Seminar or Course Number 080 - Organisational Development (OD) in Action: Improving Organisational Effectiveness Course, Leading to Diploma – Postgraduate – in Organisational Development, 30 Credit-Hours, accumulating to a Postgraduate Certificate, with 150 additional Credit-Hours, and a Postgraduate Diploma, with 330 additional Credit-Hours. Seminar or Course Contents include Organisational Effectiveness, Organisational Climate, Organisational Culture, Organisational Norms, Organisational Values, Organisational Power Structure, Worker Commitment, Structure of Roles in Organisation, Inter-Group Collaboration, Authority Based In Knowledge and Skills, Open System of Communication, Management Development, Micro Organisational Development, Quality of Working Life, Adequate and Fair Compensation, Healthy and Safe Working Conditions, Development And Growth, Human Capacities, Growth and Security, Social Integration of People, Protection of Total Life Space, Social Relevance Of Work, Sensitivity Training, Approach to Organisational Development, Organisational Development Interventions, Process Consultation, Macro Organisational Development, Determination of Success, Salient Issues, Organisational Change, Rational Empirical, Change Strategies, Resistance to Change, Leadership Styles, Change Process, Communication Effectiveness, Role in Organisational Development and Change

 Organisational Development (OD) in Action: Improving Organisational Effectiveness Seminar or Course, Leading to Diploma - Postgraduate - in Organisational Development, Accumulating to a Postgraduate Diploma. Click to download the PDF Brochure for this Course

Course Co-ordinator /Programme Co-ordinator:

For Whom This Course is Designed

This Course is Designed For:

• Corporate Managers;

• Internal Consultants;

• External Consultants;

• Senior Managers;

• Middle Managers;

• Junior Managers;

• Internal Organisational Improvement Agents;

• External Organisational Improvement Agents;

• Change Agents;

• Organisational Development Specialists;

• Those desirous of improving organisational processes effectively.

Duration: 5 Days

Cost:    £5,000.00 Per Delegate

Cost includes:

• Free Continuous snacks throughout the Event Days;  

• Free Hot Lunch on Event Days;                           

• Free City Tour;             

• Free Stationery;                               

• Free On-site Internet Access;

• Diploma – Postgraduate – in Organisational Development (OD) in Action: Improving Organisational Effectiveness; or

• Certificate of Attendance and Participation – if unsuccessful on resit.

HRODC Postgraduate Training Institute’s Complimentary Products include:

• HRODC Postgraduate Training Institute’s Leather Conference Folder;

• HRODC Postgraduate Training Institute’s Leather Conference Ring Binder/ Writing Pad;

• HRODC Postgraduate Training Institute’s Key Ring/ Chain;

• HRODC Postgraduate Training Institute’s Leather Conference (Computer – Phone) Bag – Black or Brown;

• HRODC Postgraduate Training Institute’s 8GB USB Flash Memory Drive, with Course Material;

• HRODC Postgraduate Training Institute’s Metal Pen;

• HRODC Postgraduate Training Institute’s Polo Shirt.

Daily Schedule: 9:30 to 4:30 pm.

Location:  Central London and International Locations

 Organisational Development (OD) in Action: Improving Organisational Effectiveness Seminar or Course, Leading to Diploma - Postgraduate - in Organisational Development, Accumulating to a Postgraduate Diploma. Click to download the PDF Brochure for this Course

Course Objectives

By the conclusion of the specified learning and development activities, delegates will be able to:

• Appreciate the difference between individual stress tolerance levels;

• Appreciate the importance of change institutionalisation;

• Assess the impact of information and communications technologies (ICTs) on the change process;

• Assess the importance of effective communication in successful Organisational Development and Change.

• Assess the likely effect of power distance on the effectiveness of change communication, taking steps to create a favourable situation within the internal and external environments;

• Chart the value of influence and rational empirical change strategies in ensuring worker comment to the change process;

• Demonstrate an understanding of organisational climate and how it can be gauged;

• Demonstrate an understanding of organisational development as a process;

• Demonstrate leadership in the implementation of change, whilst avoiding whilst avoiding human and organisational casualties;

• Demonstrate the need for a proactive stance in relation to organisational change;

• Demonstrate their ability to conduct an internal environmental analysis-SW;

• Demonstrate their ability to incorporate specified elements of the quality of working life in the management of their subsystems and sections;

• Demonstrate their awareness of change management and human resource implications;

• Demonstrate their awareness of the inevitability of organisational   change;

• Design measures, which will ensure change institutionalisation;

• Determine organisational success factors;

• Determine the different stages of process consultation;

• Determine the factors, which contribute to workers’ resistance to change;

• Determine the key role that organisational change agent play in driving the process forward;

• Determine the most appropriate Organisational Change strategy that should be employed in particular change and organisational contexts;

• Determine the most effective ways of communicating change decisions to workers;

• Determine the most effective ways of communicating change decisions to workers;

• Determine the situations when a particular approach might be appropriate;

• Determine the situations, in specific relation to scale, level, cost, urgency (both proactive and reactive), where a particular approach might be appropriate;

• Determine the type, level and stage of change that might be best suited to the ‘employment’ of internal or external change agents, respectively, maintaining an effective working environment;

• Determine ways of reducing latency in organisational change process;

• Determine when change acceleration is necessary;

• Devise a strategy that will reduce the negative effects of ‘change acceleration’;

• Devise methods of reducing stress levels;

• Distinguish between change strategies and approaches to change;

• Distinguish between strategic and operational change;

• Distinguish between the speed of change and ‘change acceleration’;

• Employ the correct change strategy that will create ‘winners’ even in a ‘most hopeless’ situation;

• Establish the symbiotic relationship between Organisational Development and Organisational Change;

• Exhibit a heightened awareness of the constituents of organisational development;

• Exhibit a heightened awareness of the constituents of organisational development;

• Exhibit their ability to conduct an external environmental analysis;

• Exhibit their ability to use aspects of quality of working life to motivate workers;

• Exploit the benefits of Information and Communications Technologies (ICTs) in the planning, communication and implementation of change, being mindful of their drawbacks;

• Illustrate the advantages and disadvantages of each change strategy;

• Illustrate the advantages and drawbacks of group involvement in decisions related to change;

• Implement change, whilst avoiding human and organisational casualties;

• Manage latent and manifest resistance to change;

• Manage Sensitivity Training successfully;

• Manage the relationship between the organisation and its internal and external stakeholders during the different stages of the change process;

• Match the mode, channel and method of communication with the nature and stage of the change process;

• Strike a balance between macro organisational development and micro organisational development;

• Suggest the degree to which leadership styles plays a part in affecting the success or failure of the change process; and

• Suggest the efforts, which an organisation might employ to reduce workers’ resistance to change;

• Synthesize the relationship between internal and external environmental analyses-SWOT;

• Take steps to create a positive perception of the organisation, among shareholders, funding agents, clients and customers, during a strategic change process.

Course Contents, Concepts and Issues

Part 1 - Organisational Development: Salient Issues

• What is Organisational Development?

• OD and Organisational Effectiveness;

• Differing Perspectives of Organisational Development;

• Organisational Climate;

• Organisational Culture;

• Organisational Norms;

• Organisational Values;

• Organisational Power Structure;

• Worker Commitment;

• Structure of Roles in Organisation;

• Inter-Group Collaboration;

• The Combination of the Authority Based in Roles with the Authority Based in Knowledge and Skills;

• The Creation of an Open System of Communication –Vertically, Horizontally, Diagonally; Management Development.

Part 2 - Micro and Macro Organisational Development: Their Respective Direct and Indirect Contribution to Organisational Improvement and Eventual Effectiveness (1)

• Micro Organisational Development;

• The Quality of Working Life;

• Aspects of Quality of Working Life;

• Adequate and Fair Compensation;

• Healthy and Safe Working Conditions;

• Development and Growth of Human Capacities;

• Growth and Security;

• Social Integration of People;

• Constitutionalism.

Part 3 - Micro and Macro Organisational Development: Their Respective Direct and Indirect Contribution to Organisational Improvement and Eventual Effectiveness (2)

• Protection of Total Life Space;

• Social Relevance of Work;

• Sensitivity Training;

• Approach to Organisational Development;

• Organisational Development Interventions;

• Process Consultation;

• Enhancing the Effectiveness of Programmes;

• Macro Organisational Development:  Organisation-wide Development and Change

• Determination of organisational Development Success.

Part 4 - Contextualising the Organisational Change Management Process (1)

• Influence Change Strategies: When They Should be Used or Avoided;

• Control Change Strategies: When They Should Be Used or Avoided;

• Communicating Organisational Change;

• Communication Media: Mass or Personalised Communication?

• Mode and Channels of Communication;

• Getting the Message Right;

• Timing of Communication;

• Who Should Communicate What, When?

• Use of Groups in Change Process;

• Managing Latent and Manifest Resistance to Change;

• The Effect of Leadership Styles on Organisational Change Process;

• Effective, Overall Change Leadership.

Part 5 - Contextualising the Organisational Change Management Process (2)

• Leading Change Implementation;

• Selecting the Appropriate Change Agent;

• Internal or External;

• Speed of Change;

• Change Acceleration: Averting Organisational and Individual Casualties;

• Confidence;

• Change Tolerance and Individual Stress Levels;

• Managing The External Environment: Improving Perception and Instilling;

• Stakeholders, Generally;

• Shareholders and Funding Agents;

• Customers and Clients;

• Potential Customers and Clients;

• Change Institutionalisation: Returning to Normality.

 Organisational Development (OD) in Action: Improving Organisational Effectiveness Seminar or Course, Leading to Diploma - Postgraduate - in Organisational Development, Accumulating to a Postgraduate Diploma. Click to download the PDF Brochure for this Course