Curriculum
- 11 Sections
- 93 Lessons
- 3 Days
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- Overview of Organization Development (OD)11
- 1.1Definition of Organization Development
- 1.2Who is an OD Professional?
- 1.3Organization Development models
- 1.4Background of OD
- 1.5When/Why should you apply an OD?
- 1.6Values-oriented field
- 1.7The business case for OD
- 1.8OD strengths and weaknesses
- 1.9Significance of organizational configuration
- 1.10Notions behind organizational culture and change management
- 1.11Terminology
- The Core of Organization Development8
- The Organization Development Practitioner8
- The Type of Planned Change9
- 4.1Universal model of planned change: Entering and constricting Analyzing How to Plan and establish change How to analyze and organization change
- 4.2Various forms of planned change
- 4.3Philosophies of planned change: Lewin’s change model Action research model The positive model Differences between various models of change
- 4.4Domestic vs. international sceneries
- 4.5Scale of change
- 4.6Grade of organization
- 4.7Review of planned change
- 4.8Conceptualization of planned change
- 4.9Application of planned change
- The Process of Strategic Organization Development5
- Organization Development Consulting9
- Organization Development Leadership7
- 7.1Options and issues
- 7.2Reconstructing change:: Training Realigning Negotiating Grieving Moving
- 7.3Guiding as the internal mentor
- 7.4What establishes an efficient internal mentor?
- 7.5Lead as the boss: How to cope with various patterns?
- 7.6Leading the boss: Relations with bosses: the issues with “managing” a boss
- 7.7Constructing provisions
- The Concentration Point of Organization Development9
- 8.1Strategy Business strategy: developing the successful pattern
- 8.2Designing organization: Matching strategy and configuration
- 8.3Framework of work: Designing work
- 8.4Framework and procedure for educating and self-assurance
- 8.5Workstation planning: How to transform a work environment concept into reality
- 8.6The culture: Analyzing your organization culture
- 8.7Staff development: How can staff being efficient?
- 8.8Team development: How can a team be efficient?
- 8.9Leadership development: Creating a leader
- Objectives of Organization Development9
- 9.1Nurturing mission and engagement
- 9.2Developing a group of leaders
- 9.3Combining systems: Planning high-performance work systems Organizing individuals, work, technology, and data 730
- 9.4Developing gentle organizations
- 9.5Applying diversity: Diversity as a guideline
- 9.6Sympathy in organizational life
- 9.7Nurturing progress and development
- 9.8Creating synchronized staff, team, and OD
- 9.9Developing learning organizations
- Organization Development Roadmap12
- 10.1Decomposing and rebuilding the organization
- 10.2Modifying in the field
- 10.3Practitioner viewpoint: Developing instructions How about novel OD?
- 10.4Scholarly viewpoint: The future of OD?
- 10.5Modifying the outside environment
- 10.6Globalization
- 10.7Sustainability and the atmosphere: Strategies to reach to a sustainable globe
- 10.8The digital revolution
- 10.9How can universal learners, initiators, and leaders take actions?
- 10.10Knowledge management: Information-Worker efficiency
- 10.11Organizational standards
- 10.12The nourishing organization
- Case Study: Planned Change and Organization Development at the San Diego County Regional Airport AuthorityFrom Thella Bowens’s viewpoint, the law mandated the San Diego Unified Port District (Port of San Diego) to transfer operation of San Diego’s international airport to the SDCRAA by January 2003.6