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Organisation_Development[1] - Read-Only.pptx

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Organisation_Development[1] - Read-Only.pptx

  1. 1. ORGANISATION DEVELOPMENT AND OD TECHNIQUES Rahul Thomas Sajai Krishna​
  2. 2. INTRODUCTION The term Organizational development was coined by Richard Beckhard in the mid 1950’s. Organizational development is an acronym of two words Organization and Development ORGANIZATION: A social unit that is structured and managed to meet a need to pursue collective goals DEVELOPMENT: The systematic use of scientific and technical knowledge to meet specific objectives or requirements
  3. 3. WHAT IS ORGANIZATIONAL DEVELOPMEMT? It is a planned ,systematic process of organizational change based on behavior science research and theory GOAL To create adaptive organizations capable of transforming and reinvesting themselves so as to remain effective 3
  4. 4. BASIC CHARACTERISTICS OF OD • Planned change • Comprehensive change • Emphasis upon working groups • Long range change • participation of a change agent • Emphasis on intervention • Collaborative management • Organizational culture • Action Research
  5. 5. ROLE OF ORGANIZATIONAL DEVELOPMENT 5 • To place emphasis on humanistic values • To treat each human being as complex person • To increase the level of trust among members • To increase the level of enthusiasm at all levels • To increase level of self and group responsibility in planning
  6. 6. PROBLEMS IN ORGANIZATIONAL DEVELOPMENT 6 • Discrepancy in ideal and real life situations • Lack of open system concept • Resistance to change • Lack of motivation among members • Costly programmes
  7. 7. 7 ORGANIZATIONAL DEVELOPMENT PROCESS
  8. 8. MANAGING OD PROCESS 3 basic components of OD program Diagnosis: Continuous collection of data about total system its subunits ,its process and its culture Action : All those activities and interventions designed to improve organizational functioning Project Management: All activities designed to ensure the success of the program 8
  9. 9. OD INTERVENTIONS 9 OD intervention techniques are methods created by OD professionals and others for organizational development Single Organization or consultant cannot use all the interventions. They use interventions depending upon the need or requirements
  10. 10. OD INTERVENTION TECHNIQUES • Survey and Feed back • Process consultations • Sensitivity Training • The managerial Grid • Goal setting and planning • Team building • Management by objectives(MOB) • Quality circle 10
  11. 11. SURVEY AND FEED BACK 11 Survey Feedback is tool which provides an organization with a honest opinion of what their present or future customers think about them and helps them in taking an informed decision.
  12. 12. PROCESS CONSULTATIONS 12 • Process Consultation is the creation of a relationship with the client that permits the client to perceive, understand, and act on the process events that occur in the client’s internal and external environment in order to improve the situation as defined by the client
  13. 13. SENSITIVITY TRAINING Sensitivity training refers to one of the organizational development techniques which through counseling methods works on increasing employee well-being, self-awareness of an individual's own prejudices and sensitivity to others. 13
  14. 14. MANAGERIAL GRID 14 The managerial grid model is a self-assessment tool by which individuals and organizations can help identify a manager's or leader's style
  15. 15. QUALITY CIRCLES 15 • Quality circles involve people in solving problems and tap their brain power effectively. Quality circle is a small group of employees in the same work area or doing similar type of work who voluntarily meets regularly for about an hour every week to identify, analyse and resolve work related problems.
  16. 16. TEAM BUILDING High interaction among team members to increase trust and openness Team building uses high interaction group activities to increase trust and openness among team members , improve coordinative efforts , and increase team performance
  17. 17. MANAGEMENT BY OBJECTIVES 17 • The strategic management model that aims to improve the performance of an organization by clearly defining objectives that are agreed to by both management and employees • Management by objectives (MBO) is a process in which a manager and an employee agree on specific performance goals and then develop a plan to reach them.
  18. 18. THANK YOU REFERENCE: ORGANIZATIONAL BEHAVIOUR: K ASWANTHAPPA

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