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Organization development

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Organization development

  1. 1. organizational development By / MahmoudShaqria ‫شقريه‬ ‫محمد‬ ‫محمود‬
  2. 2. Out lines • What is organizational Development? • Objectives of organizational Development • Principles of organizational Development • Function of organizational Development • Benefits of organizational Development • Tips of organizational Development • Organizational Development process • The phases of Organizational Development • Organizational Development stages
  3. 3. what is organization development? • A planned process of change in an organization’s culture through the utilization of behavioral science technology, research and theory. • Organization Development is an effort (1) planned, (2) organization-wide, and (3) managed from the top, to (4) increase organization effectiveness and health through (5) planned interventions in the organizations "processes,” using behavioral-science knowledge.
  4. 4. Objectives of organization development 1. To increase the level of inter-personal trust among employees. 2. To increase employees' level of satisfaction and commitment. 3. To confront problems instead of neglecting them. 4. To effectively manage conflict. 5. To increase cooperation and collaboration among the employees. 6. To increase the organization's problem solving. 7. To put in place processes that will help improve the ongoing operation of the organization on a continuous basis.
  5. 5. Principles of organization development 1. Values-Based: Values-based key variables include. • Collaboration: Builds collaborative relationships between the practitioners and the client while encouraging collaboration throughout the client system. • Self-awareness: OD practitioners engage in personal and professional development through lifeline learning.
  6. 6. 2. Systems focused: Approaches communities and organizations as open systems: that is, acts with the knowledge that change in one area of a system always results tin changes in one areas of a system always results in changes in other areas; and change in one area cannot be sustained without supporting changes in other areas of the system.
  7. 7. 3. Action Research: Continuously reexamines, reflects and integrated discoveries throughout the process of change in order to achieve desired outcomes. In this way, the client members are Involved both in doing their work, and in dialogue about their reflection and learning in order to apply them to achieve shared result.
  8. 8. 4. Informed by data: Involves proactive inquiry and assessment of the internal environment in order to discover and crate a compelling need for change and the achievement of a desired future state of the organization or community
  9. 9. Functions of Organizational Development 1. Training and professional development, 2. Performance management 3. Competency management and 4. Succession planning
  10. 10. Benefits OD helps all types of organizations by: 1. empowering leaders and individual employees 2. creating a culture of continuous improvement and alignment around shared goals 3. making change easier and faster 4. putting the minds of all employees to work
  11. 11. 5-enhancing the quality and speed of decisions 6-making conflict constructive instead of destructive 7-giving leaders more control over results, by giving employees more control over how they do their jobs.
  12. 12. Tips for organization development 1. Effective Communication 2. Dealing with Change 3. Acknowledges the Impact of the change 4. Listen to Concerns and Fears 5. Communicate 6. Include 7. Empower
  13. 13. Organization development process • 1. Data collection: Surveys may be made to determine organizational climate and behavioral problems. The consultant usually meets with groups away for work to develop information from questions
  14. 14. questions such as these: • What kinds of conditions contribute most to your job effectiveness? • What kinds of conditions interfere with your job effectiveness? • What would you most like to change in the way this organization operates?
  15. 15. The by-products of data collection include • the identification of performance gaps deficiencies in the way the organization operates • abseiling in the way the organization operates • baseline information a portrati of the organizations current level of operations for later comparison with the effects of OD efforts?
  16. 16. • 2. Data feedback and confrontation: Work groups are assigned to review the data collected, to medicate areas of disagreement, and to establish priorities for change.
  17. 17. • 3. Action planning and problem solving: • Groups use the data to develop specific recommendations for change. Discussion focuses on actual problems in the organization. Plans are specific, including who is responsible and when the action should be completed.
  18. 18. • 4.Implementation Use of intentions: Once the action planning is completed, the consultant helps the participants select and use appropriate OD interventions, Depending on the nature of the key problems; the intervention may focus on individuals, teams. Interdepartmental relating or the total organization.
  19. 19. • 5. Evaluation and follow-up: The consultant helps the organization evaluate the results of tits OD efforts and develop additional programs in areas where additional results are needed.
  20. 20. The Phases Of Organizational Development • Phase 1 of Organizational Development: The Formative Phase • The mission of an organization in this phase is to find a pattern for success. The leader has a compelling vision and the whole organization is in trial and error mode. You are really close to prospective clients at this point. You put your solution • together according to the vision and go to the prospective market and get feedback. Back and forth to the drawing board until you have ‘the pattern for success’ – and something that the market will pay for
  21. 21. • Phase 2 of Organizational Development: The Normative Phase • Now it’s all about replicating the pattern ‘efficiently’. Processes are put in place to support efficiency and predictability. We want to ‘cookie cut’ initial success. Systems, procedures, rules, hierarchy, formal structure – grow! You don’t want anybody to deviate from the pattern. We got it. We know what our customers want. What we want to do is get out as many widgets as possible. • Leadership style needs to be more managerial or operational. They need to be process oriented and focused on profitability
  22. 22. Phase 3 of Organizational Development: The Integrative Phase • Organizations choose to go into Phase 3 ‘on-purpose’. It’s integrative because you KEEP what still works from Phase 2 and START reinventing the new pattern for • success. You’re not starting from scratch again but reinventing it. That sounds simple enough. The challenge most organizations face is letting go of what’s not working – to STOP the things that are no longer serving and are draining precious resources that could be re-invested to innovate
  23. 23. • The 6 Stages Every Organization Goes Through as it Matures:
  24. 24. The first stage of organizations: Growth Through Creativity • When organizations first start, people wear many hats and • communication is spontaneous and informal. But, as the • organization gets bigger, it leads to the crisis point of leadership • where professional management needs to be broadened to help • run the various functions.
  25. 25. • The key skill needed to progress to the next stage: To advance to stage two, the organization’s founders need to go from more hands-on doers to leaders, and start to hire or develop other senior leaders
  26. 26. • The second stage of organizations: Growth Through Direction • As the organization grows, new executives are brought in to manage various functions and the organization continues to develop new products and services. At some point, again, months to decades later, the scale of the offerings gets too big for the leadership team to monitor.
  27. 27. • That creates the crisis point of autonomy, where work and authority needs to be delegated to others. • The key skill needed to progress to the next stage: To advance to stage three, the organization needs to either develop or hire strong managers to help run different parts of the organization
  28. 28. The third stage of organizations: Growth Through Delegation • In the third stage, layers of hierarchy are added. Top management become less involved in the day-to-day details and focuses more on the organization's long- term strategy
  29. 29. • In addition, the sheer size of the organization starts to stress the current policies and channels of communication. That creates the crisis point of control, where the different parts of the organization need to work better together. • The key skill needed to progress to the next stage: To advance to stage four, the organization needs to standardize its procedures to allow it to scale
  30. 30. The fourth stage of organizations: Growth Through Coordination • In the fourth phase, new policies and procedures are introduced to bring structure throughout the organization. At first, this effort is helpful in bringing stability and consistency to the broader scope of the organization
  31. 31. • However, this leads to the inevitable crisis point of red tape, where bureaucracy gets burdensome. • The key skill needed to progress to the next stage: To advance to stage five, the organization needs to double-down on developing great people managers and begin to free up its procedures to allow for more autonomy
  32. 32. The fifth stage of organizations: Growth Through Collaboration • In the fifth stage, a range of scalable and agile systems that support more flexibility replaces bureaucracy. Instead of a rigid system for making decisions, emotionally intelligent leaders are trusted to use good judgment.
  33. 33. • While initially successful, this leads to the crisis point of internal growth, where the organization must look outside for new opportunities. • The key skill needed to progress to the next stage: To advance to stage six, the organization needs to create a culture based on collaboration and emotional intelligence
  34. 34. The sixth stage of organizations: Growth Through Alliances • In the final stage, the organization can only solve its challenges by partnering with other organizations through actions like outsourcing, mergers and acquisitions. All of this expansion ultimately creates the crisis point of identity, where the organization must refocus on its vision, mission and strategy.
  35. 35. • The key skill needed to progress to the next stage: Here, the organization needs to reinvent its vision and mission and partner with organizations that best further that
  36. 36. Thank you

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