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Its a good presentation. I would like to have a copy of same for reference and better understanding OD concept. can you pl help me by mailing the same on pachghare.nemendra18@gmail.com. Warm Regards Nemendra

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Organisation Design & development08MBAHR341 : 

Organisation Design & development08MBAHR341

Organisation Design : 

Organisation Design Module 1: Organization (6 sessions) Module 2: Organisation design (7 sessions) Module 3: Structural dimensions of organisation design (5 sessions) Module 4: Contextual dimensions & structural options (10 sessions)

Slide 3: 

Organizational development Module 5: Overview & foundations of Organizational Development (10 sessions) Module 6: Managing the OD process (6 sessions) Module 7: OD interventions (6 sessions) Module 8: The Future of OD (6 sessions)

Organizational Development : 

Organizational Development

Learning Objectivesof Module 1 : 

Learning Objectivesof Module 1 To provide a definition of OD. To describe the historical development of OD. First order & second order change To understand Values assumptions & believes in OD Characteristics of OD Foundations of OD

Slide 7: 

OD Is: Systematic process For applying behavioral science principles & practices in organisations To increase individual & organizational effectiveness.

Slide 8: 

Behavioural science (or Behavioral science) involves the systematic analysis and investigation of human behaviour through controlled and experimental observations

Burke’s Definition of OD : 

Burke’s Definition of OD OD is a planned process of change in an organization’s culture through the utilization of behavioral science technology, research, and theory.

French’s Definition of OD : 

French’s Definition of OD OD refers to a long-range effort to improve an organization’s problem-solving capabilities and its ability to cope with changes in its external environment with the help of external or internal behavioral-scientist consultants.

Beckhard’s Definition of OD : 

Beckhard’s Definition of OD OD is an effort (1) planned, (2) organization-wide, and (3) managed from the top, to (4) increase organization effectiveness and health through (5) planned interventions in the organization’s “processes,” using behavioral science knowledge.

Slide 12: 

Why OD…………..? Most cited reasons for beginning change program: The level of competition. Survival. Improved performance.

How does OD Work? Lewin’s 3 Phase OD Model : 

How does OD Work? Lewin’s 3 Phase OD Model UNFREEZING Resistance to change lessened, need for change created (Equilibrium disturbed) MOVING From old behavior to the new (Changes) REFREEZING Change made permanent

Slide 14: 

History of Organizational Development

History of OD : 

History of OD Relatively new field of study – 40’s & 60’s No unifying theory – just models of practice Emerged from study of group dynamics & planned change. Late 40’s T-groups – training groups, behavioral skills and individual insight into problem solving

Four Stems of OD : 

Four Stems of OD Laboratory Training Survey research and Feedback Action Research Socio- technical Approaches

Laboratory Training : 

Laboratory Training NTL – National Training Laboratory T-Group (Training) L-Group (Learning) RCGD (research center for group dynamics) Other universities set up training labs Invention of flip chart Next 10 years were tough – frustration at inability to transfer NTL to real world – began to train teams. Major Contributors Kurt Lewin (T-Group) Kenneth Benne, Leland Bradford and Ronald Lippitt. (L-Group)

Slide 18: 

Chris Argyris 1957, Yale, First to conduct team building sessions with CEO’s. Douglas McGregor 1957, MIT – Started program in org studies Union Carbide – transfer t-groups to complex organizations Robert Blake served in Psych unit of Army Air force Looked at systems rather than individuals in system on one-on-one basis Managerial Grid – win/lose dynamics

Slide 19: 

Warren Bennis Only T-grouper to actually try to reshape an organization from the top. Led to his study of leadership The Term OD Emerged from Baton Rouge T-groups called Development Groups “At that time we wanted to put a label on the program at General Mills. We didn’t want to call it management development because it was total organization-wide, nor was it human relations training. We didn’t want to call it organization improvement because that is a static term, so we labeled the program “organization Development” meaning system-wide change efforts.” – Richard Beckhard

Slide 20: 

Is a specialized form of Action research Developed by staff at survey research centre of Michigan university Rensis Likert . Floyd Mann The problem of how the company could best use the data from the survey to bring improvement in management & performance Survey research/feedback and OD

Slide 21: 

Key executive perception of problems Consultation with behavioural scientist consultant Data gathering and diagnosis by consultant Further data gathering Feedback to key client or client group Joint action planning (objectives of OD programme and means of attaining goals, eg team building Data gathering Feedback to client group Discussion and work on data feedback and data by client group Action planning (determine objectives and how to get there) Action (new behaviours) Data gathering (reassessment of state of system) Feedback Discussion and work on feedback and emerging data Action planning Action Action Research stem

Slide 22: 

W.R.Bion, Rickman- 1960 Travistock clinic , England Initial focus was group work Moved to organizations and communities Experiments with soldiers in group work Formed theories of group behavior Eric Trist Coal mines At Haighmoor leaderless groups 1947 resulted in a new approach to solve mine problems Industrial democracy, open systems & socio-technical systems Socio-technical & Socio-clinical OD

Slide 23: 

1. Interest in Organizational Transformation (Amir Levy & Uri Merry) qualitative, radical, discontinuous change involving a paradigmatic shift. 2. Interest in the Learning organization Argyris, Schon, Senge- They developed considerable interest in the Conditions under which individuals, team and organizations learning took place 2nd Generation OD

Cont…. : 

Senge – Importance to Systems thinking (defined, as an approach to problem solving, as viewing "problems" as parts of an overall system, rather than reacting to present outcomes or events and potentially contributing to further development of the undesired issue or problem.) Learning disabilities that plague the organizations Different ways to think about complex problems. Used games & exercises to create an awareness of these disabilities & to develop different ways of thinking about complex problems. The origin of the vision is much less important than how it is shared Cont….

Slide 25: 

3. Interest in TQM Deming, Juran Ciampa -Total quality is typically a countrywide effort seeking to install & make permanent climate where employees continuously improve their ability to provide on demand products & services that customers will find of particular value

Slide 26: 

Ciampa then goes on to say that one element that separates successful TQ efforts from less successful ones is ….a particular set of values about the individual and the individuals role in the organization. Total quality efforts in the companies encourage true employee involvement, demand teamwork, seek to push decision making power to lower levels in the company, and reduce barriers between people. . . These values are at the core of OD as well.

4. Interest in Visioning & future search : 

4. Interest in Visioning & future search Senge believes “Origin of vision is much less important than the proceedings whereby it comes to be shared” He argues , visions should be connected with personal visions of people throughout the organizations

Slide 28: 

5. Rediscovering large meetings & getting the whole system in the room Bechard writes about… Getting total management group of an organization together in a one day session to diagnose the state of the system & to make plans for quickly improving conditions 6. Others directions & areas of interest OD practitioners & theories were attracted towards BPR & core process designs

Warner Burke & George Litwin : 

Warner Burke & George Litwin Transactional change Transformational change

Transactional change ( First order change) : 

Transactional change ( First order change) This includes Evolutionary, adaptive, incremental, or continuous change Here The features change but fundamental nature of organization remains the same OD interventions are directed towards changes in organization structure, Management practices & systems including policies & procedures

Transformational change ( Second order change) : 

Transformational change ( Second order change) This involves revolutionary Radical, discontinuous change In this type of change the nature of organization is fundamentally & substantially altered Here the OD interventions are directed towards revisiting mission & strategy, leadership & organization culture The interventions help organizations to redefine its vision , mission & strategy

Slide 32: 

OD Practioner

Slide 33: 


Slide 34: 

What Do OD Practitioners Do? create an organizational vision and mission set goals and make decisions lead attract and retain good employees reduce turnover and absenteeism improve productivity resolve conflict

Slide 35: 

design work coordinate departments and share information more effectively develop and implement change strategies change the organizational culture relate to the external environment anticipate and prepare for the future Cont…..

Slide 36: 

The Organization Development Practitioner Internal and External Consultants Professionals from other disciplines Managers and Administrators

Slide 37: 

Competencies of an OD Practitioner Intrapersonal skills Self-awareness Manage stress. Interpersonal skills Ability to work with others and groups Needs to understand point of view Practitioner must establish trust and rapport.

Cont…. : 

Cont…. General consultation skills Ability to manage consulting process Ability to design changes. Organization development theory Knowledge of change processes Understand their own role in the field of OD.

Case Study : 

Case Study Identify the problems in this case What kinds of changes were prescribed by Mr Rao & why? Discuss why the changes did not produce the desired results in this situation If you were Mr Rao how you would have handled the situation?

Slide 40: 

Lewin’s Change Model Unfreezing

Slide 41: 

Action Research Model Feedback to Client Data gathering after action Problem Identification Joint action planning Consultation with a behavioral scientist Data gathering & preliminary diagnosis Joint diagnosis Action

General model of planned change : 

General model of planned change Entering & contracting Diagnosing Planning & Implementing change Evaluating & Institutionalizing change

Slide 43: 


Slide 44: 

Wake up Time

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