Training Programs: the design, delivery, methods and media.ppt
- 1. What is Organizational Development? • It is the application of social science techniques to plan change in organizational settings for the purpose of enhancing organizational effectiveness and the development of individuals.
- 2. Underlying Values • Concept of people • Concern for science • Democratic principles • The helping relationship
- 3. Potential Conflicts with OD • Conflict with profit making • Conflict with managerial prerogatives
- 7. After Diagnosis • Feeding back the information • Choosing interventions • Managing change • Institutionalizing change
- 8. Team Building • Improved group processes • Communication • Goal clarification • Role clarification • Task orientation
- 9. Survey Feedback • Small meetings to feedback survey results • Meetings used to formulate change • Managers conduct meetings to indicate commitment
- 10. Employee Involvement • Quality of worklife • Quality circles • Total quality management
- 11. Re-Engineering • Job redesign • Teamwork • Work performed by most appropriate person • Advanced information technologies used
- 12. OD Effectiveness • More impact on organizational than individual outcomes • Works better for white collars than blue collars • Works better if multiple techniques are used • Technological change shows more positive outcomes
- 13. Measurement Problems • Difficult to isolate cause of outcomes since OD efforts often involve multiple changes • May be the result of Hawthorne effects • Change may be due to maturation or passage of time and not intervention
- 14. Ethical Issues • The role of the OD practitioner • Who’s values
- 15. Backwards & Forwards • Summing up: We looked at OD values and how the process operates. We explored major approaches and the difficulties inherent in evaluating interventions • Looking ahead: We conclude the semester by looking at organizational behavior in a global context