h organizational development 101 prepared by: claudyne garro
DESCRIPTION
New definition “ Organizational development is a system-wide application of behavioral science to the planned development and reinforcement of organizational strategies, structures and processes to improve organizational effectiveness.TRANSCRIPT
hORGANIZATIONAL DEVELOPMENT 101
Prepared By: Claudyne Garro
Definition:
• Old definition
“ Organizational Development is an effort planned, organization-wide, and managed from the top, to increase effectiveness and help through planned interventions in the organization process using behavioral science knowledge.”
• New definition
“ Organizational development is a system-wide application of behavioral science to the planned development and reinforcement of organizational strategies, structures and processes to improve organizational effectiveness.
Purpose: improvement of organization effectiveness.
Scope: Over-all organizational change
Processes: Planned, value-based, consultant-aided, and directed by top Management.
Target: Organization’s culture, structure, strategy, processes.
History
1950- rooted from the attempt to understand the process of group
dynamics.
1980- evidence by massive organizational restructuring and downsizing. OD re-establishes the relationship
between employees and Organizations.
Today: OD is directed to the process of organizational transformation.
Basic Components
• Change Agent
- The person who initiates the change
Job:- diagnosing and classifying the problem- identifying course of action- recommending change procedures- implementing the change
• The client
- recipient of the change effort- might be an individual, a group, or possibly the whole organization
• Intervention
- intervention that the change agent does on behalf of the client
MANUAL OF ORGANIZATIONAL
DESIGN
Organizational Structure – a choice of which interest or which values will have preferred access or greater emphasis.
Organizing- dividing the work
Delegation - Deals with the division of work between vertical levels in the organization.
Degrees:
•Take Action- no further contact with me is needed
•Take Action- let me know what you did
•Look into this problem- let me know what you intend to do; do it unless I tell you not to.
•Look into this problem- let me know what you intend to do; delay action until I give you approval.
•Look into this problem- let me know the pros and cons of probable actions and recommend one for my approval
•Look into this problem- give me all the facts; I will decide what to do.
Key Factors in Choosing Patterns of Organizations
- Will it take advantage of specialization?
- Will it facilitate coordination?
- Will it recognize local conditions?
- Will it reduce expenses?
- Will it provide higher level of service to customers?
- Is it aligned with the mission and values of the organization?
Means of Designing
Organizational Pattern
Organizing by Product/PurposeThe activities necessary to accomplish a given purpose, or to produce a given product, are grouped together under the supervision of a single person.
Organizing by Function
Activities are grouped and supervised on the basis of specialized technical skills.
. Organization by Location
Activities are grouped based on geographic are to be served.
Organizing by equipment
Dividing the organization based on the availability of technology and equipment.
Organizing by time sequence
Activities may be based on time sequence with the work broken down under categories.
Ex. Planning dept., Execution dept., Construction dept .
Organizing by Harmonious Overlap
Involves harmonious overlapping of the different parts of work to speed up the completion.
One phase is started even before the previous one is finished.
Hybrid Structures
Combination of two or more patterns of organization.
“Organizing is a continuous work…a continuously changing work environment requires a continuously changeable structure to keep pace.”
- Dr. William D. Leavitt, Manual of Organizational Design
Leavitt’s Law: Never Create more structure than you need
THANK YOU!