More Related Content
What's hot
What's hot (20)
Similar to Current Trends in Organizational Development
Similar to Current Trends in Organizational Development (20)
More from Natasha Gupta
More from Natasha Gupta (15)
Recently uploaded
Recently uploaded (20)
Current Trends in Organizational Development
- 1. Current Trends in Organizational Development
- 2. Interventions on Team Functioning Small teams – building blocks of organizations Success of organization dependent on individual teams E.g. – Dell Same incentive system People work in teams of two Profit sharing incentive Hourly metrics are posted on monitors 360° performance appraisals keep people focused on achieving their goals as a team. Teamwork is all about people who are interested in each other's growth
- 3. Large-scale broad-based organizational change interventions • Organization level interventions are required today due to many reasons. • Volatile competitive environments • For real change to occur, the entire system must be involved. • E.g. – Amazon • With the “single store” strategy, transformed itself from an Internet retailer to a platform for commerce. • Small businesses and individuals given the opportunity to place their products on Amazon • In exchange for this visibility, Amazon developed a contract that included a fee schedule and responsibilities and activities that each organization would perform. • Also engaged in more traditional marketing arrangements where the Web site served as a marketing vehicle for other companies
- 4. Wider Applicability • Extent of OD application has grown widely – schools, healthcare, start-ups, government organizations • E.g. – China • To assist in the development of China’s human resource development capacity, OD practitioners from Switzerland were called in to act as technical advisors to a unit of the Chinese Communist Party’s (CCP) • OD practitioners recommended a combination of action learning (AL) and action research (AR) methods. • Covered different topic areas - comparative public administration, human resource management, organizational theory and development, adult learning. • The intervention allowed the Chinese government to acquire cutting edge know- how in management development and training.
- 5. Demographic Trends • Slowing population growth rates, an increasing proportion of older workers, and a diverse and global workforce. • OD consultants can develop programs to account for these changes. • E.g.- Coaching programs • Organizations, whether they operate primarily in their home country or abroad, will need to develop policies and operating styles that embrace the changing cultural, ethnic, gender, and age diversity of the workforce. • E.g. – American Express • One of the biggest controversies that the company faced was a class action gender discrimination lawsuit in 1999 • The company not only made a conscious effort to recruit a diverse workforce, but it also created a work culture where diversity was valued and promoted. • The company partnered with several profit and non profit organizations to ensure that it had access to a diverse pool of candidates in its recruitment efforts. • Culture and policies at AmEx ensured that diversity was promoted in all parts of the organization.
- 6. OD Supporting Innovations • Pressures to reduce the cycle time of innovation and the OD activities that support them are increasing. • For example, innovation is likely to be more synchronous (anytime, anywhere) as well as more virtual and less face-to-face. In global organizations, innovation occurs in a variety of locations, cultures, and time zones. • OD Practitioners have to think and work in the same direction • E.g. - Whirlpool • Faced with stagnation in revenues, profits, and market share due to the lack of innovative products. • Used the services of a consultancy firm, to develop I-consultants and various I-mentors from within the organization • To form a coaching network to coach/mentor the employees and help them develop an innovation mindset. • Analysts felt that these efforts had borne fruit, judging by the consistent growth in Whirlpool's revenues since 2002.
- 7. Cautious Decision Making • Organizations of all types are cautious of decision making when it comes to large expenditures. • One such trending decision osfof Mergers & Acquisitions. • E.g. - Maharashtra Hybrid Seeds Company Limited (MAHYCO formed a strategic alliance with Monsanto India Pvt. Ltd. • Different corporate cultures posed a special challenge. • MAHYCO’s – Loyalty, Commitment, Formal Relationship, Resistance to Change • Monsanto – Fast-paced • The OD team then met with the top leaders at MAHYCO and Monsanto India and proposed an appreciative inquiry (AI) process and formal management education (ME) session for the alliance building program.
- 8. Impact of Technology • Organizations going towards using technologies to exchange ideas, develop technologies, or discuss implementation • This will produce different types of group dynamics from those found in face-to face meetings. • OD practitioners will need to be comfortable with this technology and to develop virtual facilitation skills that recognize these dynamics. • A more structured and assertive approach will be necessary to ensure that all members have an opportunity to share their ideas. • Processes of visioning, diagnosis, data feedback, and action planning will have to be reengineered to leverage new information technologies. • E.g. – OD patterns must explore patterns of social media communication. • OD practitioners must be data analysts to help clients make sense of large data and plan interventions accordingly.
- 9. Leadership Development • With globalization and other trends, power is not concentrated with one person. • Succession Planning becoming important. • E.g. – Infosys • Leadership crisis in 2007 • In early 2012, the company found itself with a new management team that had taken over from its more illustrious founders. • Many senior leaders of Infosys were expected to retire in a period of ten years from 2011. • Had to quickly develop a pool of leaders. • Established the world's largest leadership development institute at Mysore. • Leadership model intended to groom leaders to gain knowledge on various situations and also to enhance their decision making skill. • The company developed a three-tier pyramid for developing leaders at all levels of employees at Infosys and also established a robust process for identifying and including talents into different leadership tiers. • The Infosys Leadership institute designed a "Nine pillar model" to inculcate leadership based on the organization's requirements and the employee's area of interest.
- 10. Positive Psychology Interventions • Emphasis on life-giving interventions • Because it all boils down to effect productivity. • E.g. - Google • Corporate wellness program focuses on the health, happiness, and work-life balance of the employees, and is considered as being instrumental in its business growth. • Inculcates a feeling among the employees that they are taken care of by the company and given an opportunity to make their work enjoyable, healthy, and creative. • Teaches lessons on what makes people happy and healthy that helps Google to build a unique office environment. • Provides lasting benefits not only to the employees, but also to the company itself.