org.dev.-2
TRANSCRIPT
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ORGANISATION DEVELOPMENT
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Definition
OD is a long term effort, led and supported by topmanagement to improve an organisations
visioning, empowerment, learning and problem
solving processes, through an ongoing
collaborative management of organisationculture-with special emphasis on the culture of
intact work teams and other team configurations-
using the consultant facilitatorrole and the theory
and technology of applied behavioural science,including action research.
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FOCUS OF OD
Organisational transformation
Learning organisation
Interest in teams
Interest in TQM
Visioning
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ASSUMPTIONS
About individuals
Individuals have drive for personal
growth
People desire to make greatercontributions towards achieving
organisational goals
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About groups
Psychologically relevant group is workgroup
People want to be accepted at least in
one group Most people are capable of making
greater contributions towards groupdevelopment
Formal leader cannot perform allleadership functions
Suppressed feelings are dangerous
Attitudinal problems require
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About Organisations
Experimenting with new organisationstructures and forms of authority is
imperative
There exists a win-lose situation inorganisations
Needs and aspirations of human beings
are reasons for organised efforts insociety
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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
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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 develops-
new actions
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OD INTERVENTIONS
A sequence of planned activities, actions,and events intended to help an
organization improve its performance and
effectiveness
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Institutionalizing interventions
Organization characteristics
Intervention characteristics
Institutionalization processes
Indicators of Institutionalization
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Organization characteristics
Congruence
Stability of environment and technology
Unionization
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Intervention Characteristics
Need/Goal specificity
Scope/Level of change target
Focus/Purpose
Internal support
Requirements, Specifications, Constraints
Programmability
Costs/Benefits
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Team interventions
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Work group
Reporting to common superior
Face to face interaction
Interdependence
CROSS-FUNCTIONAL TEAMS
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Effective teams Clear purpose Informality
Participation
Listening
Civilised disagreement Consensus decision making
Open communications
Clear roles
Shared leadership
External realtions Style diversity
Self-assessment
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Family group diagnostic meeting.
Family group team building meeting
Role analysis technique
Role negotiation technique.
Responsibility charting
Force field analysis technique
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Role analysis technique
-By Ishwar Dayal and JM Thompson
1. Focal role initiated
2. Expectations of others
3. Expectations from the focal role
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IntergroupInterventions
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Intergroup Team building intervention
Organisation mirror intervention
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Personal andInterpersonal
Interventions
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Interpersonal and Personal
Interventions
Sensitivity training.
Transactional analysis.
Behavior modeling.
Life and career planning interventions
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STRUCTURALINTERVENTIONS
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Socio-technical systems
Work-redesign
MBO and appraisal
Quality Circles QWL projects
Parallel learning structures
TQM