Hi, Can anyone clear "What is the difference between "ORGANISATIONAL BEHAVIOUR" AND "ORGANISATIONAL DEVELOPMENT" Thank you very much in anticipation.
From India, Delhi
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1From India, Delhi
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Hi,
This is in regard to your question posted on Hrcite asking for the difference between OD and OB. Though I can't go into the details, the major difference is:
OB is the study of behavioral sciences in relation to humans, specifically focusing on the differences in their behavior and performance when they are working alone, in a team, or in an organization. The study in OB involves observing their behavior.
Once you have studied and planned to take actions to realign your strategies in order to motivate, train, and guide your employees, that is OD. In other words, OD is the practical application of the findings from OB in real scenarios.
I hope you now have a rough idea. This is the best explanation I can provide, but I will try to provide further clarification.
Thank you,
Ankit Sharma
09210104457
From India, New Delhi
Acknowledge(0)Amend(0)
This is in regard to your question posted on Hrcite asking for the difference between OD and OB. Though I can't go into the details, the major difference is:
OB is the study of behavioral sciences in relation to humans, specifically focusing on the differences in their behavior and performance when they are working alone, in a team, or in an organization. The study in OB involves observing their behavior.
Once you have studied and planned to take actions to realign your strategies in order to motivate, train, and guide your employees, that is OD. In other words, OD is the practical application of the findings from OB in real scenarios.
I hope you now have a rough idea. This is the best explanation I can provide, but I will try to provide further clarification.
Thank you,
Ankit Sharma
09210104457
From India, New Delhi
Acknowledge(0)Amend(0)
This material already exists on the CiteHR site.
What is Organization Development?
Organization Development
Organization Development (OD) is the systematic application of behavioral science knowledge at various levels, such as group, inter-group, organization, etc., to bring about planned change. Its objective 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.
Organization Development (OD) is the process of improving organizations. The process is carefully planned and implemented to benefit the organization, its employees and its stakeholders. The client organization may be an entire company, public agency, non-profit organization, volunteer group - or a smaller part of a larger organization.
The change process supports improvement of the organization or group as a whole. The client and consultant work together to gather data, define issues and determine a suitable course of action. The organization is assessed to create an understanding of the current situation and to identify opportunities for change that will meet business objectives.
OD differs from traditional consulting because client involvement is encouraged throughout the entire process. The ways in which people communicate and work together are addressed concurrently with technical or procedural issues that need resolution.
Why is Organization Development Important?
Profitability, productivity, morale, and quality of work life are of concern to most organizations because they impact the achievement of organizational goals. There is an increasing trend to maximize an organization's investment in its employees. Jobs that previously required physical dexterity now require more mental effort. Organizations need to "work smarter" and apply creative ideas.
The workforce has also changed. Employees expect more from a day's work than simply a day's pay. They want challenge, recognition, a sense of accomplishment, worthwhile tasks and meaningful relationships with their managers and co-workers. When these needs are not met, performance declines.
Today's customers demand continually improving quality, rapid product or service delivery; fast turn-around time on changes, competitive pricing and other features that are best achieved in complex environments by innovative organizational practices.
The effective organization must be able to meet today's and tomorrow's challenges. Adaptability and responsiveness are essential to survive and thrive.
There are seven characteristics of OD:
1. Humanistic Values: Positive beliefs about the potential of employees.
2. Systems Orientation: All parts of the organization, including structure, technology, and people, must work together.
3. Experiential Learning: The learners' experiences in the training environment should be the kind of human problems they encounter at work. The training should not be all theory and lecture.
4. Problem Solving: Problems are identified, data is gathered, corrective action is taken, progress is assessed, and adjustments in the problem-solving process are made as needed. This process is known as Action Research.
5. Contingency Orientation: Actions are selected and adapted to fit the need.
6. Change Agent: Stimulate, facilitate, and coordinate change.
7. Levels of Interventions: Problems can occur at one or more levels in the organization so the strategy will require one or more interventions.
What Does Organization Development Involve?
OD consultants custom tailor established social science theory and methods to organizations seeking to improve profitability, productivity, morale, and/or quality of work life. Examples of activities facilitated by OD consultants are:
- Team building
- Goal Setting
- Group Facilitation
- Creative Problem solving
- Strategic Planning
- Leadership Development
- Management Development
- Career Management
- Conflict Resolution
- Developmental Education
- Interpersonal Communication
- Human Resources Management
- Managing Workforce Diversity
- Organization Restructuring
- High Involvement Work Teams
- Sociotechnical Systems Design
- Technical Training
- Total Quality Management
Often described as "change agents," OD consultants come from varied backgrounds with experience and training in organization development, organization behavior, psychology, education, management, and/or human resources. Many have advanced degrees and most have experience in a variety of organizational settings.
There are both internal and external OD consultants. An internal OD consultant is a full-time employee within a given organization. External consultants may be self-employed or on the staff of a consulting firm. "Externals" work with one or more clients contracting for specific projects.
Organizational Behavior
Organizational Behavior is the study and application of knowledge about how people, individuals, and groups act in organizations. It does this by taking a system approach. That is, it interprets people-organization relationships in terms of the whole person, whole group, whole organization, and the whole social system. Its purpose is to build better relationships by achieving human objectives, organizational objectives, and social objectives.
As you can see from the definition above, organizational behavior encompasses a wide range of topics, such as human behavior, change, leadership, teams, etc. Since many of these topics are discussed in other sections of this leadership guide, this section will not go into topics previously discussed.
Elements of Organizational Behavior
The organization's base rests on management's philosophy, values, vision, and goals. This, in turn, drives the organizational culture composed of the formal organization, informal organization, and the social environment. The culture determines the type of leadership, communication, and group dynamics within the organization. The workers perceive this as the quality of work life which directs their degree of motivation. The final outcomes are performance, individual satisfaction, and personal growth and development. All these elements combine to build the model or framework that the organization operates from.
Models of Organizational Behavior
There are four major models or frameworks that organizations operate out of:
1. Autocratic - The basis of this model is power with a managerial orientation of authority. The employees, in turn, are oriented towards obedience and dependence on the boss. The employee need that is met is subsistence. The performance result is minimal.
2. Custodial - The basis of this model is economic resources with a managerial orientation of money. The employees, in turn, are oriented towards security and benefits and dependence on the organization. The employee need that is met is security. The performance result is passive cooperation.
3. Supportive - The basis of this model is leadership with a managerial orientation of support. The employees, in turn, are oriented towards job performance and participation. The employee need that is met is status and recognition. The performance result is awakened drives.
4. Collegial - The basis of this model is partnership with a managerial orientation of teamwork. The employees, in turn, are oriented towards responsible behavior and self-discipline. The employee need that is met is self-actualization. The performance result is moderate enthusiasm.
Although there are four separate models, almost no organization operates exclusively in one. There will usually be a predominant one, with one or more areas overlapping in the other models.
Social Systems, Culture, and Individualization
A social system is a complex set of human relationships interacting in many ways. Within an organization, the social system includes all the people in it and their relationships to each other and to the outside world. The behavior of one member can have an impact, either directly or indirectly, on the behavior of others. Also, the social system does not have boundaries...it exchanges goods, ideas, culture, etc. with the environment around it.
Culture is the conventional behavior of an organization that encompasses beliefs, customs, knowledge, and practices. It influences human behavior, even though it seldom enters their conscious thought. People depend on culture as it gives them stability, security, understanding, and the ability to respond to a given situation. This is why people fear change. They fear the system will become unstable, their security will be lost, they will not understand the new process, and they will not know how to respond to the new situations.
Individualization is when employees successfully exert influence on the social system by challenging the culture.
Regards
Leo Lingham
From India, Mumbai
Acknowledge(0)Amend(0)
What is Organization Development?
Organization Development
Organization Development (OD) is the systematic application of behavioral science knowledge at various levels, such as group, inter-group, organization, etc., to bring about planned change. Its objective 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.
Organization Development (OD) is the process of improving organizations. The process is carefully planned and implemented to benefit the organization, its employees and its stakeholders. The client organization may be an entire company, public agency, non-profit organization, volunteer group - or a smaller part of a larger organization.
The change process supports improvement of the organization or group as a whole. The client and consultant work together to gather data, define issues and determine a suitable course of action. The organization is assessed to create an understanding of the current situation and to identify opportunities for change that will meet business objectives.
OD differs from traditional consulting because client involvement is encouraged throughout the entire process. The ways in which people communicate and work together are addressed concurrently with technical or procedural issues that need resolution.
Why is Organization Development Important?
Profitability, productivity, morale, and quality of work life are of concern to most organizations because they impact the achievement of organizational goals. There is an increasing trend to maximize an organization's investment in its employees. Jobs that previously required physical dexterity now require more mental effort. Organizations need to "work smarter" and apply creative ideas.
The workforce has also changed. Employees expect more from a day's work than simply a day's pay. They want challenge, recognition, a sense of accomplishment, worthwhile tasks and meaningful relationships with their managers and co-workers. When these needs are not met, performance declines.
Today's customers demand continually improving quality, rapid product or service delivery; fast turn-around time on changes, competitive pricing and other features that are best achieved in complex environments by innovative organizational practices.
The effective organization must be able to meet today's and tomorrow's challenges. Adaptability and responsiveness are essential to survive and thrive.
There are seven characteristics of OD:
1. Humanistic Values: Positive beliefs about the potential of employees.
2. Systems Orientation: All parts of the organization, including structure, technology, and people, must work together.
3. Experiential Learning: The learners' experiences in the training environment should be the kind of human problems they encounter at work. The training should not be all theory and lecture.
4. Problem Solving: Problems are identified, data is gathered, corrective action is taken, progress is assessed, and adjustments in the problem-solving process are made as needed. This process is known as Action Research.
5. Contingency Orientation: Actions are selected and adapted to fit the need.
6. Change Agent: Stimulate, facilitate, and coordinate change.
7. Levels of Interventions: Problems can occur at one or more levels in the organization so the strategy will require one or more interventions.
What Does Organization Development Involve?
OD consultants custom tailor established social science theory and methods to organizations seeking to improve profitability, productivity, morale, and/or quality of work life. Examples of activities facilitated by OD consultants are:
- Team building
- Goal Setting
- Group Facilitation
- Creative Problem solving
- Strategic Planning
- Leadership Development
- Management Development
- Career Management
- Conflict Resolution
- Developmental Education
- Interpersonal Communication
- Human Resources Management
- Managing Workforce Diversity
- Organization Restructuring
- High Involvement Work Teams
- Sociotechnical Systems Design
- Technical Training
- Total Quality Management
Often described as "change agents," OD consultants come from varied backgrounds with experience and training in organization development, organization behavior, psychology, education, management, and/or human resources. Many have advanced degrees and most have experience in a variety of organizational settings.
There are both internal and external OD consultants. An internal OD consultant is a full-time employee within a given organization. External consultants may be self-employed or on the staff of a consulting firm. "Externals" work with one or more clients contracting for specific projects.
Organizational Behavior
Organizational Behavior is the study and application of knowledge about how people, individuals, and groups act in organizations. It does this by taking a system approach. That is, it interprets people-organization relationships in terms of the whole person, whole group, whole organization, and the whole social system. Its purpose is to build better relationships by achieving human objectives, organizational objectives, and social objectives.
As you can see from the definition above, organizational behavior encompasses a wide range of topics, such as human behavior, change, leadership, teams, etc. Since many of these topics are discussed in other sections of this leadership guide, this section will not go into topics previously discussed.
Elements of Organizational Behavior
The organization's base rests on management's philosophy, values, vision, and goals. This, in turn, drives the organizational culture composed of the formal organization, informal organization, and the social environment. The culture determines the type of leadership, communication, and group dynamics within the organization. The workers perceive this as the quality of work life which directs their degree of motivation. The final outcomes are performance, individual satisfaction, and personal growth and development. All these elements combine to build the model or framework that the organization operates from.
Models of Organizational Behavior
There are four major models or frameworks that organizations operate out of:
1. Autocratic - The basis of this model is power with a managerial orientation of authority. The employees, in turn, are oriented towards obedience and dependence on the boss. The employee need that is met is subsistence. The performance result is minimal.
2. Custodial - The basis of this model is economic resources with a managerial orientation of money. The employees, in turn, are oriented towards security and benefits and dependence on the organization. The employee need that is met is security. The performance result is passive cooperation.
3. Supportive - The basis of this model is leadership with a managerial orientation of support. The employees, in turn, are oriented towards job performance and participation. The employee need that is met is status and recognition. The performance result is awakened drives.
4. Collegial - The basis of this model is partnership with a managerial orientation of teamwork. The employees, in turn, are oriented towards responsible behavior and self-discipline. The employee need that is met is self-actualization. The performance result is moderate enthusiasm.
Although there are four separate models, almost no organization operates exclusively in one. There will usually be a predominant one, with one or more areas overlapping in the other models.
Social Systems, Culture, and Individualization
A social system is a complex set of human relationships interacting in many ways. Within an organization, the social system includes all the people in it and their relationships to each other and to the outside world. The behavior of one member can have an impact, either directly or indirectly, on the behavior of others. Also, the social system does not have boundaries...it exchanges goods, ideas, culture, etc. with the environment around it.
Culture is the conventional behavior of an organization that encompasses beliefs, customs, knowledge, and practices. It influences human behavior, even though it seldom enters their conscious thought. People depend on culture as it gives them stability, security, understanding, and the ability to respond to a given situation. This is why people fear change. They fear the system will become unstable, their security will be lost, they will not understand the new process, and they will not know how to respond to the new situations.
Individualization is when employees successfully exert influence on the social system by challenging the culture.
Regards
Leo Lingham
From India, Mumbai
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