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Organizational Development
OD is a planned process of change in an organizations
culture through the utilization of behavioral science technology, research, and theory. -Burke
Why OD?
Individual and group development. Inculcating team spirit. Empowerment of social side of employees.
making.
OD Intervention
4 Fronts: Personal Concern Job-Related Intervention Structural Intervention Socio-Technical Intervention
Personal Intervention
Sensitivity Training
Laboratory training, encounter groups, T groups Changing behavior through unstructured group learning Members interact freely and openly, loosely directed by professional
behavioral scientist Rejects any leadership role Increase understanding of group processes and behavior of others Specific results are improved listening skills, improved empathy, tolerance and conflict resolution
Survey Feedback
Helps in solving discrepancies and differences among members. Questionnaire is given to manager of any given unit and employees
under him. Asks employees their opinion on decision making practices, coordination , effectiveness, job, peers and immediate supervisor. Data collected is tabulated and distributed to the members. Helps as spring board in -Identifying problems -Clarifying issues -Generating new ideas
Process Consultation
When manager knows there is need for improvement but is unable to
identify- what and how? Outside consultant assists client to perceive understand and act on process events. PC consultant gives client insight into what is happening around him, within him and between him and other people. PC does not solve the problems but guides the client on how to solve his own problems. The process is followed JOINTLY so that it can still be continued after PC is gone
Team Building
Uses high interaction group activities to increase trust and openness
among people Applicable in groups which are doing interdependent jobs. First team members define goals and priorities of the team, each members roles and responsibilities and team processes. Following this the members evaluate teams performance, its effectiveness and the Problem areas. Helps clarifying each members role, removes ambiguity and understand their specific tasks.
Intergroup Development
To solve dysfunctional conflicts that exist in different groups. Seeks to change negative attitudes, distorted perceptions and
stereotypes that groups have of each other. Each group meets independently to develop lists of its perception of itself, other group and how other groups see it The groups then share their lists after which similarities and differences are discussed. Integration phase-Working to develop solutions and improve relationships
Job Evaluation
It is a process of determining the relative worth or value of the various
market, political and economic factors which determine the pay structure
about the job and then finalizing the requirements and relationships of job holders.
Now-a-days greater emphasis is given to human values.
Job redesign is mainly aimed at enhancing productivity and employee motivation includes job enlargement.
Structural Intervention
Change in Physical Settings Formalization Organizational mirroring
Contd
CHANGE IN PHYSICAL SETTING
Steps Involve
Socio-Technical Interventions
Endeavors to redesign the organizations -Structure -Process -Functions It could involve the following steps System Analysis Flexible Work Arrangements
System Analysis
Four sequential stages: Assessment, Problem Solving, Implementation
and Evaluation.
Composed of 4 Interlocking system:-
Thank You
PRESENTED BY:
SWARANA BIYANI(04) TAHSEEN FATIMA(13) SHAMA LONARE(27) RENUKA NAWATHEY(32) RAJASHREE RADHAKRISHNAN(38) NIYATI SABHARWAL(44)