ORGANIZATION

DEVELOPMENT APPROACH
ORGANIZATION DEVELOPMENT

It is concerned with facilitating change in organizations through a holistic and humanistic

approach that puts people at the heart of the process.

It is an effort that focuses on improving an organization’s capability through the alignment of

strategy, structure, people, rewards, metrics, and management processes

It is a science-backed, interdisciplinary field rooted in psychology, culture, innovation, social

sciences, adult education, human resource management, change management, organization
behavior, and research analysis and design, among others.
 GOALS OF
ORGANIZATIONAL
DEVELOPMENT
CHARACTERISTICS OF
ORGANIZATIONAL
DEVELOPMENT
Characteristics of OD include:
Changes to the structure, culture, strategy, and processes of an individual job through to an entire
organization

The application of behavioral science knowledge and practice to facilitate transformation within an
organization

The improvement of organizational effectiveness by involving members of the organization in

understanding the challenge while enabling in them new skills, knowledge and ways of thinking

The promotion of high productivity performance, quality products, financial performance and continuous
improvement

The facilitation of change in a flexible, adaptive and often participative way

Sustainability, so consistent change in the right direction continues beyond the life of the initial change
initiative
 KEY CONCEPTS OF
ORGANIZATIONAL
DEVELOPMENT APPROACH
ORGANIZATIONAL CLIMATE
◦ It is defined as the mood or unique “personality” of an organization
◦ Attitude 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.
◦ Climate features and characteristics include:
◦ Leadership, openness of communication, participative management, role clarity, and
conflict resolution, leader support and leader control.
ORGANIZATIONAL CULTURE
◦ It is 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
◦ The subjective features (assumptions, values, and norms) reflect members’ unconscious
thoughts and interpretations of their organizations.
◦ The subjective features shape the behaviors and artifacts take on within organizations.
ORGANIZATIONAL
DEVELOPMENT
INTERVENTIONS
INTRODUCTION

Organizational development interventions are the programs and processes

designed to solve a specific problem.

The purpose of these interventions is to improve an organization’s efficiency

and help leaders manage more effectively.

Often, organizational development interventions are categorized into the

three types described in the following sections.
INDIVIDUAL

Individual interventions relate to individual responsibility, habits, vision, improvement, or

workflow.

Individual interventions may take the form of coaching or mentoring. For example, an
employee learning to use a new technology platform may be assigned a mentor experienced
with that platform to answer questions and provide support.

Often, individual interventions are offered to new employees or employees who are changing
roles in a company. Other times, they’re used with employees who present performance issues
or whose attitudes negatively impact team morale.
GROUP

Group interventions relate to a core team or branch, but not the entire
staff.

Group interventions may be necessary because one part of a company

is changing how it develops a product, for example.

These interventions may take the form of professional development,

coaching, or training conferences.
GROUP

Group interventions may involve restructuring a department and

communicating new job responsibilities to the relevant employees.

If the issue is interpersonal, these interventions may consist of team

building or conflict management training. Management typically carries
out group interventions, but occasionally an outside consultant is
required.
ORGANIZATIONAL

Organizational interventions involve an entire

organization or business. They may be necessary if a
company is rolling out new strategies, visions, or
protocols that affect every employee. In some cases,
organizational intervention may involve boosting morale
to create a stronger shared vision.
ORGANIZATIONAL

These interventions may include instituting employee wellness programs or creating a

company’s new mission and vision statement.

For companies rolling out a new business strategy, they may take the form of
restructuring responsibilities, forming a focus group, or finding new systems to
monitor output and success.

Organizational interventions are often done through a third party, such as an outside
trainer or expert.
 ORGANIZATIONAL
DEVELOPMENT
MODELS/APPROACHES
BUSINESS PROCESS REENGINEERING
◦ The business process reengineering (BPR) model is much more radical and can involve completely reimagining parts of a
company.
1. Map the Current State of the Organization’s Processes
◦ Leadership documents current processes and procedures in preparation for analysis.

2. Analyze the Processes

◦ Using the process map, committees or individuals analyze procedures to identify what’s working and what’s not.

3. Identify Improvement Opportunities

◦ Teams identify areas of need and brainstorm solutions.

4. Design a Process Map for Future Improved Processes

◦ Employees and management work together to plan changes. This phase may include timetables, delegation of workload, or new organizational
structures.

5. Implement Changes to Attain Improved Processes

◦ The initiatives are rolled out, and employees receive training and support.
McKinsey 7-S Framework
◦ The McKinsey 7-S framework isn’t defined in steps, but organized into seven
factors. To implement this framework, companies analyze each of the seven
S’s — shared values, strategy, structure, systems, style, skills, and staff — and
come up with solutions for improvement.
◦ The key factor is shared values, which are the organization’s main priorities.
The other six are traditionally divided into two groups: hard S’s and soft S’s.
McKinsey 7-S Framework
◦ Hard S’s
• Strategy: the company’s overall direction
• Structure: the company’s organization, specifically regarding job descriptions and
responsibilities
• Systems: the processes and procedures that currently guide the company
◦ Soft S’s
• Style: the leadership style of upper management
• Skills: the company’s capabilities, including those of individuals as well as the company
as a whole
• Staff: the company’s employees
 ORGANIZATIONAL
CHANGE AND
DEVELOPMENT IMPACT
IMPACT OF OD:
◦ Some of the best-known companies in the world have used organizational development to
improve a multitude of business processes. Amazon, for example, recently unveiled a $700
million plan to retrain its workers to adapt to new technologies, working conditions, and
business procedures.
◦ Starbucks has also implemented organizational development policies. In recent months, the
international coffee chain introduced a series of eco-friendly initiatives across its entire
enterprise, including more expansive recycling programs and paper cup reduction. In addition
to being environmentally friendly, these new initiatives also improve the company’s public
image and profit margins.
THANK YOU!