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Organizational Development: Key Elements

Organizational development is a science-based process that helps organizations change and improve their effectiveness. It involves developing, improving, and reinforcing strategies, structures, and processes. The goals of organizational development include increasing profits, market share, and an organization's ability to grow. Key elements of organizational development theory focus on organizational climate, culture, and strategies for diagnosing problems and planning, implementing, and evaluating change interventions. Common techniques include human resource management interventions around performance, talent development, diversity, and wellness. The organizational development process involves diagnosis of performance gaps, design of an intervention strategy, development and implementation of the strategy, and evaluation.

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38 views4 pages

Organizational Development: Key Elements

Organizational development is a science-based process that helps organizations change and improve their effectiveness. It involves developing, improving, and reinforcing strategies, structures, and processes. The goals of organizational development include increasing profits, market share, and an organization's ability to grow. Key elements of organizational development theory focus on organizational climate, culture, and strategies for diagnosing problems and planning, implementing, and evaluating change interventions. Common techniques include human resource management interventions around performance, talent development, diversity, and wellness. The organizational development process involves diagnosis of performance gaps, design of an intervention strategy, development and implementation of the strategy, and evaluation.

Uploaded by

Prashant Jadhav
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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Organizational Development

Organizational development is a critical and science-based process that helps organizations


builds their capacity to change and achieve greater effectiveness by developing, improving, and
reinforcing strategies, structures, and processes.

Key Elements:

Critical and science-based process: Organizational Development is an evidence-based and


structured process. It is not about trying something out and seeing what happens. It is about using
scientific findings as input and creating a structured and controlled process in which assumptions
are tested, it is about testing if the outcomes reflect the intention of the intervention.

Developing, improving, and reinforcing strategies, structures, and processes: Organizational


development applies to changes in strategy, structure, and/or processes. This implies a system-
approach, where we focus on an entire organizational system. This can include the full
organization, one or more locations, or a single department.

Goals

The goals differ as per organization. Goals can include increasing profits, profit margins, market
share, moral and/or cultural values, and the general ability of the organization. The goal of
Organizational development is to develop these aspects, as they can help a business to grow in
the marketplace.

Organizational Development Theory

Organizational development theory is dedicated to expanding the working knowledge of


individuals to enhance and to make more effective organizational performance and change.

Key Concepts of Organizational Development Theory

Organizational Climate: It is a set of attributes specific to a particular organization that may be


induced from the way that organization deals with its members and its environment. Attitudes
and beliefs about organizational practices create organizational climate and influence members
collective behavior. Climate features and characteristics may be associated with employee
satisfaction, stress, service quality and outcomes and successful implementation of new
programs.

Organizational Culture: Deeply seated norms, values and behaviors that members share. The
five basic elements of culture in organizations include:

 Assumptions

 Values

 Behavioral norms

 Behavioral patterns

 Artifacts

Organizational Strategies:

A common Organizational development approach used to help organizations negotiate change.

Diagnosis

 Helps organization identify problems that may interfere with its effectiveness and assess
the underlying causes

 Usually done through key informant interviews or formal surveys of all members.

Action planning

 Strategic interventions for addressing diagnosed problems are developed.

 The organization is engaged in an action planning process to assess the feasibility of


implementing different change strategies that lead to action.
Intervention

 Change steps are specified and sequenced, progress monitored, and stakeholder
commitment is cultivated.

Evaluation

 Assess the planned change efforts by tracking the organization's progress in


implementing the change and by documenting its impact on the organization.

Organizational Development Techniques

Human Resource Management Interventions

These are organizational development techniques that focus on the way the individual is
managed. Many of these are used by the HR department as well.

 Performance management. Good performance management includes techniques such as


goal setting, performance appraisal, and reward systems.
 Developing talent. This includes talent management practices like coaching &
mentoring, career planning, development interventions, and management and leadership
development
 Diversity interventions. Diversity is a source of innovation. This includes age, gender,
race, and sexual orientation, disabilities, and culture and value orientation. These
interventions are aimed at increasing diversity.
 Wellness interventions. Employee wellness interventions include stress management
programs, and employee assistance programs. They address social trends and aim for a
healthy work-life balance.
Application of OD Interventions:

Diagnosis: The search for performance gaps is called as diagnosis. These gaps help to know
where Employee’s performance is less than desired. For accurate diagnosis o f the current
scenario, there should be a trustworthy relationship between the Employer and Employee. This
relationship helps in collaboration to find out real need o f the change. For successful diagnosis it
is necessary to link performance improvement strategies to achieve business goals. Underlying
causes for this performance gap are analyzed. Causes can be categorized into internal or external.
Internal causes may lead to adoption of new strategy or setting new goals. External causes may
lead to designing new actions in regards to actions o f competitors or by regulatory or social
related changes.

Designing an OD intervention strategy: Diagnosis leads to designing an OD intervention


strategy that is problem based. Objectives o f OD intervention strategies are developed to have a
direct link with business goals. Designing an OD intervention strategy represents the best
solution, outlines specific outcomes, and role o f each component in the entire process.
Designing also gives specific points to keep watch on for evaluation o f the process.

Development of OD intervention Strategy: Design is a blueprint o f developing an OD


strategy. The OD intervention strategy is designed and developed with the evaluation objectives.
The development of OD intervention strategy is crucial step as it is directly related to desired
outcomes.

Implementation of OD intervention strategy: Action takes place and progress is evaluated,


organizational members can be engaged at this stage. The deployment needs high level o f
energy and creativity o f participants. Participants need to have clear picture o f change and their
role at each step. Accountability with meaningful feedback is reinforced for process to be
effective. Evaluation can be conducted by constructing pilot studies and data collection

Evaluation: h can be studied by understanding impact after implementing OD strategy. It can


be done be checking immediate feedback or learning gained through the process, or by
evaluating performance. This is continuous process.

Diagnosis

Evaluation Designing

Implementatio
Development
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