1. Organizational Development
Research and It’s Future

2. Research paper1 Research in organizational change& development
This paper introduce the competence values model of organizational culture and development.
Also provides overview of the four studies of org culture based on competing value model.

3. The competing values framework:
Competing values framework is a metatheory that was originally developed to explain- Differences in the values underlying various organizational effectiveness models.
Framework focuses on the competing tensions and conflict inherent in any human system:
conflict btw stability and change; and
conflict btw the internal org and the external environment.
By focusing on the inherent tensions of org life, the model analysis of both transformation and equilibrium.
Quinn & kimberly have extended the framework to examine org culture.
Basic assumption: to compliance, motives, leadership, decision making, effectiveness, values, assumptions and org forms.

4. Four papers: 1. Cameon and Freeman, Culture in a large set of 334 colleges and universities. Examine three aspects of cultures and the impact that they have on effectiveness. 1-culture type; 2- the congruence of cultural systems such as values, leadership style, the nature of the individual-org bond, and strategic emphasis; and 3- the strength of the cultures.

5. Cameron and Freeman’s approach differs from the other paper in two important ways: First, they discuss cultural types in the language of org theory, describing clans, adhocracies, hierarchies and market. Second, treatment of cultural strength also differs. The other 3 papers are developed by Quinn and Kimberly, and all begin with a common base. Each paper develops a typology of organizational cultures through cluster analysis and then represents through competing value model.

6. Yeung, brockbank, and ulrich discover five dominant profiles in their sample:
A strong comprehensive culture,
A weak comprehensive culture,
A group driven culture,
A hierarchy-driven culture,
A development-driven culture
And they examine the cultural implication of human resource practices.
Quinn and Spreitzer find similar group profile.
Zammuto and Krakower’s cluster analysis focused on org size and the form of institutional control.

7. Concept of OD discussed here: It includes Change management
Research paper2 Research and organizational development as pivots of corporate growth and effectiveness in Nigerian organizations
Objective: To x-ray the significance of research and OD in Nigerian organizations and brought to bear on org growth and effectiveness.
Concept of OD discussed here:
It includes
Change management
Team building,
Culture management
TQM (total quality management)
Business process reengineering
Performance management

8. McKinsey 7-S framework
It analyse the change requirements of an organisation to enhance its effectiveness and efficiency.
To achieve effectiveness, innovation; reduced labour turnover, ensure greater job satisfaction, motivation and acceptance of new techniques.
1. System:
Koontz et al. (1980) - almost all life is a system.
Peters and Waterman - procedures/processes.
2. Strategy:
This is a broad statement of intent, which shows the types of action required to achieve a set objectives. Strategy is defined as the direction and scope of an organization over the long term in terms of its goals, vision and mission. Strategies could be integrative, intensive, and defensive or diversified (diversification strategy).
3. Staff:
The people, their background, competences, how managers are developed, how new entrants are trained, career management, who fits what job, who should exit and what job should be outsourced etc.

9. 4. Structure: How tasks are divided, grouped and integrated, roles, responsibilities and reporting relationship and communication. 5. Style: This refers to both managerial and supervisory styles prevalent in organizations and what is broadly referred to as leadership behaviour. 6. Shared Values: Values, beliefs and behaviour to which they give rise, focusing attention, giving meaning and character to the organisation. This also refers to corporate culture. 7. Skills: Distinctive technical, human relations, conceptual and leadership skills as well as people’s talents and competences.

10. Research Organisational. Effectiveness Creativity Knowledge
Model of Research and Development Process in an Organization
Research
Organisational.
Effectiveness
Creativity
Knowledge
Development
Innovation

11. Action Research and Organization Development
Research paper 3
Action Research and Organization Development
Peter Reason and Kate Louise Mc Ardle
Centre for Action Research in Professional Practice
University of Bath.
Two purpose:
Firstly, action research: continual inquiry, development, and curiosity in themselves and in those they work with – rather than seeing OD as ‘a set of techniques’.
Secondly, they want to assert that at their best - through creating processes and structures for collaborative inquiry - action research and organization development can be profoundly emancipatory.

12. They have found it helpful to refer to these three broad strategies as first-, second-, and third-person inquiry practices,
And to see these as mutually interpenetrating. Both action research and organization development involve an interplay between ‘me’ (my own experience and behaviour), ‘us’ (our immediate peers) and ‘them’ (the wider organization) and
Encourage attention to be paid simultaneously to all three perspectives.

13. First-person research practice: The goal of action science inquiry is to help practitioners discover the tacit choices they have made about their perceptions of reality, about their goals and about their strategies for achieving them.

14. Second-person research practice
Second-person action research/practice addresses their ability to inquire face-to-face with others into issues of mutual concern—for example in the service of improving their personal and professional practice both individually and separately.
Starts with interpersonal dialogue and includes the development of communities of inquiry and learning organizations.
One of the most clearly articulated approaches to second-person research/practice is co-operative inquiry.

15. Third-person research practice:
Develop strategies for developing larger scale in action research. To do this they may start from two perspectives:
first considering ways to ‘scale up’ small scale inquiry at an organizational level;
and then to ask whether action research can contribute at the level of social movement to address major issues of our time.

16. A cohort approach to organizational leadership development
Research paper 4
Learning together:
A cohort approach to organizational leadership development
Janice Sharlow, Deloitte & Touche Inc., Edmonton, Canada
Paula Langenhoff, Planning and Administration, Alberta Health Services, Edmonton, Canada
Aslam Bhatti, Canadian Partnership Against Cancer, Toronto, Canada, and
Jude Spiers and Greta Cummings,Faculty of Nursing, University of Alberta, Edmonton, Canada

17. Purpose – The purpose of this paper is to illustrate the formation of the Leadership Development Initiative (LDI) and to demonstrate how the program was collaboratively tailored to meet the organizational and developmental needs of leaders in the organization, using a learning cohort approach for implementation. Findings – The LDI was critical to developing leadership and management competencies/skills, organizational networking, relationship building, and fostering a philosophy of leadership as collaborative visionary practice toward a common goal of organizational development.

18. The five cohort groups: (1)Senior Leaders/Directors include individuals from Management and Operations as well as Physicians/Scientists in defined leadership positions. (2) Managers include individuals from Management and Operations who are responsible for a program or geographic area of service. (3) Leaders in operational roles include those from Management and Operations and senior supervisors from two union groups. (4) Leaders in collaborative roles include those responsible for provincial initiatives internal and external to the ACB (note: generally do not have staff reporting to them). (5) Leaders in supportive roles include administrative support personnel.

19. FUTURE OF OD

20. 5 Models of Burke (2004)
1. The traditional model: OD a sub‐function of HR 2. The independent model: freestanding OD not reporting in to HR but possibly administration, strategy or operations 3. The decentralised model: OD practitioners in business units reporting to unit head with perhaps a presence at HQ 4. The integrated model: OD integrated into all aspects of HR with change as a primary responsibility 5. The strategy model: OD as an integral part of the strategic‐planning function reporting to the CEO

21. Challenges and Opportunities
1. Globalization and multicultural and whole system perspective 2. Building a great workplace, productivity, and performance culture 3. Leveraging technology and worldwide integration 4. Corporate Social Responsibility is increasing 5. Building leadership and organizational capabilities for the future 6. Regulatory environment and new organizational forms

22. OD Practitioner’s areas of development
• Refine the definition and distinction of the O.D. field of practice • Enhance the quality control of practitioner skills • Increase opportunities for O.D. practitioners to enhance their business acumen including the ability to accurately identify and meet customer needs • Measure and communicate the return on investment (ROI) and /or the perceived value of O.D. work to the business.

23. Very important, less effective Very important, very effective
Building leadership capacity for now and the future.
Very important, very effective
Attracting and retaining top talent
Aligning strategies, people, systems and processes organization-wide to enhance productivity and profitability
Developing and maintaining the commitment of the workforce to the goals of the organization for better overall performance results
Clarifying purpose and mission to inspire and engage the workforce
Aligning and executing strategies in a way that meets financial goals and are consistent with core values

24. Responsible progress doctrine
Technological Innovation
Economic development
Ecological sustainability
Cultural diversity

25. Sony Electronics OD Plan for future advancement
Communication
Career development
Clarity of direction
Mission and values project
Leadership sensitivity and support

26. THANK YOU! Sharon Mathews K Janani Iyer Pritiranjan Swain
Thamizhelakiya
Nivedhitha
Thyagarajan
Kiran Kumar
Gurujeevan