HRD & OD(4)

8/20/2019 HRD & OD(4)

1/93

Human Resource Development & O(HRD & OD)

MK ZAMAN, MCIHRD

HRM & OD PROFESSIONAL

8/20/2019 HRD & OD(4)

2/93

Good Day & Welcome !

MK ZAMAN, HRM & OD PROFESSIONAL CLASS ROOM USE ONLY

8/20/2019 HRD & OD(4)

3/93

Profile of the Facilitator

BBA, MBA (Dhaka University)

12 Years of Human Resources Management

PGDHRM, LL.B, CIMIS

Served in Multinational companies (MNC’s) and

manufacturing sector


8/20/2019 HRD & OD(4)

4/93

Course Lesson Plan

Lecture

01

• Understanding Training & Analysis of Training Need

Lecture

02

• Training Design & Learning

Lecture

03

• Training Process & Training methods, techniques a

Lecture

04

• Implementation of Training


8/20/2019 HRD & OD(4)

5/93

Lecture

05

• Management Development &

Validation and Evaluation of Tr

Lecture

06

• Mid-term Exam


8/20/2019 HRD & OD(4)

6/93

Lecture # 01 : Understanding TrainiAnalysis of Training NeedsPoints to be discussed :

1. Training;

2. Training & Development;

3. Training & HRD;

4. Objectives of Training;

5. How training benefits the organization;

6. Problems of training;

7. Future trends in training;

8. Organizational Analysis

9. Training Needs Assessment Process (TNA)


8/20/2019 HRD & OD(4)

7/93

Training

Training refers to the methods used to give new or present ethe skills they need to perform their jobs.

“A planned process to modify attitude, knowledge, or skilthrough learning experience to achieve effective performaactivity or range of activities. Its purpose, in the work situa

develop the abilities of the individual and to satisfy the cufuture manpower needs of the organization.”


8/20/2019 HRD & OD(4)

8/93

Training & Development

Training Development

Training focuses on technical, mechanical

oriented operations

Development focuses on theore

and conceptual ideas

Training focuses on current jobs Development prepares for futur

Training may result in enhancement of a

particular job skill

Development may result in pers

growth and development of ove

personality

Evaluation for training is considered to be

essential

No evaluation for development


8/20/2019 HRD & OD(4)

9/93

Training & HRD

Training is a sub-system of human resource development

The administration of the training is vested with HR function


8/20/2019 HRD & OD(4)

10/93

Objectives of Training1. To train the employees in the companies’ culture and ethos;

2. To prepare the employees both newly recruited and already employed to mpresent as well as the future requirement of the job and the organization;

3. To prevent obsolescence;

4. To prepare employees for higher level responsibilities;

5. To facilitate succession planning;

6. To reduce supervision wastage and accidents;

7. To ensure economical output with high quality;

8. To develop inter-personal relations;

9. To foster individual and group morale with positive attitude and cordial rela


8/20/2019 HRD & OD(4)

11/93

How training benefits the organizati

Leads to improve profitability;

Improve the job knowledge and skills at all levels of the organization;

Improve the morale of the workforce;

Helps people identify with organizational goals;

Helps create a better corporate image;

Improves relationship between boss and subordinate;

Aids in organizational development;

Aids in understanding and carrying out organizational policies;

Organization gets more effective decision-making and problem-solving skills;

Aids in increasing productivity and /or quality of work;

Creates an appropriate climate for growth, communication;

Develops a sense of responsibility to the organization for being competent and knowledgeable.


8/20/2019 HRD & OD(4)

12/93

Problems of training

1. Training is not a panacea for all organizational ills;

2. Mismatch between objectives and needs may make the training programm

3. Sometimes training is conducted on what’s “nice to know”.

4. Trainer’s competencies are not properly assessed while mounting a traininprogramme.


8/20/2019 HRD & OD(4)

13/93

Future trends in training

1. Change in orientation from academic to work place led programmes and q

2. Parity for academic and vocational qualifications;

3. Transfer of credit for training undergone;

4. Assessment based on targets and outcomes;

5. Usage of more technology in delivering training programmes;

6. More skill based programmes than knowledge based programmes.


8/20/2019 HRD & OD(4)

14/93

Training Need Analysis

Organization Analysis

Task Analysis

Person Analysis


8/20/2019 HRD & OD(4)

15/93

Training Need Assessment ProcessStep One : Identify Problem Needs

Determine organizational context;

Gap analysis is performed;

Objectives are set.

Step Two : Determine design of Needs Analysis

Method selection criteria is established;

Advantages and disadvantages of the methods are assessed

Step Three : Collect Data

Interviews are conducted;

Questionnaires and surveys are administered

Documents are reviewed

People at work are observed to find out how the work is being done.


8/20/2019 HRD & OD(4)

16/93

Training Need Assessment ProcessStep Four : Analyse Data :

Qualitative analysis and

Quantitative analysis is conducted

Solutions/recommendations are determined.

Step Five : Provide Feedback :

Report is prepared;

Presentation is made to the management;

What training is needed is decided

Step Six : Develop Action Plan :

Changing the job itself;

Training Needs.


8/20/2019 HRD & OD(4)

17/93

Lecture # 02 : Training Design & LearnPoints to be discussed :

1. Important Considerations while designing a training programme

2. Constraints in the Design

3. Budgeting for Training

4. Focus on Training Design

5. Focus on Training Transfer

6. Definition of Learning

7. Principles of Learning

8. Components of Learning Process

9. Kolb’s Learning Cycle


8/20/2019 HRD & OD(4)

18/93

Important Considerations whiledesigning a training programme

Cover all contents of training programme;

Motivating participants;

Combination of training methods


8/20/2019 HRD & OD(4)

19/93

Constraints in the Design

Organizational / Environmental Constraints and

Trainee Population


8/20/2019 HRD & OD(4)

20/93

Budgeting for Training

Types of costs involved in Training Programmes :

Development costs

Direct Costs

Indirect Cost

Overhead Cost

Participant Compensation

Evaluation Cost


8/20/2019 HRD & OD(4)

21/93

Focus on Training Design A. Social Learning Theory :

1. Attention / Expectancy

Eliminating distractions (make training place comfortable)

Attracting attention

2. Retention

Activation of memory

Symbolic Coding

Cognitive organization (Information)

Symbolic rehearsal and answers for retrieval

B. Strategic Knowledge


8/20/2019 HRD & OD(4)

22/93

Focus on Training Transfer

“how much of what is learnt in a training programme is transfethe actual job situation”.

Positive Transfer

Zero Transfer

Negative Transfer


8/20/2019 HRD & OD(4)

23/93

Definition of Learning

“ Learning is a relatively permanent change in behavior that oa result of a prior experience”.

“ A relatively permanent change in knowledge or skill produceexperience”.


8/20/2019 HRD & OD(4)

24/93

Principles of Learning

Every human being is capable of learning;

Learning is an active and dynamic process;

In the experimental mode people learn more;

When the learning process becomes complex, the rate of lecomes down;

Attention and concentration are sine qua non for learning;

Likes, dislikes, biases and prejudices retard learning;

Individuals learn better when they learn at their own pace.


8/20/2019 HRD & OD(4)

25/93

Components of Learning Process


8/20/2019 HRD & OD(4)

26/93

Kolb’s Learning Cycle

Do

Reflect

Concep

tualize

Exper

iment


8/20/2019 HRD & OD(4)

27/93

Lecture # 03 : Training Process & Traimethods, techniques and aids

Points to be discussed :

1. Designing the Training Program;

2. Elements of Program Design & Stages in Designing a Structure;

3. Key factors in Designing and Development of a Program;

4. Training Implementation;

5. Training Policy;

6. Types of Training;

7. Training Method;

8. Selecting the Best Method


8/20/2019 HRD & OD(4)

28/93

Training Process

Training process contains four stages :

Pre-Planning;

Planning;

Implementation;

Evaluation


8/20/2019 HRD & OD(4)

29/93

Designing the Training Program

Subject Methods

1. Objectives

2. Contents

Tutor/Manager

facilitator

Learning

Environment LearningCharacteristic

Re

P

Pri

The Learner


8/20/2019 HRD & OD(4)

30/93

Elements of Program Design & StagDesigning a StructureElements of Training Program Design :

1. Program Title;

2. Programme Objectives;

3. Contents of the programme;

4. Duration of the programme;

5. Topics of each session with session objectives;

6. Duration of each session;

7. Name of the lead faculty for each session;

8. Name of the guest speakers;

9. Date, time and duration of inaugural session;

10. Date, time and duration of the valedictory session;

11. Name of the chief guest for leading the inaugural and valedictory session;


8/20/2019 HRD & OD(4)

31/93

12. Date, time, duration, place and things to be carried by the participants fo

visit/ study visit;

13. Methods of training to be adopted during the programme;

14. Training materials/ audiovisual aids if any, required for the training progra


8/20/2019 HRD & OD(4)

32/93

Stages in Designing a Structure

Review the training objectives

Determine appropriate learning activities

Assess training times

Construct the timetable

Brief the trainers

Organize the preparation of material and equipement


8/20/2019 HRD & OD(4)

33/93

Key factors in Designing and Development of a Progra

The program design should contain and cover all the program contents effectiv

The program design should facilitate adult learning;

The course design should be invigorating, interesting, and motivating so that thinterest is kept high all through the program;

The program design should facilitate use of different training methods includingexperimental methods;

The training design should scale from simple concepts to complex matters so athe psychological fear of the trainees and their loosing interest consequently;

The course design should be logical and sequential;

The course contents should be divided into modules so that it facilitates step-blearning of trainees;

The training design should provide for including concepts, practical, assignmenvisits, experimental learning etc.


8/20/2019 HRD & OD(4)

34/93

Training Implementation

Administrative arrangement stage

Carrying out the training stage


8/20/2019 HRD & OD(4)

35/93

Training Policy

The training policy is the link between the training function a

Human Resource Planning.

Training Policy should be :

i) Precise and accurate;

ii) Proactive;

iii) facilitate selling of training to non-believers


8/20/2019 HRD & OD(4)

36/93

Types of Training

1. No specialfacilitiesneeded

2. Noadditional staffneeded

3. Real lifesituation, notsimulated

4. No ‘off -the- job’ costinvolved

5. Learningcan becontrolled

On-the-Jobtraining 1. More time

available

2. Relaxedatmosphere,moreconducive tolearning

3. Easier toobtain fullattention oftrainees

4. Improvemorale andmotivation forself-development

Off-the-Job


8/20/2019 HRD & OD(4)

37/93

Training Method

Combination of different methods of training contributes to t

effectiveness of training program.


8/20/2019 HRD & OD(4)

38/93

Classification of Training Methods

On the JobTrainingMethods

• OJT

• Job rotation

• Guidance and Counseling

• Syndicate Groups

SimulationMethods

• Role Play

• Case Methods

• Management Games

• In basket exercise

Knowledgebased Methods

• Lecture, extension talk/talk, group discussion, panel discussion, workshop, seminar, conference

• Brain storming sessions


8/20/2019 HRD & OD(4)

39/93

Classification of Training Methods

Skill based Methods

• Assignments, Practice after demonstration, Task performanc

• Skill Teaching• Role plays and Workshops

ExperimentalMethods

• Transactional analysis

• Achievement motivation games


8/20/2019 HRD & OD(4)

40/93

Selecting the Best Method

The method selection depends on what actions the trainees

supposed to take after finishing the course;

The duration of the training program and the availability of t

The level of knowledge about the trainees available to the t


8/20/2019 HRD & OD(4)

41/93

Lecture # 04 : Implementation of TraImplementation of training requires :

Facilities;

Training Site;

Logistical arrangements;

Physical arrangements and environment;

Proper disposition;

Equipment;

Materials and

Furniture.


8/20/2019 HRD & OD(4)

42/93

Logistical ArrangementsFacilities :

Room reserved;

Sitting layout.

Materials :

Trainer guides;

Other materials (list);

Facilitator materials.

Equipment :

Video Monitor

Projector

PC(s)


8/20/2019 HRD & OD(4)

43/93

Equipment :

Screen;

Sound System;

Boards, markers;

Flip chart;

Materials for equipment like diesel for generator etc.

Food Service :

Breakfast (coffee, refreshments)

Meals


8/20/2019 HRD & OD(4)

44/93

Personal arrangements :

Travel (learners, facilitator)

Lodging

Local travel

Social events

Recreation.


8/20/2019 HRD & OD(4)

45/93

Room Layout

i) U-shaped : ii) Conference table :

iii) Theatre style : iv) Traditional classroom :


8/20/2019 HRD & OD(4)

46/93

Room LayoutV) V-shaped vi) Cluster-team-style :


8/20/2019 HRD & OD(4)

47/93

Controlling the Physical Environmen

i) Temperature;

ii) Lighting;

iii) Sound System;

iv) Safety and Sanitation;

v) Air circulation and Air quality;

vi) External noise;

vii) Cleanliness;

viii) Power supply.


8/20/2019 HRD & OD(4)

48/93

Implementation of Training

Input Process Outp

1. Instructional Material

2. Instructional

Equipment3. Trainee and Trainer

Manuals

4. Facilities

Dry RunPilot

Training

Training

Implementation

Evaluation

Implementation and

Assessment of

Utility


8/20/2019 HRD & OD(4)

49/93

Factors Influencing Training Policy

1. The vision and mission of the organization;

2. The aims and strategic objectives of organization;

3. Size, traditions and prevailing culture in the organization;

4. Products r services of the organization;

5. Economic and social objectives of the organization;

6. The level of technology upgradation;

7. obligation to provide professional updating and continuous training;

8. Top management’s views about training;

9. The labour market and the availability of skilled and qualified staff;


8/20/2019 HRD & OD(4)

50/93

10. organization’s past and present training policies and practices;

11. the resources that are available and allocable surplus to training;

12. Expectation of employees and records of training needs of the organizati

13. Government legislation in areas of industrial safety;

14. Govt. funds available for sponsoring training programs.


L t # 05 M t D l

8/20/2019 HRD & OD(4)

51/93

Lecture # 05 : Management Develop& Validation and Evaluation of Train

Points to be discussed :

1. The Need & Importance of Management Development;

2. Management Development Implications;

3. Sources of Knowledge & Skills;

4. Training for Executive Level Management;

5. Succession Planning;

6. Analyse the ROI;

7. Guidelines for calculating ROI of Training Program.


Th N d & I t f M

8/20/2019 HRD & OD(4)

52/93

The Need & Importance of ManagemDevelopment

1. Competition for talent that is capable of development;

2. The continuous growth and development of business;

3. Increasing complexity of business;

4. Probable, continued, unsettled, political, economic, and soconditions-both domestic and foreign-that add to the demandmanager;

5. the need to press for continually improving performance dethese complicating factors;

6. the need to compress the time taken for a manager to becocompetent.


8/20/2019 HRD & OD(4)

53/93

Management Development Implicati

1. Excellence;

2. Lean and mean;

3. Fragmented-formalised-focused;

4. Re-engineering;

5. Competence and competencies.


8/20/2019 HRD & OD(4)

54/93

Sources of Knowledge & Skills

1. Research and Development (R&D);

2. Employees as a source of knowledge;

3. Suppliers and customers;

4. Systematic creativity;

5. Diversity;

6. Culture.


8/20/2019 HRD & OD(4)

55/93

Training for Executive Level Manage1. Planned Progression

2. Job Rotation :

A) Trainee rotation in non-supervisory work situation;

B) Trainee rotation in observation assignments;

C) Rotation among managerial training positions;

D) Middle level rotation in assistant position;

E) Unspecified rotation among managerial positions.3. Creation of Assistant to positions;

4. Role playing;

5. Understudy;


8/20/2019 HRD & OD(4)

56/93

6. Temporary promotions;

7. Committees and junior boards;

8. Conference programs;

9. University management programs;

10. Management workshop programs;

11. Coaching;

12. Laboratory training.


8/20/2019 HRD & OD(4)

57/93

Succession Planning

Steps in succession planning process :

a) Functions are determined and when positions will be available are as

Associated functions and anticipated future work requirements are reviewed

How real and anticipated changes in functions and new technologies will imfuture job requirements are fully understood;

b) Initial competencies required for each position are determined :

Skill, knowledge, ability, aptitude, values, motivation, initiative, self-control, wand attitude that contribute to exemplary job performance are determined;

c) Competency gap analysis :

Job competencies that will be required for future positions in the organizatioidentified;


8/20/2019 HRD & OD(4)

58/93

d) Developmental opportunities for each set of competencies are designed :

Opportunities to develop each of the competency sets to the needs of the individual and the futrequirements are identified.

e) Talent pool is maintained and developed :

Volunteers are enlisted;

Individual gap analysis is conducted;

Individual development plans are prepared;

Individual progress is tracked and reassessed.

f) Reassess and track overall progress and maintain a skill inventory :

Continually monitor skills and needs to determine any gaps and develop plans to meet deficiencontingencies;

Inventory of current and future needs is maintained as information for individual and group dev


8/20/2019 HRD & OD(4)

59/93

Analyze the ROI

RoI :

Noted : Total benefits include money saved by the organization, money mad

thing that adds directly or indirectly to the bottom line.

Total Benefits – Total Costs

Total Costs

X 100


Guidelines for calculating ROI of Tra

8/20/2019 HRD & OD(4)

60/93

Guidelines for calculating ROI of TraProgram

1. A control group could be used, if possible;

2. For the desired results to be achieved sufficient time is to be allowed;

3. The direct costs of the training program are to be ascertained;

4. The productivity or performance before the training is to be measured;

5. The productivity or performance after the training is to be measured;

6. The productivity or performance increase is to be measured;

7. The increase is then translated into taka value benefit;

8. From the taka value benefit, cost of training is subtracted;

9. Then the ROI is calculated.


8/20/2019 HRD & OD(4)

61/93

Lecture # 06

Mid-term Exam


Lecture # 07 :

8/20/2019 HRD & OD(4)

62/93

Lecture # 07 : ORGANIZATIONALDEVELOPMENT

Organizational Development or O.D. is a planned effort initiatedspecialists to help an organization develop its diagnostic skills, copinglinkage strategies( in the form of temporary and semi-permanent sysculture of mutuality.

• A planned effort – thinking and planning

• initiated by process specialists

• Diagnostic skills- data collection-overtime

• Coping capabilities-problem-solving,confront and cope

• Linking strategies-Indl.& Organl. Goals

• Culture of Mutuality, fostering of certain values and open and proactiveopenness, confrontation, trust, authenticity, pro-activeness, autonomy,and experimentation.


8/20/2019 HRD & OD(4)

63/93

Definition of O.D.by Edgar Schein An organization is the planned coordination of the activities of a number of pachievement of some common explicit purpose or goals through the divisionand function, and through a hierarchy of authority and responsibility.Development is the act, process, result or state of being developed-which in to advance, to promote the growth of, to evolve the possibility of, to further, toto enhance somethingTwo elements stand out viz.(a)Development may be an act, process or an end state

(b)Development means bettering somethingO. D. is the act, process or result of furthering, advancing, or promoting the gorganization


8/20/2019 HRD & OD(4)

64/93

The O. D. Approach to Change treats the organization as a system.

A system is an orderly group of logically related parts, principles and beliefs. Altera grouping or arrangement that relate or interact with each other in such a way awhole.

Thus this approach has the following characteristics:

(a)Total view not a limited view

(b)Relationship between the Orgn. and the environment

and the internal dynamics of the Orgn.

© Teams-temporary, semi-permanent and permanent-continous improvement(d)Inter-personal Communication

(e)Individuals- self awareness and self acceptance-developing skills, knowledge individuals


8/20/2019 HRD & OD(4)

65/93

O. D. is a systemic and systematic change effort, using behavioural science knowskill, to transform an orgn. to a new state.

O.D. is system-wide and value-based collaborative process of applying behaviouknowledge to the adaptive development , improvement and reinforcement of sucorganizational features as the strategies, structures, processes, people and clead to organizational effectiveness

The characteristics of O. D. are:

1. It is a system-wise process;2. It is value-based;

3. It is collaborative;4. It is based on behavioural science knowledge;5. It is concerned with strategies, structures, processes, people and culture;7. It is about organizational effectiveness


8/20/2019 HRD & OD(4)

66/93

OBJECTIVES OF ORGANIZATIONAL

DEVELOPMENT PROGRAMME

1.Individual and group development.

2.Development of organization culture and processes by consinteraction between members irrespective of levels of hierarc

3.Inculcating team spirit.

4.Empowerment of social side of employees.5.Focus of value development.


8/20/2019 HRD & OD(4)

67/93

6.Employee participation, problem-solving and decision-making at various lev

7.Evaluate present systems and introduction of new systems thereby achievinsystem change if required.

8.Transformation and achievement of competitive edge of the organization.

9. Achieve organization growth by total human inputs by way of research anddevelopment, innovations, creativity and exploiting human talent.

10.Behaviour modification and self managed team as the basic unit of an org


8/20/2019 HRD & OD(4)

68/93

OD Implications:

1. For Individualsa)Most individuals believe in their personal growth. Even today, tra

development, promotion to the next higher position dominates thorganization philosophy.

b)Majority of the people are desirous of making greater contributio

organizations they are serving. Achievements of organizational ghowever, subject to limitations or environmental constraints. It is organizations to tap the skills that are available in abundance.


8/20/2019 HRD & OD(4)

69/93

This leads to adopt the following organization strategy for development:

◦ Ask questions to resolve doubts.

◦ Listen to superior’s advice.

◦ Support employees in their venture.

◦ Accept challenge.

◦ Leaders to encourage creativity and promote risk taking.

◦ Give additional responsibility to subordinates.

◦ Set high standards of quality.

◦ Empower employees.

◦ Initiate suitable reward system that should be compatible, if not more than the indust


8/20/2019 HRD & OD(4)

70/93

2. For Groups

a)One of the most important factors in the organization is the ‘wgroup’ around whom the organization functions. This includesgroup and the leader (boss)

b)More people prefer to be part of the group because the groupthem.

c)Most people are capable of making higher contributions to theffectiveness.


8/20/2019 HRD & OD(4)

71/93

Following strategy is required to be adopted for group development bthe above assumptions:

a)Invest in training and development of the group. Money and time sthis is an investment for the organization. Leaders should also invedevelopment of skills and thus help create a position organizational

b)Let the team flourish. Teams are the best approach to get the work Apart from the above teams enjoy emotional and job satisfaction wwork in groups.

c)Leaders should adopt team leadership style and not autocratic leadstyle. To do this, jobs should be allotted to the team and not to the i


8/20/2019 HRD & OD(4)

72/93

d)It is not possible for one individual (leader) to perform both, the leaand maintenance functions. It is therefore necessary for team mem

assist leader in performance of his duties.

e)Group should be trained in conflict management, stress managemdecision-making, collaboration, and effective interpersonal communThis will improve organizational effectiveness. Empowerment is thestone of the successful organizations.

f)Leaders should pay particular attention to the feelings of the employshould be understood that suppressed feeling and attitudes adversproblem-solving, personal growth and job satisfaction.

g)Development of group cohesiveness.


8/20/2019 HRD & OD(4)

73/93

3.For Organizations

a) Create learning organization culture.

b) Adopt win-win strategy for sustained growth.

c) Create cooperative dynamics rather than competitive organizationdynamics in the organization.

d) Needs and aspirations of the employees in the organization must

This leads to greater participation of the employees. Organizations sadopt developmental outlook and seek opportunities in which peopleexperience personal and professional growth. Such orientation creafulfilling prophecy.


8/20/2019 HRD & OD(4)

74/93

e) People must be treated with due respect and considered imp

The credit of success must be given to the employees uncondif) Promote organizational citizenship.

4. It is possible to create organizations that are humane, demoempowering on one hand and high performing in terms of proquality of output, profitability, and growth on the other. It is the

responsibility of every entrepreneur to ensure that the needs osociety are met.


8/20/2019 HRD & OD(4)

75/93

Top values associated with O. D. today:1.Increasing effectiveness and efficiency;

2.Creating openness in communication;3.Empowering employees to act;4.Enhancing productivity;5.Promoting organizational participation.

Values considered to be most important:1.Empowering employees to act;

2.Creating openness in communication;3.Facilitating ownership of process and outcome;4.Promoting a culture of collaboration;5.Promoting inquiry and continuous learning.


8/20/2019 HRD & OD(4)

76/93

Organizational Development is planned change in the organizational context.context of change it is necessary to refer to Kurt Lewin

He has provided two principle ideas viz.1.What is occurring at any point of time is a resultant in a field of opposing foproduction level at a particular point of time is the resultant equilibrium of sompushing towards higher levels of production and other forces pushing towardlevels of production. The production levels tend to remain at the same levelsof forces remains constant. Another example could be the level of morale.

2.The second contribution is the change itself. He has described a three- stag

viz.(a Unfreezing the old behaviour (b)Moving to a new level of behaviour (c )Refreezing the behavior at the new level


8/20/2019 HRD & OD(4)

77/93

Kurt Lewin’s Three –Stage Model : as modified by Lippitt & others1.Developing a need for change. (Lewin’s unfreezing phase)

2.Establishing a change relationship. In this phase a client system in nand a change agent from outside the system establish a working relat

3.Clarifying or diagnosing the clients system’s problem4.Examining alternative routes and goals; establishing goals and intenactions

5.Transforming intentions into actual change efforts.Phases 3, 4 and

5 correspond to Lewin’s moving phase6.Generalizing and stabilizing change. This corresponds to Lewin’s refphase

7. Achieving a terminal relationship, that is, terminating the client-consurelationship


Lecture # 08 : P t ti l C fli t

8/20/2019 HRD & OD(4)

78/93

Lecture # 08 : Potential Conflicts wConflict with profit making

Conflict with managerial prerogatives


8/20/2019 HRD & OD(4)

79/93

O. D. PROCESS:

Diagnosis,Action & Program Management

The O. D. process consists of three components-diagnosis, action and program management.

Diagnosis component consists of continuous collection of data about the total system, its sub-unitsand its culture.

The action component consists of all the activities and interventions designed to improve the orgafunctioning.

The program management component is designed to ensure success of the program.

Diagnosis involves;

1.What are its strengths?

2.What are its problems?

3.What are its unrealized opportunities?

4.Discrepancy between desired situation and current situation?


8/20/2019 HRD & OD(4)

80/93

Organizational Level Diagnosis

Inputs

General

Environment

Industry

Structure

Transformation

Strategy

Design Factors

Culture

Outputs

Performance

Productivity

Satisfaction

8/20/2019 HRD & OD(4)

81/93

Group Level Diagnosis

InputsOrganization

Design

Factors

Culture

Strategy

Transformation

Group

Design

Factors

Outputs

Team

Effectiveness

Productivity,

Satisfaction

8/20/2019 HRD & OD(4)

82/93

Individual Level Diagnosis

InputsGroup

Design

Factors

Personal

Characterist-

ics

Transformation

Job

Design

Factors

Outputs

Individual

Effectiveness

Productivity,

Satisfaction

8/20/2019 HRD & OD(4)

83/93

After Diagnosis

Feeding back the information

Choosing interventions

Managing change

Institutionalizing change

Lecture # 09 : OD Intervent

8/20/2019 HRD & OD(4)

84/93

Lecture # 09 : OD InterventOD interventions are sets of structured activities in which selected organizengage in a series of tasks which will lead to organizational improvement.

Interventions are actions taken to produce desired changes.There are one of four reasons why there is need for OD interventions:1.The organization has a problem- some thing is “broken”, and corrective actbe taken i.e. it needs to be “fixed”.

2.The organization sees an unrealized opportunity: something it wants isreach. Enabling actions- interventions- are developed to seize the opportunit

3.Features of the organization are out of alignment: parts of the organizationat cross-purposes.Alignment activities- interventions- are developed to get thtune.

4.The vision guiding the organizational changes: yesterday’s vision is noenough. Actions to build the necessary structures, processes, and culture tonew vision- interventions- are developed to make the new vision a reality.

n.b. OD interventions are planned sets of actions to change situations

8/20/2019 HRD & OD(4)

85/93

Generally OD interventions follow a well-planned overall OD strategy and get revevents unfold and are answers to the following questions:

1.What are the change/improvement goals of the program?2.What parts of the organization are most receptive to the OD program?3.What are the key leverage points( individual or group) in the organization4.What are the most pressing problems in the client organization?5.What resources are available for the program in terms of client time and energyand external facilitators?

N. B.. With the help of the above questions the OD practitioner would be able to fgame plan and sequence of interventions etc.

Furthermore, OD has two goals- one educational and the other accomplishing –a-goal. Normally learning takes place in one setting e.g. a classroom whereas actioplace at the work place. Secondly, OD deals with real life problems and uses sevlearning models.


8/20/2019 HRD & OD(4)

86/93

Team Building

Improved group processes

Communication

Goal clarification

Role clarification

Task orientation

8/20/2019 HRD & OD(4)

87/93

Survey Feedback

Small meetings to feedback on

survey resultsMeetings used to formulatechange

Managers conduct meetings toindicate commitment

8/20/2019 HRD & OD(4)

88/93

Employee Involvement

Quality of work life

Quality circles

Total quality management

8/20/2019 HRD & OD(4)

89/93

Re Engineering

Job redesign

Teamwork

Work performed by mostappropriate person

Advanced informationtechnologies used

8/20/2019 HRD & OD(4)

90/93

OD Effectiveness

More impact on organizational than individual outcomes

Works better for white collars than blue collars;Works better if multiple techniques are used;

Technological change shows more positive outcomes.

8/20/2019 HRD & OD(4)

91/93

Measurement Problems

Difficult to isolate cause of outcomes since OD efforts ofinvolve multiple changes

May be the result of Hawthorne effects

Change may be due to maturation or passage of time andintervention

Lecture # 10

8/20/2019 HRD & OD(4)

92/93

Term Final Exam


8/20/2019 HRD & OD(4)

93/93

Best of

LuckMK ZAMAN, HRM & OD PROFESSIONAL CLASS ROOM USE ONLY

HRD & OD(4)

Documents

Transcript of HRD & OD(4)