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What is Organizational Development?

What is Organizational Development?. It is the application of social science techniques to plan change in organizational settings for the purpose of enhancing organizational effectiveness and the development of individuals. Underlying Values. Concept of people Concern for science

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What is Organizational Development?

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  1. What is Organizational Development? • It is the application of social science techniques to plan change in organizational settings for the purpose of enhancing organizational effectiveness and the development of individuals.

  2. Underlying Values • Concept of people • Concern for science • Democratic principles • The helping relationship

  3. Potential Conflicts with OD • Conflict with profit making • Conflict with managerial prerogatives

  4. Organizational Level Diagnosis Transformation Strategy Design Factors Culture Inputs General Environment Industry Structure Outputs Performance Productivity Satisfaction

  5. Group Level Diagnosis Transformation Group Design Factors Inputs Organization Design Factors Culture Strategy Outputs Team Effectiveness Productivity, Satisfaction

  6. Individual Level Diagnosis Transformation Job Design Factors Inputs Group Design Factors Personal Characterist- ics Outputs Individual Effectiveness Productivity, Satisfaction

  7. After Diagnosis • Feeding back the information • Choosing interventions • Managing change • Institutionalizing change

  8. Team Building • Improved group processes • Communication • Goal clarification • Role clarification • Task orientation

  9. Survey Feedback • Small meetings to feedback survey results • Meetings used to formulate change • Managers conduct meetings to indicate commitment

  10. Employee Involvement • Quality of worklife • Quality circles • Total quality management

  11. Re-Engineering • Job redesign • Teamwork • Work performed by most appropriate person • Advanced information technologies used

  12. OD Effectiveness • More impact on organizational than individual outcomes • Works better for white collars than blue collars • Works better if multiple techniques are used • Technological change shows more positive outcomes

  13. Measurement Problems • Difficult to isolate cause of outcomes since OD efforts often involve multiple changes • May be the result of Hawthorne effects • Change may be due to maturation or passage of time and not intervention

  14. Ethical Issues • The role of the OD practitioner • Who’s values

  15. Backwards & Forwards • Summing up: We looked at OD values and how the process operates. We explored major approaches and the difficulties inherent in evaluating interventions • Looking ahead: We conclude the semester by looking at organizational behavior in a global context

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