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OPERATIONAL COMPONENTS OF ORGANIZATIONAL DEVELOPMENT
Presented By -
Priyanka Sharma - 77
Shephali Srivastava - 96
What’s Organizational Development ???
Organizational
Development
Planned &
Systematic
Process
Collaborative
Diagnosis
Support Of Top
Management
Application Of
Behavioral
Science Principles
Introduced to
enhance Organizat
ional effective
ness
Organizational Iceberg Model
Components of OD
Diagnostic Action Process Maintenance
“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
Methods forCollecting Data
Questionnaires
Permits quantitative comparison
and evaluation
Interviews
Interviews may be highly
structured or unstructured
Observations
Observe organisational behaviors in
their functional settings
Unobtrusive
Methods
• Data is not collected
directly from respondents
but from secondary
sources
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
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
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
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
“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
OD Interventions – Actions taken to produce desired changes!!!
Need for OD Intervention
Corrective Action
When an organisatio
n has a problem it
takes corrective action – to
fix it
Enabling Action
When an organizatio
n sees an unrealized opportunit
y it uses this action to seize the opportunit
y
Alignment Action
When features of
organization are out of alignment this action gets things
back ‘in sync’
New VisionWhen
yesterday’s vision is no
longer good
enough actions to
build necessary structures, processes
and culture are needed
to make new vision
a reality
Action ProcessPlanni
ng Actio
n
Executing Actio
n
Evaluating Actio
n
Analyzing DiscrepanciesWhat is
happening?
What should be happening?
Where one wants to be?
Where one is?
“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
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.