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OD - Chapters 1-3

Organizational development (OD) involves applying behavioral science principles to help organizations change and become more effective. It aims to increase individual and organizational effectiveness through planned interventions. OD emerged from training groups in the 1940s and has evolved through several generations to focus more on organizational transformation and culture. Current trends include interest in learning organizations and total quality management approaches.

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Atty. Chrismaire Pasky Jumagdao
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33 views20 pages

OD - Chapters 1-3

Organizational development (OD) involves applying behavioral science principles to help organizations change and become more effective. It aims to increase individual and organizational effectiveness through planned interventions. OD emerged from training groups in the 1940s and has evolved through several generations to focus more on organizational transformation and culture. Current trends include interest in learning organizations and total quality management approaches.

Uploaded by

Atty. Chrismaire Pasky Jumagdao
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPT, PDF, TXT or read online on Scribd
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ORGANIZATION DEVELOPMENT

BEHAVIORAL SCIENCE
INTERVENTION FOR ORGANIZATION
IMPROVEMENT

SIXTH EDITION BY
WENDELL FRENCH 2000

PRESENTATION DESIGN
BY
DR. SABAH ALWAN
ALL RIGHTS RESERVED
1
CHAPTER 1:

THE FIELD OF
ORGANIZATION
DEVELOPMENT

2
THE FIELD OF ORGANIZATIONAL
DEVELOPMENT

Organizational development
-- a systematic process for applying
behavioral science principles and
practices in organizations to increase
individual and organizational
effectiveness.

3
STRATEGIC PLANNING
OF OD

Strategic planning process


should produce a clear,
uplifting mission;
specific goal for customer
relations, quality, employee
relations, and profits.

4
(SDTs) SELF-DIRECTED
TEAMS
-- organizational arrangement in which
all team members perform all activities
required for team success without the aid
of a boss or supervisor.

5
(SDTs) FUNCTIONS
ARE:

1) Plan their own work.


2) Set production and
performance goals.
3) Acquire needed
resources.

6
(SDTs) FUNCTIONS ARE:

4) Hire and train team members.


5) Measure their own performance.
6) Assume complete responsibility for a
complex task.

7
CHAPTER 2:

DEFINITIONS
OF
 ORGANIZATION
 DEVELOPMENT

8
 ORGANIZATION DEVELOPMENT IS
AN EFFORT OF
 1. Planned
2. Organization-wide
3. Managed from the top-- down
4.
Increased organization effectiveness
and health (Beckhard,1969)
 5. Planned interventions in the
organization’s processes

9
ORGANIZATION
DEVELOPMENT (OD)
 Response to change, a
complex educational
strategy intended to
change beliefs, attitudes,
values, and structure of
organization that they can
better adapt to new
technologies, markets, and
challenges. (Bennis,1969).
10
ORGANIZATIONAL DEVELOPMENT-

LONG TIME PROCESS INVOLVES

1. Top leadership organization and vision


2. Empowerment of others in the
management chain
3. Learning and problem solving
4. Interaction of management
with the organization
culture
11
THROUGHOUT THE
ORGANIZATION,
CULTURE MEANS

1) The prevailing
pattern of values,
attitudes, beliefs,
assumptions,
expectations, activities,
interactions, norms,
sentiments, and
artifacts. 12
THROUGHOUT THE
ORGANIZATION,
CULTURE MEANS

2) Managing the culture


should be
a collaborative business
which means that every
one, not just a small
group, has a stake in
making the organization
work. 13
 Most OD programs
that fail do so
because the top
management or
leadership was
ambivalent, lost its
commitment, or
become distracted
with other duties.
14

CHAPTER 3:

A HISTORY OF
ORGANIZATION
DEVELOPMENT

15
 T-GROUP (‘T’ FOR
TRAINING)

 In 1946, laboratory training


began to emerge through
the workshop staff
consisted of Kurt Lewin,
Kenneth Benne, Leland
Blandford, Ronald Lippitt .
the last three founders
served as leaders of
learning groups”
16
 THE CHANGING CONTEXT
FIRST-GENERATION TECHNIQUES OF OD:

That are highly relevant to adaptive,


incremental change, such as action
research, a focus on teams, team
building, the use of facilitators, process
consultation, survey feedback,
intergroup problems solving,
sociotechnical systems approaches to
job design, and participative
management.

17
SECOND-GENERATION OD:
Second-generation OD, in particular, has a
focus on organizational transformation.

INTEREST IN ORGANIZATIONAL
TRANSFORMATION:

Organizational transformation is seen as


requiring more demands on top leadership,
more experimenting, more time, and the
simultaneous management of many
additional variables. 18
INTEREST IN
ORGANIZATIONAL CULTURE:
INTEREST IN THE LEARNING
ORGANIZATION
Not only are managers prepared
to accept new trends, they
encourage and anticipate
changes, rather than fight
change, they learn how to
accommodate, create, and profit
from it. 19
 TQM INTEREST IN TOTAL
QUALITY MANAGEMENT

Total quality
 -- a company-wide effort
seeking to install and make
permanent a climate where
employees continuously
improve their ability to
provide on demand products
and services that customers
will find of particular value.
20

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