Foundations of Organisational DevelopmentCOURSE OVERVIEW: Welcome to the Foundations of Organisational Development course. This program provides a comprehensive exploration of how organisations diagnose their internal dynamics, design structured change initiatives and build long term capacity for improvement. Organisational Development (OD) blends behavioural science, strategic planning and human systems theory to help organisations adapt, transform and thrive in complex, fast changing

COURSE OVERVIEW:

Welcome to the Foundations of Organisational Development course. This program provides a comprehensive exploration of how organisations diagnose their internal dynamics, design structured change initiatives and build long-term capacity for improvement. Organisational Development (OD) blends behavioural science, strategic planning and human systems theory to help organisations adapt, transform and thrive in complex, fast-changing environments. Through this course, you will gain an integrated understanding of OD foundations, models, values, interventions and the essential processes that underpin successful organisational transformation.

This course begins with an overview of the foundations of organisational development, the latest OD trends and the dynamics that shape OD practice today. This section explains how OD emerged from human relations approaches, how organisations use OD to respond to turbulence and innovation demands, and how OD practitioners analyse systems to improve effectiveness and employee wellbeing. You will examine organisational culture in depth, including culture profiling and the variations of autocratic/feudal, bureaucratic, entrepreneurial and technocratic cultures. This area also explores the eight key OCTAPACE values—openness, confrontation, trust, authenticity, proactivity, autonomy, collaboration and experimentation—as essential cultural pillars in any organisation.

Another learning area explores the history of organisational development and the structural changes that influenced OD as a discipline. This includes how OD programs began as laboratory training, moved into team development and evolved into large-system change strategies. You will also examine the objectives of OD programs, the characteristics and competencies required of OD practitioners, and the values, assumptions and beliefs that underlie OD. Early statements of OD values help illuminate the field’s enduring commitment to participation, collaboration, inquiry and long-term learning. This section also explains the implications of OD practice for individuals, groups and organisations, and the organisational strategies used to support development.

A further learning area examines diagnostic strategies and OD processes. This section covers the basic components required for a successful OD program, beginning with the first diagnostic model and the well-known six-box model. You will explore diagnostic considerations, action components and the nature of OD interventions. Discussion of the phases of OD program management connects these diagnostics to effective change implementation. You will explore the Cummings and Worley model for change, as well as Kotter’s eight-step model for successful organisational transformation, understanding how each provides structure and direction for change initiatives.

Another learning area addresses OD intervention strategies and core concepts. This includes the classification of OD strategies and the organisational strategies used to address personal concerns. You will also study transactional analysis, process consultation and third-party peace-making interventions as foundational interpersonal and group-level OD tools. Additional focus is given to individual counselling, job-related interventions, job evaluation and job redesign strategies, socio-technical interventions and structural interventions. This area also introduces the concepts of single-loop and double-loop learning as essential to becoming a learning organisation.

A further learning area explores action research and its role in organisational development. This includes the types of action research and the activities involved in action research cycles. You will consider how action research serves as a generic, cyclical process that links diagnosis, action and evaluation, and how it provides an inquiry-driven approach to problem solving. This section emphasises OD as a collaborative effort between practitioners and organisational members working together to create data-based solutions.

By the end of this course, you will be able to describe the foundations and evolution of organisational development, analyse organisational culture and OD values, apply diagnostic models, evaluate OD interventions, understand change management frameworks and utilise action research to plan and support organisational transformation.

LEARNING OUTCOMES:

By the end of this course, you will be able to understand:

·       The foundation of organisational development

·       The latest trends in OD

·       The dynamics of OD

·       Organisational culture and profile of organisation culture

·       The autocratic/feudal culture

·       The bureaucratic culture

·       The entrepreneurial culture

·       The technocratic culture

·       The eight important values of OCTAPACE that are relevant to any organisation

·       The history of organisational development

·       Structural changes in OD

·       The objectives of organisational development program

·       The OD characteristics/competencies

·       The values, assumptions and beliefs in organisation development

·       The early statements of OD values and assumptions

·       The implications of OD for individuals, groups and organisations

·       The organisation strategies for development

·       Diagnostics strategies and OD processes 

·       The basic component of any OD program for organisational development to be successful

·       The first model of diagnosis and the six-box model

·       The considerations and action components of OD program

·       The nature of OD interventions

·       The phases of OD program management

·       The Cummings and Worley’s model for change

·       The eight steps for successful organisation transformation: The Kotter’s model of change

·       Organisation development intervention strategies

·       The concepts of organisation development

·       The classification of OD strategies

·       Organisational strategies for personal concern

·       The transactional analysis

·       Process consultation

·       Third party peace-making interventions

·       Individual counselling

·       The job related interventions, job evaluation and job redesign strategies

·       The socio-technical interventions

·       The structural interventions

·       The single-loop and double-loop in learning organisations

·       Action research and organisation development

·       The types of action research

·       The activities involved in the action research process

·       How action research is a generic process in organisational development program?

·       How action research is an approach to problem-solving?

COURSE DURATION:

The typical duration of this course is approximately 2-3 hours to complete. Your enrolment is Valid for 12 Months. Start anytime and study at your own pace.

ASSESSMENT:

A simple 10-question true or false quiz with Unlimited Submission Attempts.

CERTIFICATION:

Upon course completion, you will receive a customised digital “Certificate of Completion”.