Organization Development

 Organization changes from time to time
 The process of moving forward through continuous improvement, diversity, and work process engineering is called the organization development.
 A person who is well versed in organization dynamics and assist employees in adapting to changes is called the change agent
 OD efforts support changes that are usually made in four areas:
 The organization’s systems
 Technology
 Processes
 People

OD Methods:
 Organizational development facilitates long-term organization-wide changes.
 OD techniques include:
 survey feedback
 process consultation
 team building
 Inter-group development

Organization Development Techniques:
 Survey feedback assesses organizational members’ perceptions and attitudes regarding their jobs and the organization.
 The summarized data are used to identify problems and clarify issues so that commitments to action can be made.
 Process consultation uses outside consultants to help organizational members perceive, understand, and act upon process events.
Examples include workflow, informal relationship among unit members, and formal communication channels
 Team building may include:
 goal setting
 development of interpersonal relationships
 clarification of roles
 team process analysis
 Team building attempts to increase trust, openness, and team functioning.
 Inter-group development attempts to increase cohesion among different work groups.
 It attempts to change attitudes, stereotypes, and perceptions that one group may have towards another group

The Learning Organization:
 Values continued learning and believe a competitive advantage can be gained from it.
 Characterized by:
 capacity to continuously adapt
 employees continually acquire and share new knowledge
 collaboration across functional specialties
 teams are an important feature

Evaluating Training and Development Effectiveness:
Evaluating Training Programs:
 Typically, employee and manager opinions are used,
 These opinions or reactions are not necessarily valid measures
 Influenced by things like difficulty, entertainment value or personality of the instructor.
 Performance-based measures (benefits gained) are better indicators of training’s cost-effectiveness.
Performance-Based Evaluation Measures:
 Post-training performance method. Employees’ on-the-job performance is assessed after training.
 Pre-post-training performance method. Employee’s job performance is assessed both before and after training, to determine whether a change has taken place.
 Pre-post-training performance with control group method.
 Compares the pre-post-training results of the trained group with the concurrent job performance of a control group, which does not undergo instruction.
 Used to control for factors other than training which may affect job performance.