Organizational Development Defined (1).pdf

GENERAL INTRODUCTION TO ORGANIZATIONAL DEVELOPMENT Prof. Ana Maria Josefina P. De Torres ORGANIZATIONAL DEVELOPMENT DEFINED Organization development is a system-wide application and transfer of behavioral science knowledge to the planned development, improvement, and reinforcement of the strategie...

GENERAL INTRODUCTION TO ORGANIZATIONAL DEVELOPMENT Prof. Ana Maria Josefina P. De Torres ORGANIZATIONAL DEVELOPMENT DEFINED Organization development is a system-wide application and transfer of behavioral science knowledge to the planned development, improvement, and reinforcement of the strategies, structures, and processes that lead to organization effectiveness 2  ORGANIZATIONAL DEVELOPMENT DEFINED It seeks to improve the effectiveness and health of organizations through planned interventions. It is a process of planned change that is aimed at improving an organization's ability to adapt to and cope with changes in its environment. The psychology of organizational development is concerned with the attitudes, behaviors, and beliefs of individuals and groups within an organization and how they impact the organization's success. One of the key principles of organizational development is that change is inevitable, and it is important for organizations to embrace change in order to remain competitive and effective. However, change can be difficult for individuals and groups within an organization, and resistance to change is a common barrier to successful organizational development. The psychology of organizational development recognizes that individuals and groups have different attitudes and beliefs about change, and these attitudes can impact their willingness to embrace new ideas and approaches. For example, some individuals may be more open to change and innovation, while others may be more resistant and prefer to stick with what they know. 3 THE GROWTH AND RELEVANCE OF ORGANIZATIONAL DEVELOPMENT Common changes in the organization Globalization Information Technology Managerial Innovation OD helps organizations assess themselves and their environments and revitalize and rebuild their strategies, structures, and processes. OD helps organization members gain the skills and knowledge needed to continuously improve and change the organization. It helps members go beyond surface changes to transform the underlying assumptions and values governing their behaviors. 4 A SHORT HISTORY OF ORGANIZATIONAL DEVELOPMENT SHORT HISTORY Kurt Lewin Culture within the organization Motivation, work-life balance 6 CHARACTERISTICS OF OD 1.Planned change. 2.Encompasses the whole organization 3.Long range change. Long term process want to be success 4.Systems orientation. top down It is concerned with group structures, processes and attitudes. Emphasizes relationships among the groups not on the groups themselves. 5. Change agent. “Do it yourself” programmes are discouraged. internal recruitment- familiarity with the skills of the worker. 6. Problem solving. The focus is the real ongoing problems rather than theoretical or artificial or what is called actions research 7. Experiential learning 7  CHARACTERISTICS OF OD 8. Collaborative management collaboration 9. Group process Improves interpersonal relations, open communications, trusts and encourage responsiveness. 10. Organizational culture 11. Feedback evaluation before feedback sandwich feedback- wrapping negative feedback into positive 12. Situational and contingency oriented. Flexible and pragmatic, adapting actions to fit particular needs. Open discussions of better several alternatives rather than single way. 13. Team building. Build better teamwork in the organization. 8 CRITICAL FACTORS TO CONSIDER IN OD downsizing is part of Org Dev. inflation 1. Environment - Economic, financial, governmental, political, social, international 2. Organizational Climate - Ways or functions of the organization, basic communication process, decision-making process, motivation, structure. 3. Characteristics of the management – leadership, management style, risk-taking of the company, commitment, responsibility 9 CRITICAL FACTORS TO CONSIDER IN OD 4. Characteristics of job to accomplished - types of responsibilities that each person has in the various organizational structure. job description 5. Inter-unit relationship - inter-function with the organization and types of conflict they may have. interaction of one group to another. 6. Organizational practices – factors that help or hinder effectiveness like policies. 10 CONDITIONS THAT CALL FOR OD 1. The need to change “cultural” norms old companies acquired by new companies 2. The need to change managerial strategy. 3. The need to make organizational climate more consistent with both individual need and the changing needs of the environment. 4. The need to change structure and roles. 5. The need to improve intergroup collaboration. 6. The need for better planning. 7. The need to open up the communication system. 8. The need to cope with problems and merger. 9. The need for adaptation to a new environment. when their is a new manager 11 PROBLEMS ENCOUNTERED IN OD 1. Integration - on how to integrate individual need and organizational goal. 2. Social influence – The problem of power and how it is distributed. 3. Collaboration - The problem of managing and resolving conflicts as organization becomes complex. 4. Adaptation - The environment to which the organization will adapt itself may have bearing problem. 5. Identity - clear about and committed to its goals. 6. Revitalization – problem of growth and decay. Conscious attention to its own evaluation with planned methodology and direction. 12 CONDITIONS FOR EFFECTIVE OD 1. Pressure from environment, internal, or external , for change. 2. “Hurting” people are willing to take a searching look at the organization (diagnosis) 3. Strong leadership 4. Active involvement and collaboration 5. Willingness to take risks and to invent and experiment 6. Visibility of concrete short-term and intermediate results. 7. Presence of a realistic long-term perspective for the change effort. 13  OD STRATEGIES 1. Leadership Development: Train and mentor leaders to drive change and improve. 2.Employee Empowerment: Empower employees to own their work and be part of decision-making. 3.Change Management: Manage change by communicating, involving stakeholders, and supporting employees. 4.Performance Management: Set clear goals and give regular feedback to help employees succeed. 5.Culture Building: Build a culture that values innovation, collaboration, and learning. 6.Team Building: Invest in activities that improve communication, collaboration, and trust among teams. 14  OD STRATEGIES 7. Strategic Planning: Develop a flexible plan that guides the organization’s mission and goals. 8. Organizational Design: Align structure, roles, and responsibilities with goals for efficiency. 9. Learning and Development: Provide ongoing training to keep up with market trends. 10. Employee Engagement: Create a positive work environment that recognizes achievements and promotes balance. 15