Organization Development vs Organizational Development
What is meant by organizational development?
Organizational development is a vital, science-based process that aids in the development, enhancement, and strengthening of strategies, systems, and processes to help organizations transform and become more successful.
Definition 2: Organizational development can be defined as the purpose-oriented method used to initiate system change in an entity. Organizational development is achieved through the process of communication or changes in the structures that support them. The study of employee behavior enables professionals to examine the work environment and observe and anticipate change, which in turn influences organizational development.
What is Organization Development?
Organization Development (OD) is a method that focuses on aligning objectives, systems, people, incentives, indicators, and management processes in order to improve an organization's capabilities. It is a science-supported, interdisciplinary field between psychology, culture, innovation, social sciences, adult education, human resource management, change management, organization behavior, and research analysis and design.
Organization
development involves an ongoing, regular, long-range process of running
organizational effectiveness, problem solving, and improving organizational
performance. This is one of the capabilities in the talent development
capability model.
A classic concept of organizational growth is
as follows: Organization Development:
Strategies and Models, by Richard Beckhard, was published in 1969.
An effort to develop the organization which:
- Planned
- Organization-wide
- Operated from above
- Increase the efficiency and health of the organization
- Through systematic intervention in the “processes” of the organization using behavioral-science knowledge.
It’s no surprise that OD is the only organization of practitioners ’analysis, which means OD we focus on developing the organization’s capabilities through the alignment of strategies, structures, management processes, people and rewards, and metrics.
The Global OD
Competition Framework describes the key skills, competencies, behaviors, and
other characteristics required for superior performance as an OD professional.
The framework has five main capabilities and 15 skills.
Goals of organizational development
We have already briefly touched on the development goals of the organization. The goal is different for each organization. Goals may include increasing profits, profit margins, market share, ethical and / or cultural values, and general adaptability (or agility) of the organization.
If there is a central goal, it will increase the competition of the organization.
Competition is an idea that each company has unique resources and skills that help companies win the market. It could be a guy (a businessman or Google team like Elon Musk), an innovative product (SpaceX), a superior service (Four Seasons Hotel), or a culture (Zapos). This can be how responsive the company is to changes in market demand. If you are the first to capitalize on an opportunity, for example, it can further strengthen your income over the next five years.
Audi’s goal is to develop these aspects, as they can help businesses win in the market.
This means that
organizational development is different from the process of incidental change.
OD focuses on enhancing the company's ability to evaluate its current
performance and adjust it to achieve its goals. It is, therefore, an
uninterrupted process, where change processes are often temporary.
It also emphasizes the
relevance of OD. This husk is becoming a constant element of change in the
world. OD is an integral method to ensure this constant change.
What are the five stages of organizational development?
OD professionals
should integrate OD skills with a growing number of L&D, performance
improvement, and talent management solutions, with a focus on increasing
organizational efficiency. The process used by OD practitioners to design and
implement organizational development strategies is structured in five stages:
1) Entry represents
the initial communication between the consultant and the client where they
present, explore and identify problems, opportunities or situations. The output
of this episode is an engagement agreement or project plan that establishes
mutual expectations and initial agreement about project opportunities (such as
time, money and resources).
OD has five steps to
designing and implementing images
2) Diagnosis presents
fact-finding episodes. It is a collaborative data collection process between
organizational stakeholders and consultants where relevant information related
to existing problems is collected, analyzed and reviewed.
3) feedback represents
the return of analyzed data to the client or client system; Search for
information for comprehension, clarity and accuracy; Review of initial
agreements on opportunities and resource requirements; And the beginning of
data ownership by the client. The output of this episode is typically an action
plan that outlines change solutions developed with determined success
indicators based on data and data analysis.
4) Solution represents
the design, development, and implementation of a set of solutions or sets of
solutions intended to correct problems, deficiencies, improve or enhance
organizational performance and effectiveness, or to seize opportunities. A
communication plan, a role-and-responsibility matrix, a training plan, a
training program, an implementation plan, a risk management plan, an assessment
plan, or a change management plan are some examples of possible outputs.
5) The assessment
represents a continuous process of constructive and concise assessment data
collection to determine whether the target is meeting the targets and achieving
the set success indicators. The outputs usually include an evaluation report
recommended for continuous improvement.
What Are Some Organization Development Initiatives?
Organization development initiatives are generally classified as:
Process team building, interpersonal and group process methods and human process initiatives including coaching
· Techno-structural initiatives include restructuring companies (e.g., attachments and acquisitions, flexible work design, downsizing, business process engineering, total quality management, quality of work life, six sigma and slippers)
Resource human resource management initiatives include employee engagement, employee experience, performance management, employee development, legacy planning, coaching and mentoring, career development and diversity awareness
Organization Strategic initiatives include organization transformation, culture change, leadership development, and attraction and concept initiatives.
Most enterprises have
components in each department. TD professionals must ensure that any OD
solution is tailored to specific strategic objectives.
Advantages of organizational
development
There are many benefits to increasing productivity and efficiency. One of the best ways to encourage positive outcomes in these metrics is to use well-thought-out organizational development frameworks. Organizational development is used to equip an organization with the right tools so that it can respond positively (profitably!) To changes in the market. Benefits of organizational development include:
1. Uninterrupted development
Companies Participating in Developing Companies are constantly developing their business models. Organizational development creates a constant pattern of improvement so that strategies are developed, evaluated, implemented and evaluated for results and quality.
Companies engaged in the development of companies are committed to constantly improving their business and offers. The OD process creates an uninterrupted cycle of improvement through which strategies are planned, implemented, evaluated, developed and supervised. Organizational development is a pragmatic approach that embraces change (internal and external) and facilitates renewal.
In short, the process creates a favorable environment so that
an organization can embrace change internally and externally. This change has
been implemented to encourage periodic renewal.
In other words, Companies engaged in the development of
companies are committed to constantly improving their business and offers. The
OD process creates an uninterrupted cycle of improvement through which
strategies are planned, implemented, evaluated, developed and supervised.
Organizational development is a pragmatic approach that embraces change
(internal and external) and facilitates renewal.
2. Increased horizontal and vertical communication
Adequate qualifications for organizational development are
effective communication, interaction and feedback of an organization. An
efficient communication system aligns employees with the organization’s goals,
values and objectives.
An open communication system enables employees to understand
the importance of changing an organization. Active organizational development
enhances communication in an organization, endless feedback is shared to
encourage improvement.
In other words, One of the main benefits of OD is
communication, feedback and interaction within the organization. The goal of
improving communication is to connect all employees with shared company goals
and values. Candidates ’communication increases the sense of the need for
change within the organization. Communication at all levels of the organization
is open and relevant feedback is repeatedly shared for improvement.
3. Employee growth
Organizational development places significant emphasis on
effective communication, which is used to encourage employees to make the
necessary changes. Many industry changes require employee development programs.
As a result, many companies are working to equip their employees with more
market-relevant skills in order to improve their skills.
In another words, Organizational development centers on
increased communication to influence employees to bring about the desired
change. The need for employee development comes from constant industry and
market changes. It enhances the skills of regular employees to meet the growing
market needs of an organization. This is achieved through a program of
learning, training, skills development and work process development.
4. Increase in products and services
Innovation is one of the main advantages of organizational
development and a key contributor to the improvement of products and services.
One approach to change is employee development - a critical focus on motivation
and rewards for success.
Successful engagement of employees leads to innovation and
productivity. Promotes organizational development change through competitive
analysis, consumer expectations and market research.
In another words, A key advantage of OD is innovation, which
leads to the growth of products and services. Innovation has been achieved
through employee development, which focuses on rewarding success and increasing
motivation and morale. In this scenario, employees ’engagement enhances creativity
and innovation. Organizational development enhances product innovation using
competitive analysis, market research and consumer expectations and
preferences.
5. Marginal increase in profits
Organizational development affects the bottom line in many ways.
As a result of productivity and innovation, profits and efficiency increase.
Costs are reduced because the company can better manage employee turnover and
absenteeism. After aligning the goals of an entity, it can fully develop and
focus on product and service quality, which can lead to improved customer
satisfaction.
In another words, Organizational development affects the
bottom line in a variety of ways. Through raised innovation and productivity,
efficiency and profitability are enhanced. Costs have also been reduced by
reducing employee turnover and absenteeism. As OD aligns such goals and focuses
on development, product / service quality and employee satisfaction increase.
One culture of continuous improvement gives the company an individual advantage
in the competitive market.
Organizational development
process
A conventional method of action research model in the process
of organizational development. This model is used by many companies to guide
the OD process. It involves what its name describes - research and action.
But there is more to the OD process than just research and
development. Multiple loops are used to transmit feedback, which makes an
organization more responsive to change.
In another words, Organizational development processes can be
divided into seven steps. We'll go through each of these measures one by one in
this segment. Please note that this process is not the opposite of the people
analysis cycle - where a problem is identified, data is collected, analyzed,
presented and new policies are applied.
What is the difference
between human resource and organizational development?
What is human resources?
Or historically, human resource professionals were primarily
concerned with the efficient management of the employment process (from hiring
to completion). The HR agency also focused on complying with government
regulations and helping to reduce employment-related risks. Thus, HR has
discovered itself as a support role in other business units. As a result, HR’s
culture was mostly transactional and conducive to nature. And, HR was too
Process-and-consent-based thinking.
What is organizational
development?
Organizational development, on the other hand, was created as
a way to apply behavioral science to help improve organizations and individuals
and systems. Audi's goal is to help people work better in organizational
contexts. At its core, organizational development is expected to represent
purposeful and meaningful change for the better. An OD physician uses two basic
tools in his work:
1. Evaluation
2. Intervention
Unlike traditional HR professionals, you won't find any OD
professionals looking for checklists and manuals. Instead, they are interested
in data and research.
In my view, HR’s risk management legacy has more in common
with organizational development than leadership and management theory. Here is
a partial list of the various roles often played by HR and OD in the past:
Seeking organizational development:
Improve organizational efficiency by adhering to the culture
and standards of the organization
Employees maximize the potential of employees and help them
expand their contribution to further the success of the organization
An evaluate what is happening within an organization and then
try and intervene to bring about positive change
Organization Align the organization's strategies, structures,
processes, business objectives, and people's behavior with it.
Work Help improve organization standards in the workplace
·
Concerned about human resources:
·
Iring manages the recruitment, retention and
execution process
·
Employment Reducing employment-related risks
·
Ensure legal compliance
·
Enough ensures there is “enough” equity and
diversity
·
Policies To apply policies and procedures
·
Labor Reduce labor costs
·
Work Promoting workplace health and safety
Although not extensive, this list should give a very good
sense of the fundamental historical differences that exist between
organizational development and human resources.
Elements of organization development
Goal Setting
Employee Development
Restructuring
Change management
Goal
Setting
·
Know your organizations objectives beyond
surface rhetoric (“improve test scores by xx%?”)
·
Set specific improvement targets for each
strategic objective
·
Improvement goals should be absolute targets
·
Percentages allow you to turn problems into
impersonal statistics
·
Real numbers force you to think about the actual
number of failing students, parent complaints, dissatisfied customers, etc. and
their costs to the organization
·
Each member of your team should have the
information necessary to set three or four personal or team goals or objectives
that build into the organizations strategic objectives for their area of
responsibility
·
Leverage PLC or other forms of professional
collaboration to set goals, objectives, measurements, and timelines
Employee
Development
·
Employee development allows workers to work to
their full potential.
·
Performance enhancement can be a benefit of
employee development.
·
When you send employees to training and classes,
they return with new skills that they can apply to their jobs.
·
Development vs. Training
·
Employee growth is critical for effective
succession planning (do we do this for students, auxiliary personnel,
administrative support, etc....).
·
Develop a culture where behaviors such as:
informal training, coaching, learning, and development is standard(normal)
·
a well-organized workplace Consider using
transformation to tackle silos and stagnation, which goes beyond organizational
architecture.
·
Considerations related to decision-making
processes, management styles, and work flows.
·
Effective Organization Restructuring goes
beyond
o
organizational design
o
Considerations related to decision making
processes
o
Management styles
o
Work flows
·
Consider using restructuring to combat silos
and stagnation
Restructuring
·
After World War II - "One of the Best Ways
to Work" gradually disappeared as an influential argument
·
Traditional It was replaced by the concern that
traditional organizational structures might prevent rather than promote
creativity
·
Challenge Org has the courage to challenge. The
condition of the structure
·
Schools are given innovation and innovation
·
Education is surrounded by a world of rapid
change and innovation
· Life School leadership must preparing students for a world of change; are your people, processes, and technology ready
Change management
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