OD-HRD INTERFACE &
PARTICIPATION OF TOP MANAGEMENT IN OD
Submitted by-Group- IX
Ravi Ranjan
Artong
Kangkan
Neeraj
MHROD,DEPARTMENT OF COMMERCE,DELHI SCHOOL OF ECONOMICS 12TH MARCH ,2011
What is Organizational Development?
A process for teaching people how to solve problems , & take advantage of opportunities.
"People are like stained-glass windows. They sparkle and shine when the sun is out, but when the darkness sets in, their true beauty is revealed only if there is a light from within."- Elisabeth Kubler-Ross (Psychiatrist and Author)
ABOUT ORGANISATIONAL DEVELOPMENT
Relatively new field of study -1950s & early 1960s OD is about how organizations and people function and how
to get them function better. “A systematic process for applying behavioral science
principles & practices in organizations to increase individual & organizational effectiveness.”
“Organization Development is an effort (1) planned, (2) organization-wide, and (3) managed from top, to (4) increase organization effectiveness and health through (5) planned interventions in organization’s “processes”, using behavioral-science knowledge. …Beckhard, 1969
OD is an organization improvement strategy
CONTD. It emerged out of insights from group dynamics & from the theory &
practice of planned change. In the mid-1970s, O.D. was first introduced in India in Larsen
and Toubro as a formal and structured part of the HRD department.
OD – An organizational improvement strategy focusing on dual aspect
: improving organizations & developing individuals.
Start Point – when the leader identifies an undesirable situation and seeks to change it.
Focus - Making organizations function better (total system change).
Orientation - Action (achieving results through planned activities).
No unifying theory – just models of practice
Poor morale
Unclear goals
Poor quality
Poor t
eam pe
rform
ance
Intergroup conflict
`
Organization
Poorly designed tasks
Inappropriate leadership style
Interpersonal conflicts
Low productivity
Poor alignment to organization’s strategy
Start Point
Inappropriate o
rganizatio
n structu
re
Focus
Change – new state of things, different from old state of things
Can be viewed as an opportunity or as a threat
Change
First order change
Second order change
(making moderate adjustments)
(reinvent, reengineer, rewrite)
What needs to be changed and how to go about it ?
OD consultants are experts in organizational change
Diagnosing
Orientation
Taking Action
Re-Diagnosing
Taking New Action
This process is known as
‘Action Research’
Change occurs based on the actions taken
New knowledge comes from examining the results of the actions.
Three ingredients:
1. Participation
2. OD consultant (as collaborator & co-learner)
3. Iterative process of diagnosis & action
HUMAN RESOURCE DEVELOPMENT(HRD)
Defined as “a set of systematic & planned activities designed by an organization to provide its members with the opportunities to learn necessary skills to meet current & future job demands.”
The original HR wheel from McLagan identified three primary HRD functions:
1. Training & development,
2. Organization development, &
3. Career development
CONTD.
Human Resources Development is a framework for the expansion of human capital within an organization.
Human Resources Development is the medium that drives the process between training and learning in a broadly fostering environment. Human Resources Development is not a defined object, but a series of organized processes, “with a specific learning objective” (Nadler,1984).
A quality HRD department is a strategic partner and asset to the organization.
OD-HRD INTERFACE
An Organization Development practitioner is to an organization as a physician is to a human body. The practitioner "diagnoses" (or discovers) the most important priorities to address in the organization, suggests a change-management plan, and then guides the organization through the necessary change. There are different definitions and views on how the change should occur.
The Human Resources Development (HRD) department should be an integral part of the overall OD strategy by directing personnel toward the desired outcomes. Since HRD is a part of OD the strategic planning will involve similar and or the same concepts.
OD-HRD INTERFACE
In recent years, one particular concept of increased interest is the “measuring” of the processes and affects of HRD. These HRD measurements are seen as a leading indicators rather than lagging indicators such as financial reports.
The HRD measurements are documented to track how well each process is contributing to the overall OD strategy.
HRD must define and identify the performance drivers and enablers of the organization that fit into the OD strategy.
A performance driver that is identified to increase customer satisfaction may stem from training sales associates to ask customers certain questions that will better describe the customer's needs and desires. These measurements also allow for the verification of how HRD contributes to the strategy and bottom line of the organization.
OD-HRD INTERFACE
A major concept in HRD is the process of defining and training personnel in specific competencies.
One of the functions of training is developing behavioral changes in personnel to the betterment of both the person and the organization. These are valued changes such as increasing competencies that improve process skills that further lead to the creation of opportunities for recognition, promotions for the employee and increased productivity for the organization.
The process of matching proper personnel to the position or tasks is also an important concept in HRD. Spending the right amount of time and money in recruiting quality personnel is a trade off that, done properly, will result in lower turnover rates, higher aptitude toward learning the required competencies of the positions and innovations of improving the positions and processes.
CONTD.
HR and OD share similar roots in the human aspect of organizations. In the past, distinct differences between HR and OD served to clearly differentiate the two disciplines. However, as each discipline has evolved, the differences between them have diminished. Currently, the fields of HR and OD are blurred, with no evident dividing line drawing distinction between these two disciplines
In the present, as HR functions are outsourced and OD departments emerge in organizations, we have HRD and OD battling over who should be located inside the organization. HRD is trying to protect their internal location as OD begins to move in.
Forces Influencing the Workplaceand Training
GlobalizationNeed for leadershipIncreased value placed on knowledgeAttracting and winning talentQuality emphasisChanging demographics and diversity of the
work forceNew technologyHigh-performance model of work systems
1 - 14
15
Employee Training and Development
• Importance of Training• Who Will Do the Training• How Employees Learn
Best• Developing a Job Training
Program• Retraining• Orientation• Overcoming Obstacles to
Learning
Training Design Process
Conducting Needs
Assessment
Ensuring Employees’
Readiness for Training
Creating a Learning
Environment
Ensuring Transfer of
Training
Developing an Evaluation Plan
Select Training Method
Monitor and Evaluate the
Program
17
Overcoming Obstacles to Learning
• Reduce fear with a positive approach (convey confidence in the worker).
• Increase motivation: emphasize whatever is of value to the learner, make the program form a series of small successes, build in incentives and rewards.
• Limited abilities: adjust teaching to learners level.
• Laziness, indifference, resistance: May mean a problem worker.
18
Overcoming Obstacles to Learning
• Teaching not adapted to learners: Deal with people as they are (teach people not tasks), keep it simple, involve all the senses.
• Poor training program: revise to include objectives.
• Poor instructor: The trainer needs to know the job, be a good communicator + leader, sensitive, patient, helpful, etc.
Training meeting about sustainable design. The photo shows a training meeting with factory workers in a stainless steel
eco-design company from Rio de Janeiro, Brazil.
These types of meeting are important in order make people work together in one shared goal. [source:wikipedia]
Top management’s role in OD
An OD intervention is usually a top down activity that is initiated by the senior management to improve organisational effectiveness or to deal with the current or expected future challenges of the market place.
Contd.
These responsibilities divided into three parts :
1. Pre intervention
2. During intervention
3. Post intervention
Pre intervention
The planned change process generally starts when one or more key managers somehow sense that their organization could be improve or has problem that could be alleviated through organization development.
Problem such as poor product quality , high rate absenteeism and conflicts.
Initial responsibility of top management called entering and contracting stage
Pre intervention
These are the stages of pre intervention:
Entering into an OD relationship
Clarifying the organizational issues
Determining the OD team member
Select an OD practitioner
cont….
Developing a contract
Clarifying mutual expectation
Allocating time and resources
Establish ground rule
During intervention
Organization leaders must give careful attention to each activity when planning and implementing organizational change. Unless individuals are motivated and committed to change, unfreezing the status quo will be extremely difficult.
Five activities must be managed effectively to realize success
Motivating change
Creating readiness for change
Overcome Resistance to change
Developing political support
Sustaining momentum
Post intervention
The final stage of the OD cycle— evaluation and institutionalization. Evaluation is concerned with providing feed-back to practitioners and organization members about the progress and impact of interventions. Such information may suggest the need for further diagnosis and modification of the change program, or it may show that the intervention is successful.
Four stages of post intervention
Implementation and evaluation feedback
Institutionalizing intervention
Reward allocation
Sensing and calibration
OD can make a difference
Good understanding Proper response Adaptability
www.odnetwork.orgAn international association of professionals engaged in work that makes organizations healthier and more effective
How much do you know about the effects of organizational development on the people affected by the change?
http://www.buzzle.com/editorials/9-13-2006-108634.asp
http://www.orkut.co.in/Main#Community.aspx?cmm=55127430http://www.facebook.com/pages/Organizational-Development/110127225682501
REFFERANCES
http://www.oppapers.com http://findarticles.com/p/articles www.odnetwork.org www.wikipedia.org www.citehr.com www.slideshare.net Organizational development : french,bell,vohra,6th edition