2. 3-4 Introduction to Toronto Training and HR
5-6 Definitions
Contents 7-9
10-12
The relationship with OD and HR
HR working with OD
13-14 Types of organizational structure
15-16 Creating happiness
17-18 Different cultures
19-20 Characteristics of organizational cultures
21-22 Dimensions of organizational cultures
23-24 Conceptualizations of organizational cultures
25-26 Drill
27-28 Emotional intelligence and OD
29-30 Leadership performance and OD
31-32 Management and leadership interactions
33-34 Organizational learning
35-36 Sustainable development
37-39 OD in India
40-42 OD in Hungary
43-45 Designing change
46-49 Change models
50-51 Conclusion and questions
4. Introduction to Toronto Training
and HR
Toronto Training and HR is a specialist training and
human resources consultancy headed by Timothy Holden
10 years in banking
10 years in training and human resources
Freelance practitioner since 2006
The core services provided by Toronto Training and HR
are:
Training event design
Training event delivery
Reducing costs, saving time and improving
levels of employee engagement
Services for job seekers
Page 4
8. The relationship between OD and
HR 1 of 2
• OD work contributes to the
sustained health and
effectiveness of the
organization
• OD work is based upon robust
diagnosis that uses real data
from
organisational, behavioural
and psychological sources
Page 8
9. The relationship between OD and
HR 2 of 2
• OD work is planned and
systemic in its focus, that is
taking account of the whole
organization
• OD practitioners help to create
alignment between different
activities, projects and
initiatives
• OD work involves groups of
people in the organisation to
maximise
engagement, ownership and
contribution
Page 9
30. Leadership performance and OD
• Leads and encourages
change
• Lives by example
• Lauds achievement
• Lends a vision
• Leverages Learning &
Development
• Looks out for others
Page 30
38. OD in India 1 of 2
• Understand the
organization, leadership
and management
• Understand organizational
performance and
management
• System thinking
Page 38
39. OD in India 2 of 2
TYPES OF OD INTERVENTIONS
• Training
• Action research
• Survey feedback
• HR development
• Role focused
• Person focused
Page 39
41. OD in Hungary 1 of 2
FACTORS INVOLVED
• Independence of the
organization
• External pressure
• Social sciences
• Human values
• Major changes in HR
Page 41
42. OD in Hungary 2 of 2
GENERAL FIELDS OF OD
• Reshaping the organization
• HR audit
• Establishing HR systems
Page 42
44. Designing change 1 of 2
• What is the desired
outcome and timeline?
• Who is promoting the
change?
• What are alternate paths of
change?
• What are the pitfalls of
these alternate plans?
• How will we measure the
outcome?
• What are the contingency
plans?
Page 44
45. Designing change 2 of 2
• What happens if we make
no changes?
• Who will help make the
changes?
• Who are our real customers
that we need to protect?
• Who is impacted by the
change?
Page 45
47. Change models 1 of 3
LEWIN
• Unfreeze
• Movement
• Refreeze
Page 47
48. Change models 2 of 3
ULRICH
• Lead change
• Create a shared need
• Shape a vision
• Mobilize commitment
• Change systems and
structures
• Monitor progress
• Make change last
Page 48
49. Change models 3 of 3
KOTTER
• Establish a sense of
urgency
• Form a guiding coalition
• Create a vision
• Communicate the vision
• Empower others to act
• Plan for a create short-term
wins
• Consolidate improvements
and produce more change
• Institutionalize new
approaches