Organization Development

Organization Development (OD) is the organized application of behavioral science information at different levels, such as collection, inter-group, organization, etc., to carry about planned change . Its objectives is a higher quality of work-life, productivity, adaptability, and effectiveness. It accomplishes this by changing attitudes, behaviors, values, strategies, procedures, and structures so that the organization can adapt to competitive actions, technological advances, and the fast pace of change within the environment.
There are seven characteristics of Organizational Development:
1. Humanistic Ethics: Encouraging beliefs about the potential of employees.
2. Systems Orientation: All parts of the organization, to consist of structure, skill, and people, must
work collectively.
3. Experimental Learning: The learners' practice in the training location should be the kind of human
troubles they encounter at work. The training should not be all assumption and lecture.
4. Difficulty Resolve: Problems are recognized, data is assemble, corrective action is taken,
advancement is evaluate, and modification in the problem solving process are made as needed. This
process is known as Action Research.
5. Eventuality Orientation: Actions are preferred and adapted to fit the require.
6. Change Representative: Stimulate, facilitate, and organize change.
7. Levels of intervention: Problems can occur at one or more level in the organization so the strategy
will require one or more interventions.
Quality of labour existence
Quality of labor existence is the favorableness or unfavorableness of the job atmosphere. Its purpose is to develop jobs and working situation that are admirable for both the employees and the organization. One of the ways of achieving Quality Labour Existence is through job aim. Some of the opportunity available for humanizing job design are:
* Leave the job as is but utilize only people who like the stiff environment or routine work. Some
people do enjoy the defense and task maintain of these kinds of jobs.
* Leave the job as is, but give the employees more.
* Mechanize and make routine the routine jobs.
* And the part that OD loves—do over the job.
When redesigning jobs there are two field to follow—job improvement and job enrichment. Job improvement adds a more range of tasks and responsibility to the job so that it is not as dull. This takes in the extent of the job. That is, the number of different tasks that an employee executes. This can also be skillful by job rotation.
Job upgrading, on the other hand, adds further motivators. It adds strength to the job—more control, responsibility, and judgment to how the job is performed. This gives higher order needs to the employee, as opposed to job extension which simply gives more variety.
The chart below demonstrate the differences:
Job Enrichment and Job Performance
The settlement of enriching jobs include:
* development of the individual
* Individuals have better job contentment
* Self-actualization of the employs
* well again employee performance for the organization
* Organization gets essentially motivated employees
* Less absence, earnings, and objection for the organization
* Full use of human resources for society
* Society gains more effective organizations
There are a variety of methods for improving job enrichment.
* Ability Variety: Perform different tasks that necessitate different skill. This vary from job
Improvement which might require the employee to perform more tasks, but require the same
set of skills.
* Task Identity: Generate or perform a total piece of work. This gives a sense of completion and
accountability for the product.
* Job Significant: This is the quantity of impact that the work has on other people as the employee
perceives.
* Self-sufficiency: This gives employees judgment and control over job linked conclusions.
* Feedback: Information that tells workers how well they are performing. It can come directly from
the job (task feedback) or verbally form someone else.