Curriculum
- 11 Sections
- 93 Lessons
- 3 Days
Expand all sectionsCollapse all sections
- Overview of Organization Development (OD)11
- 1.0Definition of Organization Development
- 1.1Who is an OD Professional?
- 1.2Organization Development models
- 1.3Background of OD
- 1.4When/Why should you apply an OD?
- 1.5Values-oriented field
- 1.6The business case for OD
- 1.7OD strengths and weaknesses
- 1.8Significance of organizational configuration
- 1.9Notions behind organizational culture and change management
- 1.10Terminology
- The Core of Organization Development8
- The Organization Development Practitioner8
- The Type of Planned Change9
- 4.0Universal model of planned change: Entering and constricting Analyzing How to Plan and establish change How to analyze and organization change
- 4.1Various forms of planned change
- 4.2Philosophies of planned change: Lewin’s change model Action research model The positive model Differences between various models of change
- 4.3Domestic vs. international sceneries
- 4.4Scale of change
- 4.5Grade of organization
- 4.6Review of planned change
- 4.7Conceptualization of planned change
- 4.8Application of planned change
- The Process of Strategic Organization Development5
- Organization Development Consulting9
- Organization Development Leadership7
- 7.0Options and issues
- 7.1Reconstructing change:: Training Realigning Negotiating Grieving Moving
- 7.2Guiding as the internal mentor
- 7.3What establishes an efficient internal mentor?
- 7.4Lead as the boss: How to cope with various patterns?
- 7.5Leading the boss: Relations with bosses: the issues with “managing” a boss
- 7.6Constructing provisions
- The Concentration Point of Organization Development9
- 8.0Strategy Business strategy: developing the successful pattern
- 8.1Designing organization: Matching strategy and configuration
- 8.2Framework of work: Designing work
- 8.3Framework and procedure for educating and self-assurance
- 8.4Workstation planning: How to transform a work environment concept into reality
- 8.5The culture: Analyzing your organization culture
- 8.6Staff development: How can staff being efficient?
- 8.7Team development: How can a team be efficient?
- 8.8Leadership development: Creating a leader
- Objectives of Organization Development9
- 9.0Nurturing mission and engagement
- 9.1Developing a group of leaders
- 9.2Combining systems: Planning high-performance work systems Organizing individuals, work, technology, and data 730
- 9.3Developing gentle organizations
- 9.4Applying diversity: Diversity as a guideline
- 9.5Sympathy in organizational life
- 9.6Nurturing progress and development
- 9.7Creating synchronized staff, team, and OD
- 9.8Developing learning organizations
- Organization Development Roadmap12
- 10.0Decomposing and rebuilding the organization
- 10.1Modifying in the field
- 10.2Practitioner viewpoint: Developing instructions How about novel OD?
- 10.3Scholarly viewpoint: The future of OD?
- 10.4Modifying the outside environment
- 10.5Globalization
- 10.6Sustainability and the atmosphere: Strategies to reach to a sustainable globe
- 10.7The digital revolution
- 10.8How can universal learners, initiators, and leaders take actions?
- 10.9Knowledge management: Information-Worker efficiency
- 10.10Organizational standards
- 10.11The 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
Who is an OD Professional?
Next