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Organization Development: An Overview: Presented By: Marge Mohoric, PH.D

Organization development (OD) is defined as an organization-wide effort managed from the top to increase effectiveness by influencing members to take greater responsibility. The typical OD process involves startup and contracting, assessment and diagnosis, feedback, action planning, interventions and evaluations managed by an internal or external facilitator. OD has evolved since the 1940s through various theories and approaches. It addresses rapid organizational change through topics like change management, appreciative inquiry, and learning organizations. Planned OD change follows a strategic plan with milestones and measures, and involves top management and teams. OD aims to improve organizational performance, health, effectiveness, problem-solving and self-renewal abilities.

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55 views15 pages

Organization Development: An Overview: Presented By: Marge Mohoric, PH.D

Organization development (OD) is defined as an organization-wide effort managed from the top to increase effectiveness by influencing members to take greater responsibility. The typical OD process involves startup and contracting, assessment and diagnosis, feedback, action planning, interventions and evaluations managed by an internal or external facilitator. OD has evolved since the 1940s through various theories and approaches. It addresses rapid organizational change through topics like change management, appreciative inquiry, and learning organizations. Planned OD change follows a strategic plan with milestones and measures, and involves top management and teams. OD aims to improve organizational performance, health, effectiveness, problem-solving and self-renewal abilities.

Uploaded by

Anonymous Q8c4ljfZOC
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPT, PDF, TXT or read online on Scribd
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Organization Development:

An Overview

Presented by: Marge Mohoric, Ph.D.


Defined
 Organization development (OD) is an
attempt to influence the members of an
organization to take greater
responsibility for their own actions. It is
an organization-wide effort, managed
from the top, to increase organization
effectiveness.

2
Typical OD Process
 Startup, contracting
 Assessment, diagnosis
 Feedback to clients
 Action planning
 Interventions,
implementation, evaluations
 Managed by internal or
external facilitator,
consultant

3
OD Profession—Brief History
 1940s survey research and feedback
 1950s action research
 1960s efficiency studies, motivation,
quality circles
 1970s strategic change, planned change
 Theorists: Lewin, Likert, Beckhard, Bennis,
Levy, Argyris, Schein, Burke, Senge

4
Ways to discuss OD
 As a profession
 As a philosophy/paradigm
 Theories and models
 Tools and techniques

5
Need for OD Today
 Organizations experience rapid change,
so more need for OD
 Current OD Topics: change
management, appreciative inquiry,
coaching, continuous learning,
emotional intelligence, large-scale
interventions, learning organization,
self-managed teams, systems thinking

6
Planned OD Change
 Strategic OD:
 Organizational
transformation
 Cultural change
 Self-designing organizations
 Strategic management

7
Planned OD Change—cont’d
 Work from a plan with vision,
milestones, measures and
celebrations
 Must involve top
management
 Usually has a champion
(facilitator)
 Best if planned and
implemented via teams

8
Some OD Change Models
 Balanced Scorecard
 Benchmarking/Total Quality
Management
 Business process reengineering
 Cultural change
 Organizational learning
 Involves changes to organizational
structures and processes
 Establishes core competencies

9
Difference in OD and Org. Behavior
 Organization behavior is the study and
application of knowledge about how
people, individuals and groups, act in
organizations.
 OD takes a long-range approach to
improving organizational performance
and efficiency and focuses on the total
system.
10
OD Resources
 Fifth Discipline, Senge
 Practicing OD: A Consultant’s Guide,
Sullivan
 Organizational Change and Development,
Cummins & Worley
 OD: its nature, origin and prospects, Bennis
 OD: behavioral science interventions for
organization improvement, French & Bell
11
OD is an applied behavioral science
concerned with:
(added 10-30-06)
 The health of the organization
 Organizational effectiveness
 The organization’s capacity to solve
problems and capture successes (AI)
 The organization’s ability to adapt,
change, or of self-renewal
 The organization’s ability to create a
high quality of life for its employees
12
Possible OD consultant
recommendations (added 10-30-06)
 Teambuilding
 Strategic planning
 Appreciative Inquiry
 Alignment of various systems (i.e.
performance management, HR,
communication, leadership, etc.)
 Peer Teaching
 Leadership Coaching
 Training
 Curriculum Design/Development

13
OD Success Factors
(added 10-30-06)

 Systematic processes to AI, identify


problems, generate solutions, and
implementing those solutions
 Employee participation
 Top management involvement
 Organization must be ready for change

14
OD Stumbling Blocks
(added 10-30-06)

 Lack of Trust within the organization


(between individuals, among groups, up and
down the hierarchy)
 Methods of dealing with conflict
 Decision-making processes (how and by
whom, top down)
 Ownership of organizational goals
 Communication patterns (open, candid,
feedback)
 Leadership (styles, behaviors)

15

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