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    MS 304 Organizational Development

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    Alfisha khan
    The document discusses organizational development (OD). It defines OD as a process used to equip organizations to adapt to market changes. The key components of the OD process are: entering and contracting, diagnostics, data collection and analysis, feedback, designing interventions, and leading and managing change. Organizational diagnosis is the first step, where problems are identified. Data is gathered through various tools and techniques to understand organizational structure, culture, attitudes and relationships. Emerging trends like globalization, diversity, flexibility, flat structures, and networks present both opportunities and challenges for OD. While OD can reduce turnover and boost returns, it also risks culture clashes and requires significant time investment and communication.

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    MS 304 Organizational Development

    Uploaded by

    Alfisha khan
    47 views3 pages
    The document discusses organizational development (OD). It defines OD as a process used to equip organizations to adapt to market changes. The key components of the OD process are: entering and contracting, diagnostics, data collection and analysis, feedback, designing interventions, and leading and managing change. Organizational diagnosis is the first step, where problems are identified. Data is gathered through various tools and techniques to understand organizational structure, culture, attitudes and relationships. Emerging trends like globalization, diversity, flexibility, flat structures, and networks present both opportunities and challenges for OD. While OD can reduce turnover and boost returns, it also risks culture clashes and requires significant time investment and communication.

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    The document discusses organizational development (OD). It defines OD as a process used to equip organizations to adapt to market changes. The key components of the OD process are: entering and contracting, diagnostics, data collection and analysis, feedback, designing interventions, and leading and managing change. Organizational diagnosis is the first step, where problems are identified. Data is gathered through various tools and techniques to understand organizational structure, culture, attitudes and relationships. Emerging trends like globalization, diversity, flexibility, flat structures, and networks present both opportunities and challenges for OD. While OD can reduce turnover and boost returns, it also risks culture clashes and requires significant time investment and communication.

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    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    47 views3 pages

    MS 304 Organizational Development

    Uploaded by

    Alfisha khan
    The document discusses organizational development (OD). It defines OD as a process used to equip organizations to adapt to market changes. The key components of the OD process are: entering and contracting, diagnostics, data collection and analysis, feedback, designing interventions, and leading and managing change. Organizational diagnosis is the first step, where problems are identified. Data is gathered through various tools and techniques to understand organizational structure, culture, attitudes and relationships. Emerging trends like globalization, diversity, flexibility, flat structures, and networks present both opportunities and challenges for OD. While OD can reduce turnover and boost returns, it also risks culture clashes and requires significant time investment and communication.

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    MBA III Semester Assignment, Feb.

    2021
    Paper – MS 304 Organizational Development

    Q1. What do you understand by Organizational development? State its component and process?

    Answer- Organizational development is an often-heard term and a key organizational function. In this complete
    guide, we will take a closer look at a concept that many have heard of but are unfamiliar with. We will dive into what
    organizational development is, its goals, examples of common organizational development interventions and techniques,
    and the OD process. By the end of this guide, you will have a good understanding of what OD is, and the techniques that
    can be used to improve organizational effectiveness. Increasing productivity and efficiency comes with many benefits. One of
    the best ways to encourage positive results in these metrics is by using a well-thought-out organizational development structure.
    Organizational development is used to equip an organization with the right tools so that it can adapt and respond positively
    (profitably!) to changes in the market. The organizational development process is an action research model designed to
    understand known problems, set measurable goals, implement changes, and analyze results. Organizational development has
    been something that many businesses have taken seriously since at least the 1930's.
    The organizational development process

    1. Entering and contracting

    2. Diagnostics

    3. Data collection and analyzing

    4. Feedback

    5. Designing interventions
    6. Leading and managing change
    The action research model comprises six key components:
    Problem diagnosis. The organization development process begins by recognizing problems. ...
    Feedback and assessment.
    Planning.
    Intervention and implementation. ...
    Evaluation. ...

    Success.
    Q2. Define the term “Organizational Diagnosis. Explain tools and techniques used in organizational
    diagnosis?

    Answer- Organizational diagnosis is a creative method for getting to know an organization at all levels- from the surface
    levels to the deepest hidden parts that aren’t visible to the eye. Performing organizational diagnosis is not so far off from a doctor
    trying to diagnose their patients. Some doctors diagnose differently by focusing on nutrition, food, and natural remedies, whereas
    others diagnose by using chemical medications, or even by trying a remedy, seeing whether it has positive effects, and then trying
    something new. This is very similar to what we have learned to do in the business sense to organizations. Different diagnostic
    models can be used in different situations depending on the wants, needs, and goals of our clients (patients).
    Data collection

    The primary objectives of data collection are to gather valid information about the nature of the system systematically and to
    prepare an analysis of that data for delivery to respondents during feedback. Collection of data proceeds from less (unstructured
    observation) to more structured methods (questionnaires) to produce more valid data.

    It is better to take a case history of the organization before observational data collection. The case history should cover the
    followings:

    Identification data: It includes organization name, location, type of organization, organization affiliation, size (financial
    condition, stockholders, employees).

    Historical data: Cheap complaints, duration and possible determinants, short-range and long-range problems, major crisis of the
    organization (natural catastrophe, loss of key personnel, labour problems, financial emergencies, technological changes), product
    service history (change and development of organizational goals, sequence of development in product or service), organizational
    folklore.

    Structural data: Organizational chart, formal job description, ecology of the organization (spatial distribution of individuals,
    activities), financial structure, personnel (size, various educational levels, average tenure, range or skills, absentee rate, turnover
    rate, accident rate), structure for handling personnel (recruitment, orientation, training, growth of the job, promotion,
    compensation, performance analysis), rules and regulations (medical, safety, retirement, recreation, other fringe benefits).

    Organizational functioning: Organizational perceptions (alertness, accuracy and vividness), organizational knowledge
    (acquisition, use and dissemination of knowledge), organizational language, emotional atmosphere of the organization and
    organizational action.

    Attitudes and relationship: Attitudes towards the task agents, relations to things and ideas, attitudes about self, inter-
    organizational relationships.
    Analysis and conclusions: Appraisal of the effect of the environment on the organization, appraisal of the effect of the
    organization on the environment, reactions, appraisal of the organization, impairments and level of integration.
    Q5. What are the emerging trends in organizational development? State their merits and demerits?
    Answer- Organizations have entered a new era characterized by rapid, dramatic and turbulent changes. The accelerated pace
    of change has transformed how work is performed by employees in diverse organizations. Change has truly become an inherent
    and integral part of organizational life.
    Several emerging trends are impacting organizational life. Of these emerging trends, five will be examined: globalization,
    diversity, flexibility, flat, and networks. These five emerging trends create tensions for organizational leaders and employees as
    they go through waves of changes in their organizations. These tensions present opportunities as well as threats, and if these
    tensions are not managed well, they will result in dysfunctional and dire organizational outcomes at the end of any change
    process.
    Trends

    1. Globalization-Global versus Local

    2. Diversity-Heterogeneity versus Homogeneity

    3. Flexibility-Flexibility versus Stability

    4. Flat-Centralization versus Decentralization

    5. Networks-Interdependence versus Independence

    It can reduce employee turnover. Assuming that employees “buy in” to organizational development, research shows that happy
    and challenged employees are more likely to cast their lot with an employer for the long term.

    It can deliver a return on your investment, even if your business realizes just a few of these advantages.

    It can unleash a swift culture clash, especially if there is a lack of employee buy-in. More than group cheering sessions are needed to
    secure support for an organizational development plan. Employees can benefit from seeing proof of other companies' successes, too.

    It can require a considerable time investment, though you certainly reserve the right to set parameters and deadlines. It can be viewed
    as intrusive by employees, who could regard the consultant as an outsider who is not entitled to their cooperation and trust. It can be
    easily foiled by weak communication. Employees must be kept in the loop about all phases of an organizational development
    initiative, no matter how mundane the details.

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