File Name: nature and scope of organisational development .zip
Organizational development is a separate academic discipline for a reason. Interestingly , the study of human relations gave birth to discipline of organizational development.
- 15 Key Benefits of Organizational Development
- NATURE AND SCOPE (FEATURES) OF ORGANIZATIONAL BEHAVIOUR
- Top 13 Characteristics of Organizational Development
Organization development OD is the study of successful organizational change and performance.
15 Key Benefits of Organizational Development
This article throws light on the thirteen major characteristics of organisational development, i. Organisational development OD is an educational strategy for bringing about planned change. Planned change concept makes it different from other approaches for change in organisations. This change covers the entire organisation. Organisational Development is the development of the whole organisation so that it can respond to change effectively. OD tends to ensure that all parts of the organisation are well coordinated in order to solve the problems and opportunities that are brought by change.
OD is a long term process. It may take months or years to implement it. OD is never intended to be a stopgap arrangement or measure. OD is concerned with the various groups in the organisation and their interactions with each other.
It is concerned with formal as well as informal or social relationships. It is concerned with group structures, processes and attitudes. OD emphasizes on the relationships among the groups not on the groups themselves.
The services of outside experts are obtained, generally, to implement the OD process. When the primary change agent is a consultant from outside the organisation, he can operate independently without ties to the organisational hierarchy and politics of the organisation.
The personnel director is the internal agent of the organisation who coordinates the programme with the management and the external agent.
As the external agent also works with the management, there is a three way relationship of the personnel director, management and the outside consultant as they develop the OD programme.
Very rarely, an internal change agent is used by the organisation, who usually is a specialist on the personnel staff. OD emphasizes on problem solving rather than just theoretical discussion of the problems.
The focus on real, ongoing problems rather than the theoretical or artificial ones is called actions research. Action research is a very important feature of OD. Sometimes, OD is called organisational improvement through action research. In the traditional approaches, training was provided to the people by lecture and discussion method, in which people talk about only abstract ideas.
But in OD, particularly learn by experiencing in the training environment the kind of human problems they face on the job. This approach tends to produce more changed behaviour than the traditional approach.
Theory is also necessary and desirable, but the ultimate test is how it applies in real practice. These answers are provided by OD.
In contrast to the traditional management structure where orders are issued at upper levels and simply carried out by low levels, OD stresses collaboration among levels. In OD, organisations are viewed in a systems perspective. In OD, an effort is made to improve interpersonal relations, open communication channels, build trust and encourage responsiveness to others. For this OD relies on group processes like group discussions, inter group conflicts, confrontations and procedures for co-operations.
OD assumes that the culture of every organisation is different from the culture of the other organisations. The assumption that a particular solution can be applied to the problems of all the organisations is generally not made in OD. Instead the culture of each organisation must be understood and relations consistent with culture be developed.
In OD, feedback is given to all the participants about themselves, which provides them a basis for their next activities. They generally base their decisions on this concrete data.
With the help of feedback of information, employees will be encouraged to understand a situation and take self corrective action before somebody else tells them what to do. OD is flexible and pragmatic, adapting the actions to fit particular needs. Although some occasional OD change agent may have to impose a single best way on the group, there is, usually, open discussion of several better alternatives rather than a single best way.
The basic objective of OD is to build better team work throughout the organisation. OD tries to tie all the groups, small and large, working in the organisation, together to make one integrated and cooperative group. If any groups have some differences, OD will help them to find out the ways for solving the differences. The result of effective team work will be improved organisational performance. Organizational Development Process: 7 Steps.
NATURE AND SCOPE (FEATURES) OF ORGANIZATIONAL BEHAVIOUR
The new state of things can have an entirely different nature from the old state of things or OD focuses on total system change and views organizations as complex social systems. Phase: 1 Initial definition of purpose and scope. Phase: 2.
Top 13 Characteristics of Organizational Development
Organizational development is defined as the use of organizational resources to improve efficiency and productivity in the workplace. An effective organization can also boost employee morale because workers can feel more empowered and valued when your company is well structured. The importance of organizational development also extends to how you solve problems within your company as well as the ways in which you analyze a process to find a more efficient way of doing it.
This article throws light on the thirteen major characteristics of organisational development, i. Organisational development OD is an educational strategy for bringing about planned change. Planned change concept makes it different from other approaches for change in organisations. This change covers the entire organisation. Organisational Development is the development of the whole organisation so that it can respond to change effectively.
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Единственная спиральная лестница упиралась в каменную камеру квадратной формы, в стенах были проделаны узкие прорези для обозрения, но, разумеется, никакого выхода он не. Дэвид Беккер поднялся на последнюю крутую ступеньку и, едва держась на ногах, шагнул в крошечную каменную клетку. Со всех сторон его окружали высокие стены с узкими прорезями по всему периметру. Выхода. Судьба в это утро не была благосклонна к Беккеру. Выбегая из собора в маленький дворик, он зацепился пиджаком за дверь, и плотная ткань резко заставила его остановиться, не сразу разорвавшись. Он потерял равновесие, шатаясь, выскочил на слепящее солнце и прямо перед собой увидел лестницу.
Ключ, Чед. Бринкерхофф покраснел до корней волос и повернулся к мониторам. Ему хотелось чем-то прикрыть эти картинки под потолком, но .