OD, Implementation Process

Presented to

Sir Khursheed Yusuf

ByNabeel Hassan

INFORMATION

SYSTEM

DESIGN

OPERATIONS DATA

COST

PROBLEM AREAS

USER INTERFACE:

How user interacts with system;

hardware,

On-screen commands and responses

Action Component

Action plans are OD interventions specifically tailored to address issues at individual, group, inter-group, or organizational levels as well as issues related to selected processes.

Actions ◦ Interventions are the actions

taken to produce desired changes. ◦ Four conditions that give rise to

the need for OD interventions: The organization has a problem

( corrective action – to fix it) Organization sees an unrealized

opportunity (enabling action – to seize the opportunity)

Features of organization are out of alignment (alignment action – to get things back ‘in sync’)

Yesterday’s vision is no longer good enough (action for new vision – actions to build necessary structures, processes and culture to make new vision a reality)

Example: Team Building (Group based)

◦ Special teams Diagnostic meetings ◦ Team building focused on goal setting,

decision making, problem solving etc.◦ Building & mainitaining effective

interpersonal relationships ◦ Team building focused on task

accomplishment◦ Role negotiation

Analyzing discrepancies (gaps)

What is happening Where one is

Where one wants to beWhat should be happening

Interventions Human process

interventions Individual Group based Inter-group based

Techno structural interventions BPR Outsourcing downsizing

Individual Level

Laboratory training

Coaching

Mentoring

Self awareness tools

Training, development and education

360 feed back

Leadership development

Laboratory training

Design to describe the individuals who they are and how

they are perceived by others.

Laboratory training began in 1946, when Kurt Levin was

asked for help in research on training community leaders

A workshop was developed and the community leaders

were brought together

At the end of each session the researchers discussed the

behaviors they had observed

Thus the first T-group was formed in which people

reacted to data about their own behavior

Coaching

Defined as “the process of equipping people with the tools, knowledge, and opportunities they need to develop themselves and become more effective”

Offered by internal and external professionals

Coaching offered by a qualified OD professional, either internally or externally,

Mentoring

Mentoring often happens informally, simply because one

person who is in a position of some influence wants to help

someone else grow and develop professionally.

Mentoring is always long term. Mentoring, to be successful,

requires time in which both partners can learn about one

another.

SELF-AWARENESS TOOLS

Just as T-groups are designed to improve self-awareness,

thousands of self-awareness tools are available that also intend

to increase self-awareness.

Self assessment tools are widely used to reduce blind spot

and unknown area.

Theory MBTI for self assessment.

Individual Level

Training, education and development

360 feed back

Leadership development

Team and Inter team Level

Dialogues sessionstructured conversation designed to explore a topic with the potential for being conflicted

Team building (why)Goals and objectives

Roles and responsibilities

Polices and procedures

Interpersonal relationship

Cont……

Process Consultation

Meeting facilitationskill-based concepts, such as role identification and description, development

of timed agendas, and determination that the appropriate individuals

are in the meeting.

Cont….

Brainstorming

Fishbowls

Circles..

Process Level

TQM1. Define the system and the problem focus.

2. Assess the current situation.

3. Analyze the root causes.

4. Try out improvement theory.

5. Study the results.

6. Standardize improvements.

7. Plan continuous improvement.

Six sigma

Process Reengineering

Thorough rethinking of all business processes, job definitions, 

management systems, organizational structure, work flow, and

underlying assumptions and beliefs. BPR's main objective is to

break away from old ways of working, and effect radical (not

incremental) redesign of processes to achieve dramatic 

improvements in critical areas (such as cost, quality, service,

and response time) through the in-depth use of 

information technology.

Benchmarking

compare outcomes

Compare processes (difficult because

organizations with similar processes are likely to be

competitors).

SOCIOTECHNICAL SYSTEMS (STS)

Design jobs, that integrate and balance the people needs (socio-) with the tools and equipment (-technical) in an organization.