Organizatio

n Planning,
Design and
Developme
nt
 Organization
Planning
Organization planning defines or
reshapes the organization structure for
• Clarifying objectives, roles and
relationships;
• Determining the management
resources required now and in the
future;
• Providing information on job
requirements so that the right people
can be appointed, adequate training
can be given, and payments to staff
are commensurate with their relative
levels of responsibility and value to
the organization.
Types of Planning

• Strategic Planning
• Operational Planning
Strategic Planning
The objective of strategic planning is
to determine future activities that will
be worthwhile. More specifically,
strategic planning guarantees that the
organization uses its resources—
skilled labor, business connections,
core competencies, etc.—efficiently to
meet its short- and long-term
objectives. addresses the question,
"What are the mission, vision, and
value system of the company?"
Operational Planning
Operational planning is the process of
breaking down a company objective or
a set of corporate objectives into
smaller stages through analysis. The
main goals of operational planning are
to maintain and reorganize existing
categories (such as primary strategies
that have been specified by higher
management, current products, and
organizational structures). Operational
planning is simply a programming
assignment with the goal of
implementing several strategies.
 TECHNIQUES

Organization Analysis

Organization Design
 This is the process of
defining the objectives and
activities of the organization
ORGANIZATION
in the light of an
ANALYSIS examination of its external
environment and internal
circumstances.

The organization design is a

dynamic process, yet most of
the models and concepts are
static. Some of the limitations of ORGANIZATION
a static model can be overcome
by focusing on the stagewise DESIGN
process of development of an
organization and by
 METHOD

The initial stages of defining overall aims

and purposes, defining and classifying
objectives and conducting an external
analysis of factors affecting the
organization are described separately.
ORGANIZATION
DEVELOPMENT
 Definition
Organizational development (OD) is concerned with
planning and implementation of programmes designed to
improve the effectiveness with which an organization
functions and responds to change. It is based on scientific
awareness of human behaviour and organization dynamics.

Objectives
• Improved organizational performance as
measured by profitability, market share,
innovativeness.
• Better adaptability of the organization to its
environment.
• Willingness of members to face organizational
problems and find creative solutions to these
problems.
• Improvement in internal behaviour patterns.
 Characteristic Features
• They are managed, or at least strongly supported, from the top but make
use of third parties or ‘change agents’ to diagnose problems and hence
manage change by various kinds of planned ‘interventions’.
• The plans for OD are based upon systematic analysis and diagnosis of the
circumstances of the organization and the changes and problems affecting
it.
• They make use of behavioural science to improve the way the organization
copes with such processes as interaction, communications, participation,
planning and conflict. Typical activities include:
⚬ Introducing new systems or structures;
⚬ Working with teams on team development;
⚬ Working on inter-group relationships either defining roles or resolving
conflict; and
⚬ Educational activities for improving personal skills concerned with
relationships between people.
Models of Organization
Development
Lewin’s Unfreezing, Changing and Freezing Model
• Stage 1: Unfreezing. Creating the need for change, motivating the people for change and minimizing
resistance to change.
• Stage 2: Changing. Transition from old behaviour to experimentation with new behaviour in terms of
L-R
cognitive redefinition through identification (information from a single source) and scanning (information
01 — Roxborough House, 1997
through multiple sources). 02 — Opera House, 1685
• Stage 3: Re-freezing. Stabilising and integrating the change by reinforcing the new behaviours and
integrating them into one’s personality, as well as in formal and interpersonal relationships.
Larry Griener’s Sequential Process Model
 Organization Development Action Research Process

• Background variables:
⚬ Structural factors (design parameters, technology, working conditions, etc.);
⚬ Process factors (managerial practices, sanctions and reward systems, leadership behaviour,
etc.); and
⚬ Employee-related variables (attitudes, expectations, work values, and the organization
environment (social, political and economic factors).
• Organization-related activities that include the process variables and the expected employee
01 — Opera House, 1685
behaviour.
• The resultant behaviour at the work, process and employee levels.
• Resultant of the above-mentioned aspects for organizational growth and development and
Organization Development Action Research Process
Diagnostic Methods
• Examining work roles and coordinating between individuals,
or between departments and functions.
• Evaluating procedures for planning, coordinating, allocating
resources, setting performance standards, monitoring
performance, output quality or cost.
• Analysing information systems and information flows.
• Collecting and analysing feedback on operational problems,
on attitudes, morale or job satisfaction.
• Assessing leadership styles and relationships within or
between work groups.
• Reviewing rewards and incentives and opportunities for
personal development or career progression.
• Investigating internal procedures for negotiating terms and
conditions of employment, or for resolving conflicts and
disputes.
 Planning the Programme
• Define the objectives of the programme—as specifically as possible;
• Establish criteria to enable measuring the ultimate effectiveness of the
programme and monitoring its progress during intermediate stages; and
• Prepare the action plan.
 Characteristics of a Successful OD Programme
• It is a planned programme which involves the whole of an organization, or a
relatively autonomous unit within an organization.
• It is not a programme to improve managerial effectiveness in the abstract. It is
designed to create organizational conditions which will directly help the
institution to accomplish a specific strategy.
• The senior management of the organization is personally committed to the
goals of the programme.
• It is a long-term effort, because two or three years are usually required for any
significant organizational change to be planned, implemented, and its benefits
realized and rewarded.
• The programme is action-oriented. In this respect, an organizational
development programme differs from a training programme in which the
individual is left to transfer any knowledge or skill acquired, because the
programme is designed from the outside to generate action by those involved.
• Particular emphasis is placed on changing perceptions, attitudes and behaviour,
and not solely on structural or procedural change.
• It relies on some form of experience-based learning through which participants
can examine the present situation, define new goals, and explore new ways of
achieving them.
• The basis of all programmes are the groups or teams from which the
organization is constructed.
 arigatou
gozaimasu