Organization Development Overview

Module 1: Overview of Organization Development and Change

• Organization development (OD) examines the strategic, political, and cultural aspects of organizational growth and change, across different perspectives.
• OD encompasses different theories of planned change, including various historical and evolving models, impacting organizational development.
• Planned change can impact employee behavior and motivation.
• Diagnosing change involves using open systems theory, socio-technical systems theory, and work redesign.
• Organizational inertia and leveraging change levers and organizational change must be considered.
• OD's role in communication and information exchange is crucial for successful change implementation within organizations.
• OD practitioner capabilities, competencies, and professional ethical standards are essential.

Module 2: OD Process

• OD process involves initiating relationships, contracting, and diagnosing problems using multiple diagnostic models, including open systems, individual-level analysis, and organizational-level analysis.
• Diagnosing organizational change and culture, distinguishing between strong and weak cultures.
• Stakeholders and forces are examined, utilizing analysis tools (such as stakeholder analysis, force field analysis, Weisbord's six box model) to facilitate organizational change for improved effectiveness and creating a positive organizational environment.

Module 3: Designing OD Interventions

• OD interventions encompass coaching, training, development, process consultation, and team-building activities.
• OD interventions use a variety of techniques like business process reengineering, intergroup relation interventions, and large group interventions.
• HRM and Strategic interventions deal with strategies such as performance management, goal setting, performance coaching, appraising rewarding, and workforce diversity interventions.
• OD interventions address aspects of competitive strategies, collaborative strategies, organizational transformation, culture change, self-designing organizations, learning, and knowledge management.
• Applications of OD principles in various sectors (healthcare, family-owned businesses, and educational institutions) are explored.

Module 4: Appreciating Change

• Organizational change is driven by external factors like business cycles, industry cycles, and technological advancements.
• A change agenda is developed through cognition and organizational change perspectives, mental models, organizational learning, business models, and refining Senge's five disciplines.
• Strategic change agendas for industry evolution, concentration, and business value propositions.

Module 5: Mobilizing Support and Executing Change

• Four approaches to change: Parallel organization, ownership and involvement, psychology of persuasion, communication, influencing targets, and framing change.
• Change execution involves making decisions, negotiating change, aligning organizational policies, and executing changes, including overcoming impediments, obstacles, and challenges within an organization, while considering human elements.