Organisation Development 03 (2)

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case study

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ORGANISATIONAL DEVELOPMENT SUBMITTED TO PROFESSOR MUKESH RANGA PREPARED BY ANUPAM MISHRA SUBHRANSHU SEKHAR

Organisation Development:

Organisation Development The term “ Organisation Development” was introduced by Richard Beckhard in the mid- 1950s, as a response to the need for successful organizations – and to make effective use by experts and stakeholders as well.

Meaning of Organisation Development:

Meaning of Organisation Development Organization development is an ongoing, systematic process of implementing effective organizational change. It is known as both a field of applied behavioral science and as a field of scientific study and inquiry.

CHARACTERISTICS :

CHARACTERISTICS It is a system-wise process It is value-based It is collaborative It is based on behavioural science knowledge It is concerned with strategies, structures, processes, people and culture 6. It increases organisational efficiency.

OBJECTIVES OF ORGANIZATION DEVELOPMENT :

OBJECTIVES OF ORGANIZATION DEVELOPMENT Enhanced ability to cope with organisational problems. Development of internal and external functioning and relationship. Increases decision making efficiency Improved communication skills. Focus on level of trust and coperation among members.

STRATEGIES FOR ORGNISATION DEVELOPMENT:

STRATEGIES FOR ORGNISATION DEVELOPMENT Ask questions to resolve doubts. Listen to superior’s advice. Support employees in their venture. Efficient leadership. Give additional responsibility to subordinates. Set high standards of quality. Motivational Development of employees. Initiate suitable reward system.

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ASSUMPTIONS Assumptions of dealing with Individuals Personal growth of individuals because of training and development, promotion to the next higher position dominates the organization philosophy. Majority of the people are desirous of making greater contributions to the organizations they are serving. Achievements of organizational goals are however, subject to limitations or environmental constraints.

ASSUMPTIONS Assumptions of dealing with Group:

Invest money in training and development of skills of the group of individuals. team flourishment appriciates emotional and job satisfaction when they work in groups. Leaders should adopt team leadership style and jobs should be allotted to the team and not to the individual. Group should be trained in conflict management, stress management, group decision-making, collaboration, and effective interpersonal communication. Development of group cohesiveness. ASSUMPTIONS Assumptions of dealing with Group

COMPONENTS OF ORGANISATIONAL DEVELOPMENT:

Diagnosis component consists of continuous collection of data about the total system, its sub-units its processes, and its culture. The action component consists of all the activities and interventions designed to improve the organization’s functioning. The program management component is designed to ensure success of the program. COMPONENTS OF ORGANISATIONAL DEVELOPMENT

STAGES IN ORGANISATIONAL DEVELOPMENT:

ENTRY CONTRACTING DIAGNOSIS FEEDBACK PLANNING CHANGE INTERVENTION EVALUATION STAGES IN ORGANISATIONAL DEVELOPMENT

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CASE STUDY

Intervention to Improve Inter-Group Communications:

Intervention to Improve Inter-Group Communications

An HR Director asked us to help resolve conflict between the HR and Finance departments. While acknowledging that personality differences existed between the two Dept. Heads, the conflict also involved several team members in each department. The groups needed to interact on a variety of projects and poor communication was impacting morale and productivity. We interviewed each Director to understand their perspective about the conflict. We also interviewed a couple of key team members from each department. To gather further advance information for the meeting, we developed a short online survey for the two groups. Each person was asked to assess their group’s performance and the performance of the other group on various communication topics. They were also asked to describe how they viewed themselves, how they viewed the other group, and how they felt the other group viewed them.:

An HR Director asked us to help resolve conflict between the HR and Finance departments. While acknowledging that personality differences existed between the two Dept. Heads, the conflict also involved several team members in each department. The groups needed to interact on a variety of projects and poor communication was impacting morale and productivity. We interviewed each Director to understand their perspective about the conflict. We also interviewed a couple of key team members from each department. To gather further advance information for the meeting, we developed a short online survey for the two groups. Each person was asked to assess their group’s performance and the performance of the other group on various communication topics. They were also asked to describe how they viewed themselves, how they viewed the other group, and how they felt the other group viewed them.

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The data from the mini survey was summarized and sent to members of both teams a couple of days prior to the meeting. All department members also completed an on line Myers Briggs assessment. The full day workshop began with a two-hour, Myers-Briggs communications workshop with all Department members. This helped people understand that all the preferences are needed to obtain best results and to appreciate the different preferences of their peers and leaders. We gave them information about how to communicate effectively with different types. The rest of the morning was spent reviewing the results of the survey and breaking into small, action planning teams with HR and Finance represented on each team. The groups were asked to look at the data from each group’s perspective and then develop some specific plans to improve communications. The morning session was closed out by reassembling the entire group and asking each person to share something they personally planned to do to help improve future communications.

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In the afternoon, our facilitator met for a coaching session with just the two Directors. The survey data was reviewed with them and the morning workshop debriefed. The Directors were also asked to talk honestly about what their personal contributions to the conflict issues were and to brainstorm ways that they and the two groups could begin to improve their inter-group communications. The feedback on the workshop from the team members and the Directors was very positive. They felt that the honest discussions about communication issues would help them improve. We checked back with the Directors two months after the workshop and they indicated that inter-group communications had improved dramatically. They were pleased that each group’s perceptions of the other group were now more positive as were their own understanding of each other.

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