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Leadership and Management
Organizational Development OD Masterclass
Overview:
Introduction:
The Organizational Development (OD) Masterclass training program is an intensive and advanced initiative designed to elevate participants' expertise in driving organizational change and growth. Through a comprehensive curriculum, participants delve into advanced concepts, methodologies, and best practices in OD, equipping them with the skills needed to lead transformative initiatives.
Program Objectives:
At the end of this program, participants will be able to:
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Demonstrate knowledge of the development of OD, its goals, and the role of the OD practitioner.
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Simply and commercially-driven but creatively position and explain the value of OD to your organization.
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Recognize the requirements for successful OD delivery at the individual and functional levels.
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Get a realistic understanding of the difficulties involved.
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Take tools with you so you can use what you have learnt at work.
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Deploy tools to evaluate the efficiency of an organization and provide guidance on the use of diagnostic models to gauge the organization's health
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Gather information to help you manage and start organizational changes, knowing how data and intervention type are related.
Targeted Audience:
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Human resources professionals.
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Consultants.
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Trainers.
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Office administration managers.
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Manager or leaders leading change projects.
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Senior Leaders.
Program Outline:
Unit 1:
Introduction to Organizational Development:
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Where does OD come from? What is it?
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What benefit does it bring?
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What connection does it have to HR?
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What does it resemble in real life?
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Removing the mystique surrounding organizations and utilizing organizational models.
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Thinking in layers' and taking the organization's overall perspective.
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The OD Mindset: systemic thinking, AND Understanding OD interventions.
Unit 2:
Work of OD, its Concepts, and its Methods:
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Entry procedure.
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Organizational Diagnosis Using Transactional Analysis.
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OD as a consulting method.
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Getting to the core of the issue at hand.
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Interventions in OD.
Unit 3:
Analytics:
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Making Tools for Data Collection.
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Getting Feedback Sessions Ready and Running Them.
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Interviewing and receiving feedback.
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Data Collection and Analysis Using Big Data.
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Providing Information and Observations.
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Plan for obtaining data.
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Establishing Priorities and Getting Buy-In.
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Strategy: the genesis of strategy, planning in advance, analysis of SWOT, goal statement, goals and objectives, objects of strategy.
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OD approach: Centricity of Competence, Centricity of Reimbursement, Centricity of Performance.
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Choosing Action Plans AND Establishing Project Plans.
Unit 4:
Change:
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The creation of OD interventions.
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Putting Customer Needs in Order.
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How do you manage a change?
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Putting Change Management Process in Place.
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Internal Customer Engagement and Satisfaction.
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Evaluation of Change-Sustaining Results.
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Maintenance: getting the business ready for maintenance, establishing a preventative mechanism, expenditures and final outcomes ROI, sustainability auditing, proactiveness and ongoing improvement.
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Diagnostic vs. Dialogue.
Unit 5:
Choosing a Model and Approach for Organizational Design:
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Arguing for organizational design.
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Connecting architectural decisions to economic strategies.
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Addressing the risks in the project of organizational design.
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Leaders and other stakeholders are involved.
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Tracking development both throughout and after the design process.