Role of Organizational development or process in Human resource Management and Organizational management.

2. Presented TO:
Ma’am Ayehsa Sohail
Presented By:
Umer Sajid 16058
Sohaib Sharif 16054
Iqra Hashim 16062
Mohsin Ali 16069

3. Contents
 Introduction to OD
• Organization
• Development
• Organization Development
• Definition of OD
 Objectives of OD
 Process of OD
 Role of HRM in OD
 Effectiveness of OD
 Assumptions and Values of OD

4. Introduction To OD
The term organization development
was coined by Richard Beckhard in
the mid-1950s. Organization
Development is an acronym of two
words i.e., Organization &
Development

5. Organization
A social unit of people that is
structured and managed to meet a
need or to pursue collective goals.

6. DEVELOPMENT
The systematic use of scientific and
technical knowledge to meet specific
objectives or requirements.

7. Organizational
Development
In simple words:
 OD is a deliberately planned effort
to increase an organization’s
relevance and viability.
 It is a frame work for change, and
often times a manager help us to
lead this change.

8. Definition of OD
According to
 Middlemist and Hitt define “
Organization development is a
systematic mean for planned
change that involves the entire
organization and is intended to
increase organization
effectiveness.”

9. Definition of OD
 Cummings and Huse define “ A
system wide application of
behavioral science knowledge to
the planned development and
reinforcement of organizational
strategies, structure and processes
for improving an organization’s
effectiveness.”

10. Definition of OD
 Bennis. W define “organization
development is a 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 and the
dizzying rate of change itself.”

11. Objectives of OD
 To increase the level of inter-
personal trust of the employees.
 To increase the employee’s level of
satisfaction and commitment.
 To confront problems instead of
neglecting them.
 To effectively manage conflict.

12. Objectives of OD
 To increase cooperation among the
employees.
 To increase the organization
problem solving.
 To put in place process that will
help to improve the ongoing
operation of the organization on a
continuous basis

13. Process of OD
Organizational development is a
planned approach to improve
employee and organizational
effectiveness by conscious
interventions in those processes and
structures that have an immediate
bearing on the human aspect of the
organization.

14. Process of OD
Problem
Identification
Data Collection
Diagnosis
Planning and
implementation
Evaluation and
feedback

15. Process Of OD
 Problem Identification
The first step in OD process involves
understanding and identification of the
existing and potential problems in the
organization. the awareness of the
problems includes the possible knowledge
of the possible organizational problem of
growth, human satisfaction, the usage of
human resource and organizational
effectiveness.

16. Process Of OD
 Data Collection
Having understood the exact problem in
this phase, the relevant data is collected.
 Data Collection techniques:
• Personal Interviews
• Observations
• Questionnaires

17. Process Of OD
 Diagnosis
OD efforts being with diagnosis of the current
situation. Usually, it is not limited to a single
problem. Rather a number of factors liken
attitudes, Assumption, available resources and
management practice are taken into account in
this phase.
 There are four steps in diagnosis
• Structure analysis
• Process analysis
• Function analysis
• Domain analysis

18. • Structure analysis
Determines how the different parts of the organization are
functioning in terms of laid down goals.
• Process analysis
Process implies the manner in which events take place in
sequence. It refers to the pattern or decision making,
communication, group dynamics and conflict management patterns
within organization to help in process of attainment of
organization goals.
• Function analysis
This include strategical variables, performance variables,
results achievement, and final outcomes.
• Domain analysis
Domain refers to the area of organization for organization
diagnosis.

19. Process Of OD
Planning and implementation
After diagnosis the problem the next phase
of OD, is involves planning and
implementation .

20. Process Of OD
Evaluation and feed back
Any Activity is in complete without proper
feedback. Feed back is a process of
relaying evolutions to the client group by
means of specific report or interaction.

21. Role of HRM In OD
HR
TALENT
PERFOR
MANCE
developm
ent
STRUCTU
RE

22. Role of HRM In OD
Structure
 Evaluate which structure works best for your
organization and its clients and/or stakeholders
based on mission, culture, values, resources, and
then make recommendations to the CEO.
 Know and understand the various organizational
structures available to the organization. Re-
assess effectiveness periodically or when there
is a major change in strategic focus and/or
programs.
 Identify the structures of successful
peer/benchmarked organizations.

23. Role of HRM In OD
Talent
 Actively and intentionally seek out top talent,
diverse talent.
 Know your talent. Have a process to accurately
identify their strengths and weaknesses.
 Promote continuous alignment between staff
skills, passions and organizational needs.
 Proactively address workplace barriers to
individual and organizational effectiveness.
Acknowledge they exist and communicate
plans to address concerns.

24. Role of HRM In OD
Performance
 Treat performance goals like fundraising goals!
Create an environment of accountability where
success is measured!
 Develop and implement a plan to close
performance gaps at the individual, department
and organizational levels
 STOP IGNORING LOW PERFORMERS.
Demand improvement or facilitate an exit plan.

25. Role of HRM In OD
Development
 Find resources for training and professional
development.
 Focus on learning that is directly connected to
mission delivery.
 Train staff to be experts in their areas of focus.
Leverage internal resources (i.e. other staff),
Board, community partners, business
professionals to augment learning.
 Regularly educate staff on the business of your
organization including financial metrics and
industry trends and/or best practices.

26. Effectiveness Of OD
 Providing opportunities for people to
function as human beings rather than as
resources in the production process.
 Providing opportunities for each
organization member, as well as for the
organization it self, to develop to his full
potential.
 Seeking to increase the effectiveness of the
organization in terms of all of its goals

27. Effectiveness Of OD
 Attempting to create an environment in which
it is possible to find exciting and challenging
work.
 Providing opportunities for people in
organizations to influence the way in which
they relate to work, the organization, and the
environment.
 Treating each human being as a person with a
complex set of needs, all of which are
important in his or her work and life

28. Assumption & Values Of
OD
Assumption
 Individuals
• People want to grow and
mature.
• Most employees desire
the opportunity to
contribute ( they desire,
seek and appreciate
empowerment)
Values
 Individual
• OD aims to overcome
obstacles to the nature
human tendency to grow,
enabling employees to
contribute more to the
organization
• OD stress open
communication, treating
employees with genuine
dignity and respect is
emphasized.

29. Assumption & Values Of
OD
Assumption
 Groups
• Groups and terms are
critical to organizational
success and individual
need satisfaction
• Groups have powerful
influences on individual
behavior
• The complex roles to be
played in groups require
skill development.
Values
 Groups
• Hiding feelings or not
being accepted by the
group diminishes
individual willingness to
solve problems
constructively.
• Acceptance
collaboration and
involvement lead to
expression of feelings
and perception.

30. Assumption & Values Of
OD
Assumption
 Organization
• Excessive controls, policies
and rules are detrimental
conflict can be functional if
properly channeled
individual and organization
goal can be compatible
• In most organization, the
level of interpersonal
support, trust and
cooperation is lower than
desirable and necessary.
Values
 Organization
• The way groups are
linked, influences their
effectiveness, change
should start at the top
and gradually be
introduced through the
rest of the organization
• The group links the top
and bottom of the
organization

31. Question TimingQuestion Time

32. Thank You