofchange and development efforts Drive change Help organisation develop Each phase of OD cycle: Diagnostic, Intervention and Evaluation
- 55. OD PRACTITIONER Help organisationsdefine agenda Not reactive to needs Working at process level
- 56. 1. START WITHPROCESS OD practitioner key to success or failure of OD intervention
- 57. 2 GATHERING ANDASSESSING DATA Decide how to intervene Ensure intervention have impact on root cause Action research process Diagnostics done with client
- 58. 3. FEEDBACK ANDDECISION Communicate outcomes in comprehensible format Non-threatening atmosphere Ownership in process Process consultation
- 59. 4. FORM PLAN Consideredapproach Distil recommendations from data Focus on action with high impact with minimum costs Implement
- 60. 5 INTERVENE Intervention pitchedat 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
- 61. 6 EVALUATE Right evaluationmethod Action research approach Continually assessing impact and results Cultural fit
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- 63. REVIEW What is OrganizationalDevelopment (OD) OD in Practice Relationship between HRD and OD OD Practitioner
- 64. Organization's ability tolearn Translate learning into action rapidly The ultimate competitive advantage
- 65. First comes thought Thenorganization of that thought, into ideas and plans Then transformation of those plans into reality The beginning is in your imagination!
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