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1. ORGANISATION DEVELOPMENT
2. Definition OD is a long term effort, led and supported by
top management to improve an organisations visioning, empowerment,
learning and problem solving processes, through an ongoing
collaborative management of organisation culture-with special
emphasis on the culture of intact work teams and other team
configurationsusing the consultant facilitator role and the theory
and technology of applied behavioural science, including action
research.
3. FOCUS OF OD Organisational transformation Learning
organisation Interest in teams Interest in TQM Visioning
4. ASSUMPTIONS About individuals Individuals have drive for
personal growth People desire to make greater contributions towards
achieving organisational goals
5. About groups Psychologically relevant group is work group
People want to be accepted at least in one group Most people are
capable of making greater contributions towards group development
Formal leader cannot perform all leadership functions Suppressed
feelings are dangerous Attitudinal problems require
6. About Organisations Experimenting with new organisation
structures and forms of authority is imperative There exists a
win-lose situation in organisations Needs and aspirations of human
beings are reasons for organised efforts in society
7. Foundations of OD Models and theories of planned change
Systems theory Participation and empowerment Teams and teamwork
Parallel learning structures A normative re-educative strategy of
changing Applied behavioural science Action research Study:
BURKELITWIN model of change
8. Components of OD Process Diagnosis: of strengths,
opportunities, problems Actions/interventions Evaluation of actions
Problem solved terminate action problem not solved- initiate new
actions problem not solved- redefine problem problem solved , new
problem developsnew actions
9. OD INTERVENTIONS A sequence of planned activities, actions,
and events intended to help an organization improve its performance
and effectiveness
10. How does OD intervention fit into the OD process?
Interventions purposely disrupt the status quo.
12. Organization characteristics Congruence Stability of
environment and technology Unionization
13. Intervention Characteristics Need/Goal specificity
Scope/Level of change target Focus/Purpose Internal support
Requirements, Specifications, Constraints Programmability
Costs/Benefits
14. Team interventions
15. Work group Reporting to common superior Face to face
interaction Interdependence CROSS-FUNCTIONAL TEAMS
16. Effective teams Clear purpose Informality Participation
Listening Civilised disagreement Consensus decision making Open
communications Clear roles Shared leadership External realtions
Style diversity Self-assessment
17. Family group diagnostic meeting. Family group team building
meeting Role analysis technique Role negotiation technique.
Responsibility charting Force field analysis technique
18. Role analysis technique -By Ishwar Dayal and JM Thompson 1.
Focal role initiated 2. Expectations of others 3. Expectations from
the focal role
19. Intergroup Interventions
20. Intergroup Team building intervention Organisation mirror
intervention
21. Personal and Interpersonal Interventions
22. Interpersonal and Personal Interventions Sensitivity
training. Transactional analysis. Behavior modeling. Life and
career planning interventions
23. STRUCTURAL INTERVENTIONS
24. Socio-technical systems Work-redesign MBO and appraisal
Quality Circles QWL projects Parallel learning structures TQM