Organizational Development: Key Concepts and Practices
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I
N
T
R
O
D
U
C
T
I
O
N
An
organization
No
matter
how
well
designed
Only
as
good
as the
people
who
live and
work
in
it
O
V
E
R
V
I
E
W
1.
What is Organizational Development
(OD)
2.
OD in
Practice
3.
Relationship between
HRD
and
OD
4.
OD
Practitioner
1
.
W
H
A
T
I
S
O
R
G
A
N
I
Z
A
T
I
O
N
A
L
D
E
V
E
L
O
P
M
E
N
T
(
O
D
)
H
R
P
R
O
F
E
S
S
I
O
N
A
L
S
Be HR
Specialist
And
OD
Practition
er
O
V
E
R
V
I
E
W
H
R
D
STAFF
SK
ILLS
STYLE
ST
RUCTURE
SYSTEMS
STRATEGY
O
D
L
O
O
P
O
D
ool
Effective
diagnostic
and
development
t
Strategic and
operational
interventions
Lead
to
change
Long-range
effect
Problem solving
and
renewal
processes
O
D
How
groups and organizations
function
How
people
interact
to
accomplish
work
O
D
F
R
A
M
E
W
O
R
K
O
R
G
A
N
I
Z
A
T
I
O
N
A
L
I
N
T
E
R
V
E
N
T
I
O
N
S
Implement
strategic and
operational
changes
Stem from
diagnosed
needs
Align
organizational elements
with
strategy
O
R
G
A
N
I
Z
A
T
I
O
N
A
L
A
L
I
G
N
M
E
N
T
S
O
D
P
R
O
C
E
S
S
Top
management’s
commitment,
support,
and
involvement
Bottom-up
approach
-
inputs
from
employees
O
D
P
R
O
C
E
S
S
O
D
S
T
R
A
T
E
G
Y
M
A
P
Relations
between
key
strategic
perspectives
1.
People
2.
Process
3.
Customer
4.
Stakeholders
O
D
D
R
I
V
I
N
G
F
O
R
C
E
S
Organizational
clarity
-
strategic
direction
clear
and aligned
with
defined
goals
Efficiency
strategy
- maintaining
productivity
Growth
strategy - maintaining
organizational
adaptability
and
longevity
O
D
D
R
I
V
I
N
G
F
O
R
C
E
S
Values system
based
on
optimistic
view
Supportiv
e
environment
Higher levels of
development
and
accomplishment
O
D
Planned
Activity
Effects
Entire Organization
Requires
Support
from All
Levels
Improve
Organizational
Effectiveness
and
Health
Deliberate
Interventions
K
E
Y
C
H
A
R
A
C
T
E
R
I
S
T
I
C
S
O
F
O
D
Response
to
Need/Problem
-
Turnover,
Absenteeism,
Low
Job
Satisfaction
Views
Organization
System -
Interdependence
Involves
Extensive Planning
-
Deal
with
Resistance
,
Systematic
Diagnosis
,
Change
Plan
C
O
R
E
B
U
S
I
N
E
S
S
O
F
O
D
Capability
maintained, aligned
and
improved
Health
maintained
or
developed
Be
ha
v
iora
l
Te
c
h
n
ic
al
OD
Approaches
Str
u
c
tur
al
B
E
H
A
V
I
O
R
A
L
A
P
P
R
O
A
C
H
Better
utilization
of
Human
Resources
Improving
Morale, Motivation
&
Commitment
S
T
R
U
C
T
U
R
A
L
A
P
P
R
O
A
C
H
Relate
elements of Organization to
one
another
Downsizing
Decentralization
Centralization
T
E
C
H
N
I
C
A
L
A
P
P
R
O
A
C
H
Changes
in
Machinery,
Methods, Automation,
Job
Design
Change to
be
more
Productive
2
.
O
D
I
N
P
R
A
C
T
I
C
E
O
D
I
N
T
E
R
V
E
N
T
I
O
N
Not
merely change in
way things done
Change in
behaviour
AND
attitude
O
D
I
N
T
E
R
V
E
N
T
I
O
N
Reflect
and
Respond
Working
across
different
departments
O
D
I
N
T
E
R
V
E
N
T
I
O
N
S
Mission
and Vision Statement
Analysis
Strategic
Planning
Reward and
Recognition
Change
Management
Leadership
Team
Building
Facilitation
3
.
R
E
L
A
T
I
O
N
S
H
I
P
B
E
T
W
E
E
N
O
D
A
N
D
H
R
D
O
D
Involve
groups
of people
to
maximise
engagement, ownership
and
contribution
HR
skill
H
R
S
K
I
L
L
S
Collecting, analysing
data
Acting
on
data and information
Provide
insight
across
business
O
D
Managed
from
board
level
Reach across
all areas of
business
D
E
L
I
V
E
R
I
N
G
O
D
Many
ways
HR
take
lead
Multi-disciplinary
approach
HR
and
OD
work
together
to
develop
long
term
strategic
view
OD
activities
supported
and
underpinned
by
people management
practice
H
R
P
R
O
F
E
S
S
I
O
N
A
L
S
Business
partner
Guide
behaviours
Reinforce
values
O
D
Develop
HR’s
strategic
role
Organisational
change
Organisational
culture
Employee
engagement
O
D
Do not
replace
HR
Draw
on
HR
processes
O
D
People and
problem-centred
activity
People
data
to
diagnose
issues
4
.
O
D
P
R
A
C
T
I
T
I
O
N
E
R
O
D
P
R
A
C
T
I
T
I
O
N
E
R
Bringing
whole
self
to
task in
hand
Build reputation
as
trusted advisor
Advocate
of
development
Continuously
improving
and
developing
own
learning and understanding of
practice
K
E
Y
C
O
M
P
E
T
E
N
C
I
E
S
Theoretical and Technical
expertise
Influencing
Skills
Energise
engagement
Innovative,
Creative
and
Critical
thinking
K
E
Y
C
O
M
P
E
T
E
N
C
I
E
S
Tackle difficulties and problems
with
positivity
Self-Confident
Credible
communicators
Interpersonal
and
Facilitation
skills
K
E
Y
C
O
M
P
E
T
E
N
C
I
E
S
Emotionally
Tuned
in
Ethical,
value
driven
Acts with
integrity
O
D
P
R
A
C
T
I
T
I
O
N
E
R
’
S
P
E
R
F
O
R
M
A
N
C
E
:
3
C
S
O
D
P
R
A
C
T
I
T
I
O
N
E
R
Strong
grasp of
strategic
planning
Estimation
of
human capital
and
social capital
Align strategy
within
values
of organization
Challenge
assumptions
C
O
R
E
V
A
L
U
E
S
–
H
U
M
A
N
I
S
T
I
C
Function as
human
beings
rather than
resources
Develop
to
full
potential
Increase
effectiveness
of organizational
goals
C
O
R
E
V
A
L
U
E
S
–
H
U
M
A
N
I
S
T
I
C
Exciting and
challenging
Treating each
human
being
as
person
with
complex
set
of
needs
O
D
P
R
A
C
T
I
T
I
O
N
E
R
Role
varied and
dynamic
Helper,
advisor,
sounding
board, navigator,
coach, facilitator, designer, developer, leader,
consultant, expert, partner, problem solver,
diagnostician, process
specialist
and
collaborator
Internal or external
consultant
O
D
P
R
A
C
T
I
T
I
O
N
E
R
Helping
clients to improve
effectiveness
of
organization
Develop both business and people
processes
O
D
P
R
A
C
T
I
T
I
O
N
E
R
Centre
of
change
and
development
efforts
Drive
change
Help
organisation
develop
Each
phase of
OD
cycle:
Diagnostic,
Intervention
and
Evaluation
O
D
P
R
A
C
T
I
T
I
O
N
E
R
Help organisations
define agenda
Not
reactive
to
needs
Working at
process
level
1
.
S
T
A
R
T
W
I
T
H
P
R
O
C
E
S
S
OD
practitioner
key to
success
or failure of
OD
intervention
2
G
A
T
H
E
R
I
N
G
A
N
D
A
S
S
E
S
S
I
N
G
D
A
T
A
Decide
how to
intervene
Ensure
intervention have impact
on
root cause
Action research
process
Diagnostics
done
with
client
3
.
F
E
E
D
B
A
C
K
A
N
D
D
E
C
I
S
I
O
N
Communicate
outcomes in comprehensible
format
Non-threatening
atmosphere
Ownership
in
process
Process
consultation
4
.
F
O
R
M
P
L
A
N
Considered
approach
Distil
recommendation
s
from
data
Focus
on
action with high impact
with
minimum
costs
Implement
5
I
N
T
E
R
V
E
N
E
Intervention
pitched at right
emotional
depth
Clear on
focus
–
individual, group
or whole
organisation
Choose
right
type
of intervention
D
i
f
ferent
interventio
n
s
-
restructurin
g
,
coaching, transformational change,
learning
and
development
6
E
V
A
L
U
A
T
E
Right
evaluation
method
Action research
approach
Continually assessing
impact and results
Cultural
fit
C
O
N
C
L
U
S
I
O
N
R
E
V
I
E
W
What is Organizational Development (OD)
OD in
Practice
Relationship between
HRD
and
OD OD
Practitioner
Organization's ability to
learn
Translate
learning
into
action
rapidly
The ultimate
competitive
advantage
First comes
thought
Then
organization
of
that thought, into
ideas
and
plans
Then
transformation
of
those plans
into
reality
The
beginning
is in
your
imagination!
T
H
A
N
K
Y
O
U
!
Explore the world of Organizational Development (OD) through this comprehensive guide covering what OD entails, its significance in practice, the relationship between Human Resource Development (HRD) and OD, roles of OD practitioners, and essential frameworks and processes involved. Gain insights into how OD interventions, alignments, strategies, and processes contribute to effective organizational change and development.
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Presentation Transcript
An organization No matter how well Only as good as the people in it organization well designed people who live and work designed
OVERVIEW 1. What is Organizational Development (OD) 2. OD in Practice 3. Relationship between HRD and OD 4. OD Practitioner
1. WHAT IS ORGANIZATIONAL DEVELOPMENT (OD)
HR PROFESSIONALS Be HR Specialist And Specialist Practitioner And OD Practition er
OVERVI EW ST SYSTEMS STRATEGY STRUCTURE SYSTEMS STRATEGY RUCTURE STAFF SK STYLE STAFF SKILLS STYLE ILLS H HR RD D
OD Effective diagnostic Strategic and operational interventions Lead to change Long Problem diagnostic and and development interventions development t ool change range effect solving and renewal Long- -range Problem solving renewal processes processes
OD How How How groups and organizations function How people interact function interact to accomplish work
ORGANIZATIONAL INTERVENTIONS Implement strategic and Stem from diagnosed Align strategic and operational diagnosed needs Align organizational elements with strategy operational changes needs changes
ORGANIZATIONAL ALIGNMENTS
OD PROCESS Top involvement Bottom Top management s management s commitment, support, and Bottom- -up up approach approach - inputs from employees
OD STRATEGY MAP Relations 1. People 2. Process 3. Customer 4. Stakeholders Relations between key strategic strategic perspectives perspectives
OD DRIVING FORCES Organizational clarity and aligned with defined Efficiency strategy Growth adaptability clarity - strategic defined goals strategy - maintaining productivity Growth strategy - maintaining organizational adaptability and longevity strategic direction goals productivity direction clear longevity
OD DRIVING FORCES Values system Supportiv Higher levels of development accomplishment Values system based on optimistic Supportive environment development and accomplishment optimistic view and
OD Planned Effects Entire Organization Requires Support Improve Organizational Health Deliberate Interventions Planned Activity Entire Organization Support from All Levels Organizational Effectiveness Health Interventions Effectiveness and
KEY CHARACTERISTICS OF OD Need/Problem - Turnover, Response to Need/Problem Absenteeism, Low Job Satisfaction Views Organization System - Interdependence Involves Extensive Planning Resistance Interdependence Extensive Planning - Deal with Resistance, Systematic Diagnosis Diagnosis, Change Change Plan
CORE BUSINESS OF OD Capability maintained, aligned Health maintained maintained, aligned and maintained or developed and improved improved developed
Be Beha hav viora l l iora OD OD Approaches Approaches Te Tec ch hn nic al al ic Str Stru uc ctur al al tur
BEHAVIORAL APPROACH Better utilization Improving Morale, Motivation utilization of Human Resources Morale, Motivation & Commitment Commitment
STRUCTURAL APPROACH Relate Downsizing Decentralization Centralization Relate elements of Organization to one another Downsizing Decentralization Centralization
TECHNICAL APPROACH Changes in Machinery, Job Change to be more Productive Machinery, Methods, Automation, Methods, Automation, Job Design Design Productive
OD INTERVENTION Not merely change in way things done Change in behaviour way things done attitude behaviour AND attitude
OD INTERVENTION Reflect Working Reflect and Respond Working across Respond across different departments
OD INTERVENTIONS Mission and Vision Statement Analysis Strategic Planning Reward and Recognition Change Management Leadership Team Building Facilitation
3. RELATIONSHIP BETWEEN OD AND HRD
OD Involve groups engagement, ownership HR groups of people to maximise engagement, ownership and contribution HR skill maximise contribution
HR SKILLS Collecting, analysing Acting Provide insight Collecting, analysing data Acting on data and information insight across business
OD Managed from board Reach across all areas of board level all areas of business level business
DELIVERING OD Many HR take lead Multi-disciplinary approach HR and OD work together to develop long term strategic view OD activities supported and underpinned by people management Many ways ways people management practice practice
HR PROFESSIONALS Business partner Guide behaviours Reinforce values partner behaviours values
OD Develop HR s Organisational change Organisational culture Employee engagement HR s strategic change culture engagement strategic role role
OD Do not replace Draw on HR replace HR HR processes processes
OD People and People People and problem People data problem- -centred data to diagnose issues centred activity
OD PRACTITIONER Bringing whole Build reputation as trusted Advocate Continuously improving learning and understanding of practice whole self self to task in hand trusted advisor advisor Advocate of development improving and developing developing own
KEY COMPETENCIES Theoretical and Technical expertise Influencing Energise engagement Innovative, Creative and Critical thinking expertise Influencing Skills engagement thinking
KEY COMPETENCIES Tackle difficulties and problems with positivity Self Credible communicators Interpersonal positivity Self- -Confident Confident communicators Interpersonal and and Facilitation Facilitation skills
KEY COMPETENCIES Emotionally Ethical, Acts with integrity Emotionally Tuned in Ethical, value integrity value driven
OD PRACTITION ER S PERFORMAN CE: 3 CS
OD PRACTITIONER Strong grasp of strategic Estimation of human capital Align strategy Challenge assumptions strategic planning human capital and values of organization assumptions planning and social capital social capital Align strategy within values
CORE VALUES HUMANISTIC Function as human resources Develop to full Increase effectiveness human beings beings rather than resources full potential effectiveness of organizational goals potential
