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