APPROACH TO ORGANIZATION DEVELOPMENT
Organization Development (OD) is the process of improving organizations.
The process is carefully planned and implemented to benefit the organization,
its employees and its stakeholders.
The client organization may be an entire company or a smaller part of a larger organization.
The change process supports improvement of the organization or group as a whole .
The client and OD practitioner work together to gather data, define issues and
determine a suitable course of action. The organization is assessed to create an
understanding of the current situation and to identify opportunities for change
that will meet business objectives.
===============================================
*review the current business situation.
*conduct a PEST analysis [ political/economic/social/technology ]
*Review the INDUSTRY trend.
*conduct a SWOT analysis. [strengths, weaknesses, opportunities, threats] of the company.
*develop a GAP analysis, which could include
Action Research is a process which serves as a model for most OD interventions. Action Research is a "process of systematically collecting research data about an ongoing system relative to some objective, goal, or need of that system; feeding these data back into the system; taking actions by altering selected variables within the system based both on the data and on hypotheses; and evaluating the results of actions by collecting more data." The steps in Action Research are :
Entry. This phase consists of finding needs for change within an organization. It is also the time to quickly grasp the nature of the organization, identify the appropriate decision maker, and build a trusting relationship.
Start-up and contracting. In this step, we identify critical success factors and the real issues, link into the organization's culture and processes, and clarify roles for the consultant(s) and employees. This is also the time to deal with resistance within the organization. A formal or informal contract will define the change process.
Assessment and diagnosis. Here we collect data in order to find the opportunities and problems in the organization.
This is also the time for the consultant to make a diagnosis, in order to recommend appropriate interventions.
Feedback. This two-way process serves to tell those what we found out, based on an analysis of the data. Everyone who contributed information should have an opportunity to learn about the findings of the assessment process (provided there is no apparent breach of anyone's confidentiality.) This provides an opportunity for the organization's people to become involved in the change process, to learn about how different parts of the organization affect each other, and to participate in selecting appropriate change interventions.
Action planning. In this step we will distill recommendations from the assessment and feedback, consider alternative actions and focus our intervention(s) on activities that have the most leverage to effect positive change in the organization. An implementation plan will be developed that is based on the assessment data, is logically organized, results- oriented, measurable and rewarded. We must plan for a participative decision-making process for the intervention.
Intervention. Now, and only now, do we actually carry out the change process. It is important to follow the action plan, yet remain flexible enough to modify the process as the organization changes and as new information emerges.
Evaluation. Successful OD must have made meaningful changes in the performance and efficiency of the people and their organization. We need to have an evaluation procedure to verify this success, identify needs for new or continuing OD activities, and improve the OD process itself to help make future interventions more successful.
Adoption. After steps have been made to change the organization and plans have been formulated, we follow-up by implementing processes to insure that this remains an ongoing activity within the organization, that commitments for action have been obtained, and that they will be carried out.
Separation. We must recognize when it is more productive for the client and consultant to undertake other activities, and when continued consultation is counterproductive. We also should plan for future contacts, to monitor the success of this change and possibly to plan for future change activities.
It would be nice if real OD followed these steps sequentially. This rarely happens. Instead, the consultants must be flexible and be ready to change their strategy when necessary. Often they will have to move back and repeat previous steps in light of new information, new influences, or because of the changes that have already been made.
*develop a GAP analysis, which could include
-functions like marketing, sales, distribution, finance,administration, human resources etc.
-PROCESSES like core business, enabling business,supporting business etc
-SYSTEMS like planning, budgeting, compensation, quality, training, performance management.
* products
*service
etc etc etc.
===============================================
clarifying vision, strategies, values and leadership team culture
developing comprehensive growth plans tailored to unique needs
identifying the client's current life-cycle stage to determine timing for creating structure, procedures, process maps, etc.
organizing critical success factors including metrics that will drive success for the company .
conducting needs assessment for training and staff development
providing custom leadership development programs to move an organization to the next phase in its life cycle (from start-up to stabilization for example)
assisting the organization to navigate rapid change while staying focused on critical success factors
===============================================
OD practitioner work with all levels of employees. Examples include:
· CEO or Vice Presidents -- during changes in corporate strategy, mission, leadership development, technology or organization structure.
· Middle Managers -- within specific areas or across functions to identify sources of conflict and barriers to performance, or help build a broader vision and more effective leadership.
· First-line supervisors -- improve operations and employee involvement, establish high involvement work teams, improve organizational communication, install statistical process control, develop supervisory training or new reward systems.
· Line workers -- to facilitate job redesign improved performance, teambuilding or improvement in the work environment.
===============================================
WHAT YOU CAN DO TO MAKE ''OD'' HAPPEN
Vision & Strategy Development
Change Management
Executive and Leadership Coaching & Development
Organization Culture Assessment & Development
Innovation and Creativity Practices
Communication, Influence, and Conflict Resolution Skills
Employee Development & Coaching
Performance Management & Career Planning
Process Management/Improvement
Development of Self-Directed/Shared Leadership Teams
Meeting Effectiveness & Group Facilitation
Goal Setting
Team Building
Organization restructuring
T Q M
etc.
Organization Development (OD) is the process of improving organizations.
The process is carefully planned and implemented to benefit the organization,
its employees and its stakeholders.
The client organization may be an entire company or a smaller part of a larger organization.
The change process supports improvement of the organization or group as a whole .
The client and OD practitioner work together to gather data, define issues and
determine a suitable course of action. The organization is assessed to create an
understanding of the current situation and to identify opportunities for change
that will meet business objectives.
===============================================
*review the current business situation.
*conduct a PEST analysis [ political/economic/social/technology ]
*Review the INDUSTRY trend.
*conduct a SWOT analysis. [strengths, weaknesses, opportunities, threats] of the company.
*develop a GAP analysis, which could include
Action Research is a process which serves as a model for most OD interventions. Action Research is a "process of systematically collecting research data about an ongoing system relative to some objective, goal, or need of that system; feeding these data back into the system; taking actions by altering selected variables within the system based both on the data and on hypotheses; and evaluating the results of actions by collecting more data." The steps in Action Research are :
Entry. This phase consists of finding needs for change within an organization. It is also the time to quickly grasp the nature of the organization, identify the appropriate decision maker, and build a trusting relationship.
Start-up and contracting. In this step, we identify critical success factors and the real issues, link into the organization's culture and processes, and clarify roles for the consultant(s) and employees. This is also the time to deal with resistance within the organization. A formal or informal contract will define the change process.
Assessment and diagnosis. Here we collect data in order to find the opportunities and problems in the organization.
This is also the time for the consultant to make a diagnosis, in order to recommend appropriate interventions.
Feedback. This two-way process serves to tell those what we found out, based on an analysis of the data. Everyone who contributed information should have an opportunity to learn about the findings of the assessment process (provided there is no apparent breach of anyone's confidentiality.) This provides an opportunity for the organization's people to become involved in the change process, to learn about how different parts of the organization affect each other, and to participate in selecting appropriate change interventions.
Action planning. In this step we will distill recommendations from the assessment and feedback, consider alternative actions and focus our intervention(s) on activities that have the most leverage to effect positive change in the organization. An implementation plan will be developed that is based on the assessment data, is logically organized, results- oriented, measurable and rewarded. We must plan for a participative decision-making process for the intervention.
Intervention. Now, and only now, do we actually carry out the change process. It is important to follow the action plan, yet remain flexible enough to modify the process as the organization changes and as new information emerges.
Evaluation. Successful OD must have made meaningful changes in the performance and efficiency of the people and their organization. We need to have an evaluation procedure to verify this success, identify needs for new or continuing OD activities, and improve the OD process itself to help make future interventions more successful.
Adoption. After steps have been made to change the organization and plans have been formulated, we follow-up by implementing processes to insure that this remains an ongoing activity within the organization, that commitments for action have been obtained, and that they will be carried out.
Separation. We must recognize when it is more productive for the client and consultant to undertake other activities, and when continued consultation is counterproductive. We also should plan for future contacts, to monitor the success of this change and possibly to plan for future change activities.
It would be nice if real OD followed these steps sequentially. This rarely happens. Instead, the consultants must be flexible and be ready to change their strategy when necessary. Often they will have to move back and repeat previous steps in light of new information, new influences, or because of the changes that have already been made.
*develop a GAP analysis, which could include
-functions like marketing, sales, distribution, finance,administration, human resources etc.
-PROCESSES like core business, enabling business,supporting business etc
-SYSTEMS like planning, budgeting, compensation, quality, training, performance management.
* products
*service
etc etc etc.
===============================================
clarifying vision, strategies, values and leadership team culture
developing comprehensive growth plans tailored to unique needs
identifying the client's current life-cycle stage to determine timing for creating structure, procedures, process maps, etc.
organizing critical success factors including metrics that will drive success for the company .
conducting needs assessment for training and staff development
providing custom leadership development programs to move an organization to the next phase in its life cycle (from start-up to stabilization for example)
assisting the organization to navigate rapid change while staying focused on critical success factors
===============================================
OD practitioner work with all levels of employees. Examples include:
· CEO or Vice Presidents -- during changes in corporate strategy, mission, leadership development, technology or organization structure.
· Middle Managers -- within specific areas or across functions to identify sources of conflict and barriers to performance, or help build a broader vision and more effective leadership.
· First-line supervisors -- improve operations and employee involvement, establish high involvement work teams, improve organizational communication, install statistical process control, develop supervisory training or new reward systems.
· Line workers -- to facilitate job redesign improved performance, teambuilding or improvement in the work environment.
===============================================
WHAT YOU CAN DO TO MAKE ''OD'' HAPPEN
Vision & Strategy Development
Change Management
Executive and Leadership Coaching & Development
Organization Culture Assessment & Development
Innovation and Creativity Practices
Communication, Influence, and Conflict Resolution Skills
Employee Development & Coaching
Performance Management & Career Planning
Process Management/Improvement
Development of Self-Directed/Shared Leadership Teams
Meeting Effectiveness & Group Facilitation
Goal Setting
Team Building
Organization restructuring
T Q M
etc.