The goal of organizational development (OD) is to improve corporate performance by aligning an organization's people, systems, and structure with its strategy. Reduced staff turnover, better productivity, and a sustainable competitive advantage are possible outcomes of this process of ongoing and proactive organizational reform.
However, a lot of organizations do not employ an integrated OD strategy. People who work with OD frequently have trouble explaining what it is and the benefits it provides.
Your organization's value may be demonstrated to them by using the organizational development masterclass to establish an integrated approach to OD. For practitioners, it offers a solid theoretical and practical foundation.
At the end of this course, participants will be able to:
Demonstrate knowledge of the development of OD, its goals, and the role of the OD practitioner.
Simply and commercially-driven but creatively position and explain the value of OD to your organization.
Recognize the requirements for successful OD delivery at the individual and functional levels.
Get a realistic understanding of the difficulties involved
Take tools with you so you can use what you have learnt at work.
Deploy tools to evaluate the efficiency of an organization and provide guidance on the use of diagnostic models to gauge the organization's health
Gather information to help you manage and start organizational changes, knowing how data and intervention type are related
Human resources professionals, consultants, trainers and other personnel and office administration managers and other functions in the organization
Manager or leaders leading change projects
Senior Leaders
Where does OD come from? What is it?
What benefit does it bring?
What connection does it have to HR?
What does it resemble in real life?
removing the mystique surrounding organizations and utilizing organizational models
Thinking in layers' and taking the organization's overall perspective
The OD Mindset: systemic thinking
Understanding OD interventions
Entry procedure
Organizational Diagnosis Using Transactional Analysis
OD as a consulting method
Getting to the core of the issue at hand
Interventions in OD
Analytics
Making Tools for Data Collection
Getting Feedback Sessions Ready and Running Them
Interviewing and receiving feedback
Data Collection and Analysis Using Big Data
Providing Information and Observations
Plan for obtaining data
Establishing Priorities and Getting Buy-In
Strategy
the genesis of strategy
Planning in advance
Analysis of SWOT
goal statement
Goals and objectives
Objects of Strategy
OD approach
Centricity of Competence
Centricity of Reimbursement
Centricity of Performance
Choosing Action Plans
Establishing Project Plans
Change
The creation of OD interventions
Putting Customer Needs in Order
How do you manage a change?
Putting Change Management Process in Place
Internal Customer Engagement and Satisfaction
Evaluation of Change-Sustaining Results
Maintenance
Getting the business ready for maintenance
establishing a preventative mechanism
Expenditures and final outcomes ROI
Sustainability auditing
proactiveness and ongoing improvement
Diagnostic vs. Dialogue
Arguing for organizational design
Connecting architectural decisions to economic strategies
Addressing the risks in the project of organizational design
Leaders and other stakeholders are involved
Tracking development both throughout and after the design process.
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