Organizational Development Overview.ppt

8/10/2019 Organizational Development Overview.ppt

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Organizational

Development

An Overview of the OD Process


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Definition

Planned change effort involving systematic

diagnosis of the total organization that is

managed from the top to increase the

organizational effectiveness and health of

the overall system (Beckhard, 1969, pp. 9-

10)


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Approach

Empowerment through the articulation ofthe change agent's values designed tofacilitate visioning, organizational learning

and problem solving in the interests of acollaborative management of theorganization's culture (French and Bell,1995, p. 28)

a humanistic approach that utilises ActionResearch as a mode of enquiry.


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Themes

Human relations approach, where the focus was

on man's social needs and ways of meeting

them to increase motivation and organization

productivity. (Beckhard, 1969, p. 2). Human engineering, to rationalize the way work

was done; the way the work-force was utilized to

increase the output; and the productivity of the

goods and services produced.


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OD

Structural Change

Technological Change Behavioral Change


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The first half of the twentieth

century

Unprecedented growth of large-scale formal

organizations which developed hierarchical,

technical and "social" machinery.

OD became informed in an ad hoc way by ageneration of "social technicians" preoccupied

with organizational improvement and efficiency

within organizations characterized by

standardization, routinization and impersonality.


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The first half of the twentieth

century

key themes of organizational behavior

motivation and morale

leadership behavior

communication skills

teamwork

job enrichment

enlargement or empowerment.


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1980s

The excellence movement furthered the cause ofinnovation and entrepreneurship withinorganizations and argued the need to think ahead toa post-industrial future.

Bureaucratic stability was a thing of the past andflexible organizations became the future driven byturbulent economic environments.

McKinsey 7-S framework became, for a while, the

vehicle to transform the culture of organizations. OD in the form of managing change and

empowerment became the ultimate goal.


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1990s

Most organizations were beginning to

experience one of the most disruptive and

dramatic types of organizational change

strategies to have hit the world headlines.

Downsizing/Rightsizing.


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The last 20 years

movement from centralisation to decentralisation;

a focus on the flexible firm by disaggregating oroutsourcing;

a movement from long-term strategic planning toshort-term tactical planning;

the emergence of downsizing and restructuring withthe team as the central mechanism for innovationand change;

the movement from training (typifying the division oflabour) to organizational learning, personal growthand development.


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The OD Model

I

Anticipating a need

for change

IIDeveloping Consultant-

Client Relationship

III

The Diagnostic

Process

IVAction Plans,

Strategies And

Techniques

V

Self-RenewalMobilizing and

StabilizingVI

Continuous

Improvement

Process


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The Consulting Wheel

Consulting

Skills

Profile

Personal

Skills

Leadership

Skills

Project

Management

Skills

Interpersonal

Skills

ProblemSolving

SkillsCommunication

Skills


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Managerial Consulting Diagnostic

Model

Basic Planning

Personnel

General Business

Practices

Market Research Finance

Advertising and

Promotions


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Change Forces

Success of Change

Evaluation of

Change

Advocates of

Change

Degree of

Change

Time Frame

Impact of

Culture


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The OD Process

Consultant Values

Efficiency - Morale

Consultant RoleProcess - Expert

Data Gathering

Diagnosis

The

Performance

Gap

Structural

Behavioral

Technical

ChangeProcess

Technique

Desired

State


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OD Interventions

Team Development High Performing

Teams

Intergroup Development Cooperation

and Conflict Resolution

Systemwide High Performing Systems

Organization Transformation

StrategyInterventions

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Organizational Development Overview.ppt

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