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Organizational Development

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By: sumitpatre (105 month(s) ago)

thank you radhika you helped me a lot

Presentation Transcript

Chap-IV OD Practitioner : 

Chap-IV OD Practitioner Radhika Gandhi

Haphazard v/s Planned Change : 

Haphazard v/s Planned Change Haphazard Change: It is forced on the organization by the external environment. This type of change is not prepared at all. It simply occurs and is dealt with as it happens, a practice sometimes called firefighting.

Haphazard v/s Planned Change : 

Haphazard v/s Planned Change Planned change: It results from deliberate attempts to modify organizational operations in order to promote improvement. For e.g. TQM [Total quality manangement] which focuses on continuous improvement.

External and Internal Practitioners : 

External and Internal Practitioners External Practitioners Not previously associated with the client system Have increased leverage and greater freedom of operations Do not depend upon the organization for raises, approval or promotions More independent attitude about risk-taking and confrontation with the client system. Internal Practitioners A member of the organization, either a top executive or a member of HR department. Familiar with the organization’s culture and norms and behave accordingly Know the Power-structure, are known to employees and personal interest in org’s success.

Disadvantages : 

Disadvantages External Practitioners Unfamiliar with the organization culture No sufficient knowledge of the technology Unfamiliar with the culture, communication network, formal and informal power system Difficulty in gathering Information because they are outsiders Internal Practitioners Lack of specialized skills needed for org. development Being known to the workforce is also a disadvantage Do not possess the necessary power and authority, are sometimes in a remote-staff position and report to a mid-level manager.

Styles of Practitioners : 

Styles of Practitioners OD Practitioner Styles can be viewed upon two dimensions: Effectiveness - degree of emphasis upon goal accomplishment. Morale - degree of emphasis upon relationships and participant satisfaction.

Slide 7: 

The Stabilizer Style Maintains low profile Tries to survive by following directives

Slide 8: 

The Cheerleader Style Places emphasis on member satisfaction Does not emphasize organization effectiveness

Slide 9: 

The Analyzer Style Places emphasis on efficiency. Little attention to satisfaction of members.

Slide 10: 

The Persuader Style Seeks compromise between cheerleader and analyzer styles. Achieves average performance.

Slide 11: 

The Pathfinder Style Seeks high organization efficiency and high member satisfaction. Desired style for OD practitioner.

Slide 12: 

The Pathfinder Style focuses on six processes: Communication Member roles in groups Group problem-solving Group norms and growth Leadership and authority Intergroup cooperation

Slide 13: 

Cheerleader Pathfinder Persuader Stabilizer Analyzer Morale Effectiveness High Low Low High

The Intervention Process : 

The Intervention Process The Readiness of the organization for OD The Intervention Who is the client? The OD practitioner role in the Intervention OD Practitioner skills and Activities

Forming the Practitioner-client Relationship : 

Forming the Practitioner-client Relationship Initial Perceptions Practitioner style model Developing a trust Relationship Creating a climate for change Practitioner-client Relationship Modes

Slide 16: 

Organization system (culture, climate) Client Sponsor OD program Goals Internal Practitioner Client Target A Client Target B External Practitioner Organization Environment

Slide 17: 

Past Experience Information Interpretation Selectivity Closure Perception Org. position and Job reward design Stress group Pressure Interaction role Mechanisms of perception formation Relationships Perception formation and its effect on Relationships

Slide 18: 

Practitioner Style Model Practitioner Knowledge, Skills, Values and Experience Practitioner Task, Performance, Expectations, and Rewards Client System’s Expectations and Values Target organization’s Readiness for change Practitioner Style and Approaches

Developing a Trust Relationship : 

Developing a Trust Relationship Several basic responses that the Practitioner may use in the communication Process: Questions Applied Expertise (Advising) Reflection Interpretation Self-Disclosure Silence

Creating a climate for Change : 

Creating a climate for Change

Slide 21: 

CHARISMATIC Open to others Rejects Responsibility CONSENSUS Open to others Accepts Responsibility APATHETIC Closed to others Rejects Responsibility GAMESMANSHIP Closed to Others Accepts Responsibility Practitioner Client Relationship Low High Low High Open to others, shares ideas and feelings Accepts personal responsibility for own Behavior Four Practitioner-Client Relationship Modes

Formalization of Operating Ground rules : 

Formalization of Operating Ground rules The Formalization or contract normally specifies such items: The point of contact The role of the practitioner The Fees The schedule The anticipated results The operating ground rules

Red Flags in the Practitioner-client Relationship : 

Red Flags in the Practitioner-client Relationship The level of commitment to change The degree of leverage or power to influence change The client’s manipulative use of the practitioner

Thank You : 

Thank You

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