CHRP 11 Organizatioinal Change and Development
Introduction
This course unit covers theoretical models and the process of OD; group/team and organizational performance through the use of OD techniques or interventions like group dynamics; work-life balance training; management of change, and culture change.
General Objective
To equip the learners with the knowledge and skills required for enhancing organizational efficiency, effectiveness and overall performance.
Learning Outcomes
At the end of this course unit, the learner will be able to:
- Discuss the philosophical, historical, theoretical, political and practical underpinnings of OD as a core area of practice within HRD.
- Apply different tools that are used to diagnose organizations as well as interventions used through hands-on experience.
- Demonstrate ability in facilitation, OD skills, group formation process, communication, and developing collaborations.
General Introduction to Organizational Change and Development
- Definition of Organization Introduction to Development (OD)
- Growth and relevance of OD
- Short History of OD
- Evolution in OD
- History and values of OD
- Organizational change
The Nature of Planned Change
- Theories of planned change
- General model of planned change
- Different types of planned change
- Critique of planned change
The OD Practitioner
- Who is the OD practitioner?
- Competencies of an Effective OD practitioner
- The Professional OD practitioner
- Professional values
- Professional Ethics
Entering and Contracting
- Entering in to an OD relationship
- Developing a contract
- Interpersonal process issues in entering and contracting
Diagnosing Groups and Jobs
- Group-level diagnosis
- Individual-level diagnosis
Collecting and Analyzing Diagnostic Information
- Methods for collecting data
- Sampling
- Techniques for analyzing data
Feeding Back Diagnostic Information
- Determining the content of the feedback
- Characteristics of the feedback process
- Survey feedback
Designing Interventions
- What are effective interventions?
- How to design effective interventions
- Types of interventions
Interpersonal and Group Process Approaches
- Process consultation
- Third-party interventions
- Team building
Organization Process Approaches
- Organization confrontation meeting
- Intergroup relations interventions
- Large-group interventions
Restructuring Organizations
- Structural design
- Rightsizing
- Reengineering
Employee Involvement
- Meaning of employee involvement
- Types of employee involvement interventions
Work Design
- The engineering approach
- The motivational approach
- The socio technical systems approach
Performance Management
- Goal setting
- Performance appraisal
- Rewards systems
Developing Talent
- Coaching and mentoring
- Career planning and development interventions
- Management and leadership development interventions
Managing Workforce Diversity and Wellness
- Workforce diversity interventions
- Employee stress and wellness interventions
Transformational Change
- Characteristics of transformational change
- Integrated strategic change
- Organization design
- Culture change
Continuous Change
- Self-designing organizations
- Learning organizations
- Built-to-change organizations
Trans- Organizational Change
- Trans organizational rationale
- Strategic alliance interventions
- Network interventions
Evaluating and Institutionalizing Organization Change Development
- Evaluating organization development interventions
- Institutionalizing organizational changes