COMPETENCIES OF AN EFFECTIVE OD PRACTIONER I start by giving a brief definition of competencies. For those of us who would have done HRM we learned that competencies are the behavioural characteristics (skills and abilities) of an individual which is causally related to effective or superior performance in a job. Every OD Practitioner should have some foundational skills and abilities. If the person claiming to be an OD practitioner is not strong on these‚ he or she might be a business consultant
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References: Anderson‚ D. L. (2012). Organization Development: The Process of Leading Organizational Change. Washington DC: SAGE Publication. Ashwin W. Joshi and Sanjay Sharma. (2004). Customer Knowledge Development: Antecedents and Impact on New Product Performance. The Journal of Marketing ‚ 47-59. Change Management. (n
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Stang December 6‚ 2012 Abstract In this paper I will examine thoughts by OD theorists regarding the effects of cultural differences on the applicability and of certain types of OD interventions in multinational environments. The mission of most Organizational Development practitioners is to assist organizations in the process of transformation chiefly made necessary by internal and external pressures such as impending financial
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Index 1. Statement of Confidentiality 2. Synopsis 3. Introduction: TCS -An Organizational Perspective The Pre-OD Scenario: Our Strengths and Areas of Concern Alignment and Structure at TCS Scenario Building Workshops Goal Alignment & Balanced Scorecard PROPEL – The Intervention: Culture Building at TCS 4. The case of a large relationship at TCS: Team Alignment through PROPEL framework & Spiral Dynamics Value Cards at the Large Relationship Improvements through Measurements/ Initiatives:
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Chapter Eleven: Evaluating and Institutionalizing OD Interventions Learning Objectives for Chapter Eleven 1. To understand the issues associated with evaluating OD interventions 2. To understand the process of institutionalizing OD interventions and the factors that contribute to it Evaluation and institutionalization final stage of the organization development cycle Issues in Evaluating OD Interventions Evaluation: is concerned with providing feedback to practitioners and organization
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[pic] Diary of a practice Student’s name and surname: Spahić Harun Index number: 68855 E-mail adress: harun.spahic@hotmail.com Comany in which the practice was done: UniCredit bank d.d. Mentor from University: Agić Emir‚ PhD Mentor from UniCredit bank d.d.: Suzana Krajina-Jusupović‚ business office executive Adress: Zelenih Beretki 24‚ Sarajevo Diary 12.03.- 16.03; first week My first day at work‚ on practice‚ to be more accurate
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THE LEAN HR/LEAN OD PARADIGM Definitions: Lean HR‚ Lean OD is about driving waste and duplication out of all HR and OD practices‚ processes and procedures – It is not a set of tools; it’s a paradigm rather then one single theory. A workplace culture; defined simplistically as how we do it around here and it will ultimately determine how far an organisation can go. A workplace culture can be formed in one of two ways. One is by piecemeal that is‚ bit by bit and usually in response to
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Real World Applications of OD Principles BUS370: Organizational Development Organizational Development (OD) is the systematic application of behavioral science to bring about planned change in organizations. The intended objectives are improved adaptability‚ productivity‚ and effectiveness. These objectives are accomplished by changing values‚ attitudes‚ strategies‚ behaviors‚ procedures‚ and structures so that organizations can adapt to the changing technology
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Introduction Organizational behavior and structure are key factors in leading a company to be efficient and successful. Organizational diagnosis models have been created to allow companies to audit themselves to be sure that they are utilizing these key factors correctly. When a firm conducts an organizational diagnosis it is performed to identify strengths and weaknesses in its systems thus developing measures to improve the organizations performance. Knowing which model to use is crucial
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Christie By Sumita Banerjee Roll No. B-04 The Rationale of the choice of topic and the company In 1999‚ the Daewoo Group‚ one of the biggest transnational conglomerates‚ collapsed‚ committing a staggering $15.3 billion in accounting fraud in the process‚ the largest in world history. In 2006‚ its chairman was sentenced to eight years in prison and a disgorgement penalty of $22.7 billion. Daewoo’s problems‚ however‚ did not remain a case isolated to Korea and their mighty‚ family-controlled conglomerates
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