Organization development

-Under supervision : Dr. Hala Ramzy

: Dr:Gada Gabor
-prepared by: Omnia Mohammed
 Out lines:
1. Definition
2. Forms of organizational development
3. Goals of Organizational Development
4. Benefits
5. Outcomes
6. Difference Between OD and Human Resources (HR)
7. Five Phases of OD Strategy
8. Challenges to Organizational Change and Development
9. Organizational Development Interventions
10. Organizational Development Models
11. The Process of Organizational Development
 Definition
Organization development (OD) 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.
 Forms of organizational development
 In practice, OD can take on many forms, and typical OD
activities can include some of the following:
1. Team building
2. Organizational assessments
3. Career development
4. Training
5. eLearning
6. Coaching
7. Innovation
8. Leadership development
9. Talent management
10. Change management.
 Goals of Organizational Development
Organizational change and development can be a long,
sometimes overwhelming process, but companies usually
begin with several goals in mind:
1. Ongoing improvement.
2. Better or increased communication.
3. Employee development.
4. Product and service improvement.
5. Increased profit.
 Benefits
 OD helps all types of organizations by:
1. Empowering leaders and individual employees
2. Creating a culture of continuous improvement and
alignment around shared goals
3. Making change easier and faster
4. Putting the minds of all employees to work
5. Enhancing the quality and speed of decisions
6. Making conflict constructive instead of destructive
7. Giving leaders more control over results, by giving
employees more control over how they do their jobs.
 Outcomes
 The outcomes of OD may include increases in:
1. Profits (cost reduction, for non-profits)
2. Innovation
3. Customer satisfaction
4. Product and service quality
5. Cost effectiveness
6. Organizational flexibility
7. Personal feelings of effectiveness
8. Job, work, and life satisfaction.
 Difference Between OD and Human
Resources (HR)
Many OD interventions relate to human resource
management and talent management. While HR initiatives
focus on people practices, organization development zooms
out to consider multiple inputs and tools that cut across the
breadth and depth of the organization. OD is more holistic
and strategic whereas HR is operational.

Like talent development, sometimes OD functions are

under the HR umbrella.
 Five Phases of OD Strategy:
The process used by OD practitioners to design and
implement organizational development strategies is structured
in five phases:
1) Entry represents the initial contact between
consultant and client in which they present, explore, and
identify the problem, opportunities, or situation. The output
of this phase is an engagement contract or project plan that
establishes mutual expectations and preliminary agreements
about project scope (such as time, money, and resources).
2) Diagnosis (assessment) represents the fact-finding
phase. It is a collaborative data gathering process between
organizational stakeholders and the consultant in which
relevant information about the presenting problem is
gathered, analyzed, and reviewed.
3) Feedback represents the return of analyzed
information to the client or client system; exploration of the
information for understanding, clarity, and accuracy; review
of preliminary agreements about scope and resource
requirements; and the beginning of ownership of data by the
client. The output of this phase is typically an action plan that
outlines the change solutions to be developed, along with
defined success indicators based on the information and data
analysis.
4) Solution represents the design, development, and
implementation of the solution or set of solutions meant to
correct the problems, close gaps, improve or enhance
organizational performance and effectiveness, or seize
opportunities. Outputs may include a communication plan, a
role-and-responsibility matrix, a training plan, a training
curriculum, an implementation plan, a risk management plan,
an evaluation plan, or a change management plan.
5) Evaluation represents the continuous process of
collecting formative and summative evaluation data to
determine whether the initiative is meeting the intended
goals and achieving defined success indicators. Outputs
generally include an evaluation report with recommendations
for continuous improvement.
 Challenges to Organizational Change
and Development
• Organizational change and development can present some impediments to
success. Resistance to change is normal, as people become set in their ways. To
minimize resistance, leadership should consider a slow, incremental rollout
rather than making massive changes all at once. Since change is often difficult
to navigate, companies should hire leadership experts to execute high-level
changes. Education and communication are vital in implementing change;
employees are much less likely to resist if they have a clear understanding of
what’s happening and why. Effective management can guide the process and
offer team members clarity.
• Common challenges that come with organizational development processes
include the following
1. Fear of the unknown.
2. Conflicting goals.
3. Burnout.
4. Lack of leadership.
5. Lack of understanding of planned changes.
6. Difficulty changing the mission or values.
1. Fear of the unknown. Some employees are afraid to
implement new plans because they’re afraid of failure or
reluctant to enter uncharted territory. They may be cynical
about change if past initiatives failed, or they may think the
organization is fine as it is. Employees may directly express
this fear by complaining about new initiatives or passively
by neglecting their part in the process, for example, by
arriving late to key process improvement meetings.
2. Conflicting goals. Sometimes, leaders disagree about a
company’s ultimate goals. This conflict often pertains to
finances and allocation of resources, sometimes stemming
from poor communication between management branches.
These issues can be handled proactively by instituting clear
communication channels before beginning new initiatives.
3. Burnout. Change can be exhausting, and employees may
experience burnout if proper supports are lacking. To avoid
employee burnout, companies should keep the question “Is
this realistic?” at the forefront of all steps of the process and
ensure that employees are maintaining an appropriate work-
life balance.
4. Lack of leadership. Key leaders may leave an
organization, forcing the remaining employees to scramble to
fill the gaps. Additionally, current leadership may lack
effective communication or teambuilding skills. Each
scenario can make organizational change more difficult.
5. Lack of understanding of planned changes.
Employees expect well-planned and predictable changes, so
when surprises or missteps occur, they can lose faith in the
process. Creating a timetable for the changes and clearly
articulating the problems that may occur can help avoid these
issues.
6. Difficulty changing the mission or values. During
periods of change, some employees may feel that the
company’s mission doesn’t align with the new initiatives.
This may cause resistance to change.
 Organizational Development
Interventions
• 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.
1. Individual
2. Group
3. Organizational
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 .
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 Development Models
Once an organization has identified an area of improvement and desired
outcomes, the how comes next. Organizational development models
help with change logistics by providing a clear framework. These
models serve two purposes: to help lay out a plan of action and to
clarify communication for employees.

Researchers and experts in the field of organizational change and

development have created several different organizational development
models.
1. Lewin’s Three-Step Model
2. Larry Griener’s Model
3. Leavitt’s Model
 Lewin’s Three-Step Model
Kurt Lewin’s change management model comprises three steps.
1. Unfreeze
• In the first step, companies work to loosen current norms and
procedures to prepare for change.
2. Change (or Transition)
• In the second step, companies introduce a new strategy and
implement it. During this step, management support and
communication are critical to keep employees motivated and
focused.
3. Freeze (or Refreeze)
• The third step solidifies the “new normal” and encourages reflection
on how to sustain the change.
Larry Griener’s Model
In this model change occurs when management is stimulated by outside
pressures. This motivates management to introduce change and then it
follows a sequential course of action: pressure on top management,
diagnosis of the problem, invention of a solution and reinforcement of
new habits through positive results.
Leavitt’s Model
Leavitt’s model is based on the premise that all systems –
structure, people, technology and tasks - interact with one
another so if there is pressure or change in one system it will
have an effect on all the others. In essence, it means you can’t
introduce change in one area without considering what the
implications are for all other areas.
 The Process of Organizational
Development
 The organizational development process is a systematic,
research-based series of steps. Common implementation
steps include the following:
1. Identifying an area of improvement.
2. Investigating the problem.
3. Creating an action plan.
4. Creating motivation and a vision.
5. Implementing.
6. Evaluating initial results.
7. Adapting or continuing.
1. Identifying an area of improvement. Organizational
change begins with identifying a need that aligns with
business goals. Companies often know that need right away,
but they may consider a data-driven approach to identify
problems through formal surveys and feedback. This
approach allows for a more thorough understanding of the
area for improvement. Companies should ask themselves
what they want to change, and why that change is necessary.
2. Investigating the problem. Once the area for
improvement is identified, companies conduct an
investigation to learn why the problem exists, what the
barriers to improvement are, and what solutions have
previously been attempted. This step can also include surveys
or focus groups and individual consultations .
3. Creating an action plan. The company then creates a
plan with allocated resources and clearly defined employee
roles. This plan will include specific support for individuals
involved and identify a measurable goal. During this step,
companies should think about how they’ll communicate
changes to staff and manage feedback.
4. Creating motivation and a vision. Once the
company has clearly defined and communicated a plan, its
leaders must motivate their employees to share in a vision.
This step involves leaders acting as enthusiastic role models
while helping employees understand the plan’s big-picture
goals and desired impact.
5. Implementing. While stability is necessary during
implementation, supporting employees during the transition
with mentoring, training, and coaching is equally important.
When thinking about such support, management should
consider what new skills employees will need and what
delivery methods will be most effective. Ongoing feedback
and communication can help make the change process easier.
6. Evaluating initial results. Once the company has
implemented a plan, its leaders may create space for shared
reflection, asking themselves and their employees if the
change effectively met the business goals. They’ll also
evaluate the change management process and consider what
could be done differently. This step can’t be overlooked; if
the company doesn’t evaluate the changes, it won’t know
whether interventions have been effective.
7. Adapting or continuing. Depending on the evaluation
of the initial results, the company may choose to adapt its
plan. If the results show success, it may continue with the
current plan to keep improving.