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Presented By -
Priyanka Sharma - 77
Shephali Srivastava - 96
What’s Organizational
Development ???
Organizational
Development
Planned &
Systematic
Process
Collaborative
Diagnosis
Supp...
Organizational Iceberg
Model
“Diagnosis is a
collaborative
process between
organizational
members and the
OD consultant to
collect pertinent
informatio...
Methods for
Collecting Data
Questionnaire
s
Permits
quantitative
comparison and
evaluation
Interviews
Interviews may be
hi...
Questionnaires
 One of the most efficient
ways of collecting data
 Contain fixed-response
questions about various
featur...
Interviews
Interviews may be highly
structured
• resembling questionnaires
Interviews may be highly
unstructured
• startin...
Observation
More direct way of collecting
data
 Observe organizational
behaviors in their functional
settings
ADVANTAGES:...
Unobtrusive
 Data is not collected directly
from respondents but from
secondary sources
 Use records of absenteeism or
t...
“Action plans are OD
interventions specifically
tailored to address issues
at individual, group,
inter-group, or
organizat...
OD Interventions – Actions taken to
produce desired changes!!!
Need for OD Intervention
Corrective Action
When an
organisa...
Action Process
Planning
Action
Executing
Action
Evaluating
Action
Analyzing Discrepancies
What is
happening?
What should b...
“This component is
concerned with self-
analysis and self-
reflection as a means to
self-improvement. Action
Research prin...
Process Maintenance
 Acknowledgement and Ownership –
Organization members acknowledge the ownership of
interventions and ...
Operational components of OD - By Priyanka & Shephali
Operational components of OD - By Priyanka & Shephali
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Operational components of OD - By Priyanka & Shephali

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The presentation explains in great details various Operational Components of OD

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Operational components of OD - By Priyanka & Shephali

  1. 1. Presented By - Priyanka Sharma - 77 Shephali Srivastava - 96
  2. 2. What’s Organizational Development ??? Organizational Development Planned & Systematic Process Collaborative Diagnosis Support Of Top Management Application Of Behavioral Science Principles Introduced to enhance Organizational effectiveness
  3. 3. Organizational Iceberg Model
  4. 4. “Diagnosis is a collaborative process between organizational members and the OD consultant to collect pertinent information, analyze it, and draw conclusions for action planning and intervention.” Definition Of Diagnostic Component
  5. 5. Methods for Collecting Data Questionnaire s Permits quantitative comparison and evaluation Interviews Interviews may be highly structured or unstructured Observations Observe organisational behaviors in their functional settings Unobtrusiv e Methods • Data is not collected directly from respondents but from secondary sources
  6. 6. Questionnaires  One of the most efficient ways of collecting data  Contain fixed-response questions about various features  Administered to large numbers of people simultaneously  Can be analyzed quickly  Permit quantitative comparison and evaluation ADVANTAGES: – Responses can be quantified and summarized – Large samples and large quantities of data – Relatively inexpensive DIS ADVANTAGES: – Predetermined questions – No chance to change – Over interpretation of data possible – Response biases possible
  7. 7. Interviews Interviews may be highly structured • resembling questionnaires Interviews may be highly unstructured • starting with general questions that allow the respondent to lead the way ADVANTAGES: – Responses can be quantified and summarized – Large samples and large quantities of data – Relatively inexpensive DIS ADVANTAGES: – Predetermined questions – No chance to change – Over interpretation of data possible – Response biases possible
  8. 8. Observation More direct way of collecting data  Observe organizational behaviors in their functional settings ADVANTAGES: – Collect data on actual behaviour, rather than reports of behaviour – Real time, not retrospective – Adaptive DIS ADVANTAGES: – Coding and interpretation difficulties – Observer bias and questionable reliability – Can be expensive
  9. 9. Unobtrusive  Data is not collected directly from respondents but from secondary sources  Use records of absenteeism or tardiness, grievances, quantity and quality of production or service, financial performance and correspondence with key customers, suppliers or governmental agencies  Helpful in diagnosing the organisation, group and individual outputs ADVANTAGES: – Non-reactive, no response bias – High face validity – Easily quantified DIS ADVANTAGES: – Access and retrieval difficulties – Validity concerns – Coding and interpretation difficulties
  10. 10. “Action plans are OD interventions specifically tailored to address issues at individual, group, inter-group, or organizational levels as well as issues related to selected processes.” Definition Of Action Component
  11. 11. OD Interventions – Actions taken to produce desired changes!!! Need for OD Intervention Corrective Action When an organisation has a problem it takes corrective action – to fix it Enabling Action When an organization sees an unrealized opportunity it uses this action to seize the opportunity Alignment Action When features of organization are out of alignment this action gets things back ‘in sync’ New Vision When yesterday’s vision is no longer good enough actions to build necessary structures, processes and culture are needed to make new vision a reality
  12. 12. Action Process Planning Action Executing Action Evaluating Action Analyzing Discrepancies What is happening? What should be happening? Where one wants to be? Where one is?
  13. 13. “This component is concerned with self- analysis and self- reflection as a means to self-improvement. Action Research principles are observed in goal-setting and feedback mechanisms to monitor and evaluate actions.” Definition Of Process Maintenance
  14. 14. Process Maintenance  Acknowledgement and Ownership – Organization members acknowledge the ownership of interventions and of the entire OD program.  Cope with Problems – The Process Maintenance Component models the ability to cope with problems and opportunities in the internal and external environments.  Relevance and Effectiveness of Interventions – This component tests the effectiveness and relevance of interventions. It insures that the intended consequences do not obviate the organization and the OD program’s goals.

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