Ce diaporama a bien été signalé.
Le téléchargement de votre SlideShare est en cours. ×

Models of Organization Development and Change

Publicité
Publicité
Publicité
Publicité
Publicité
Publicité
Publicité
Publicité
Publicité
Publicité
Publicité
Publicité
Prochain SlideShare
Change management ppt |
Change management ppt |
Chargement dans…3
×

Consultez-les par la suite

1 sur 18 Publicité
Publicité

Plus De Contenu Connexe

Diaporamas pour vous (20)

Similaire à Models of Organization Development and Change (20)

Publicité

Plus récents (20)

Models of Organization Development and Change

  1. 1. Models of Organization Development and Change Contents : 1. Force Field Analysis 2. Kotter’s 8 step model 3. High Performance Programming.
  2. 2. • Force-field analysis is an influential development in social science which provides a framework for looking at the factors (forces) that influence a situation, originally social situations. It looks at forces that are either driving movement toward a goal (helping forces) or blocking movement toward a goal (hindering forces).
  3. 3. The above mentioned 8 steps are explained in the following slides.
  4. 4. • Increase Urgency For change to happen, it helps if the whole company really wants it. Develop a sense of urgency around the need for change. This may help you spark the initial motivation to get things moving. • Build Guiding team Convince people that change is necessary. This often takes strong leadership and visible support from key people within your organization. Managing change isn't enough – you have to lead it. • Develop the Vision When you first start thinking about change, there will probably be many great ideas and solutions floating around. Link these concepts to an overall vision that people can grasp easily and remember.
  5. 5. • Communicate for Buy in What you do with your vision after you create it will determine your success. Your message will probably have strong competition from other day-to-day communications within the company, so you need to communicate it frequently and powerfully, and embed it within everything that you do. • Empower Action Put in place the structure for change, and continually check for barriers to it. Removing obstacles can empower the people you need to execute your vision, and it can help the change move forward.
  6. 6. • Create Short-Term Wins Nothing motivates more than success. Give your company a taste of victory early in the change process. Within a short time frame (this could be a month or a year, depending on the type of change), you'll want to have some "quick wins " that your staff can see. Without this, critics and negative thinkers might hurt your progress. • Don’t let up Kotter argues that many change projects fail because victory is declared too early. Real change runs deep. Quick wins are only the beginning of what needs to be done to achieve long-term change.
  7. 7. • Anchor the Changes in Corporate Culture Finally, to make any change stick, it should become part of the core of your organization. Your corporate culture often determines what gets done, so the values behind your vision must show in day-to-day work. Make continuous efforts to ensure that the change is seen in every aspect of your organization. This will help give that change a solid place in your organization's culture.
  8. 8. • High Performing Programming (HPP) model, assists in organizational evaluation, forming a vision, and creating environments that move the process to the next developmental level • It says that an organisation goes from Reactive level to Responsive level to Proactive level and then finally reaches the High performing level. • Theses 4 stages are explained in the following slides
  9. 9. Reactive level • The reactive organization is one of survival and operates in the past. • It is characterized by affixing blame, force-fed communication, top down leadership, and fragmented infrastructure. • There is little ownership by staff, which feels the organization is responsible for their practice. • The staff sees the strategic direction of the organization as management’s role. It is teacher- driven and rewarded for volume, not value
  10. 10. Responsive level • The responsive organization is operating in the present with a hierarchical structure and a leadership style of coaching. • It is focused on near-term goals and motivates with rewards, which leadership helps to develop and implement. • The responsive organization is characterized by cohesive teamwork, and the ability to adapt to solve problems. In this environment, the manager still owns most issues based on needs that lack clarity and are not necessarily aligned. • Learners are passive and feel no ownership for their continued education. Technology that supports learning is more connected, possibly including a learning management system that is resource-intensive.
  11. 11. Proactive level • Proactive organizations are future-oriented. • They are strategic, goal-oriented, and focused on the greater good and results; emphasis on the bottom line decreases. Organizational structure is matrix, and leaders have trust and mutual respect for each other. • Learners take responsibility for their own success. The environment of professional development has less variety for learning, but it is more intentional and incorporates more coordinated learning solutions, which include follow up and follow through.
  12. 12. High Performing Levels • High-performing work achieves high standards of excellence. The organizational focus is on excellence, seeking out new opportunities for excellence, and releasing the flow of energy necessary for accomplishing these innovations. • Professional development is embedded in the work and all parties are engaged. Ownership and accountability makes it easier to do the right thing. • Learning is shared among team members, and there is an explicit and coherent message around quality, metrics, improved communication, and ongoing evaluation
  13. 13. • . The environment is dynamic, integrated, and linked to business success. Immediate real-time data and feedback are designed with patient input. • The role of educators is to manage complexity, and they are master facilitators of learning that is focused on business outcomes, performance, and organizational objectives. • Learning is valued as an end unto itself, and transforms practice to excellence. Educators function as coaches and are characterized by rich and integrative dialogue, creativity, and wisdom.
  14. 14. THANK YOU. Made by : Mansi Kachroo mansikachroo9@redffmail.com

×