Amanda Jamison Bridgmon

2. What is organizational
Development?
 Organizational Development (OD) is a
field of research, theory, and practice
dedicated to expanding the knowledge
and effectiveness of people to
accomplish more successful
organizational change and
performance.

3. Key Concepts of
Organizational Development
Theory
The three main concepts are:
 Organizational Climate
 Organizational Culture
 Organizational Strategy

4. Organizational Climate
 Is defined as the mood or unique
“personality” of an organization.
 Some of the climate features and
characteristics may be associated with;
 employee satisfaction, stress, service quality
and outcomes and successful application of
new processes.

5. Organizational Culture
 is a system of shared assumptions,
values, and beliefs, which governs how
people behave in organizations. These
shared values have a strong influence
on the people in the organization and
dictate how they dress, act, and perform
their jobs.

6. Organizational Culture
Cont.
The five basic elements of culture include:
 Assumptions
 Values
 Behavioral Norms
 Behavioral Patterns
 Artifacts

7. Organizational Strategies
 is the sum of the actions a company
intends to take to achieve long-term goals.
Together, these actions make up a
company's strategic plan.
 Strategic plans take at least a year to
complete, requiring involvement from all
company levels.
 Improvement consists of four steps:
 Diagnosis
 Action Planning
 Intervention
 Evaluation

8. Diagnosis
 Will help the organization identify any underlying
issues that may be present by examining its
mission, goals, policies, structures and
technologies; climate and culture; environmental
factors; desired outcomes and readiness to take
action.
 This is usually done through key informant
interviews or formal surveys of all members.

9. Action planning
 Is the strategic interventions for
addressing diagnosed problems are
developed.
 The organization is engaged in an action
planning process to assess the
feasibility of applying different change
strategies that lead to a solution to the
problems.

10. Intervention
 “Interventions" are principal learning
processes in the "action" stage of
organization development.
 Some of the structured activities used
individually or in combination to improve
their social or task performance.
 For example:
 experiential exercises, questionnaires, attitude
surveys, interviews, relevant group discussions,
and even lunchtime meetings between the
change agent and a member of the client
organization.

11. Evaluation
 Access the planned change efforts by
tracking the organization's progress in
applying the change and by
documenting its impact on the
organization.

12. Why is OD Important?
 Organizations are increasingly challenged
by change. The world is moving faster and
faster.
 Competitive pressures are becoming more
and more demanding. Rapid technological
change and the globalizing economy both
confuse us and open new doors.
 In the midst of this, employees seek more
satisfaction and meaning from their work
lives, and more balance in their lives as a
whole.

13. In conclusion
 Whether the organizations are private,
public or non-profit, they must adapt to this
new world if they are to survive and thrive.
 They need to become more nimble, more
customer-driven, more innovative, more
effective. They need to attract and retain
competent and committed employees.
 This will require more flexible
organizational structures, new types of
leadership ,and new ways of managing.
 OD can help organizations navigate this
difficult terrain.