ORGANISATIONAL DEVELOPMENT

Presented by

S.Esther Shilpa

ORGANISATION

Organization is a ‘social unit’ with some

specific purpose (s)

“Organizing” is a subject of the larger

activity of “managing”

It is the process by which the structure of

of an organization is created and

maintained

All activities involving 2 or more persons

Simple or complex depending on their purposes, size,

technology, or nature of activities

Meaning

OD refers to a long-range effort to improve an organization’s problem-solving capabilities and its ability to cope with changes in its external environment with the help of external or internal behavioral-scientist consultants.

GOALS OF OD

OD is intended to create an internal environment of openness, trust, mutual confidence and collaboration and to help the members of the organisation to interact more effectively in the pursuit of organisationalgoals. Thus the organisation is enabled to cope effectively with external forces in the environment.

OD

• Start Point – when the leader identifies an undesirable situation and seeks to change it.

• Focus - Making organizations function better (total system change).

• Orientation - Action (achieving results through planned activities).

• No unifying theory – just models of practice

Intergroup conflictOrganization

Interpersonal conflicts

Low productivity

Poor alignment to organization’s strategy

Start Point

Focus

Change – new state of things, different from old state of things

Can be viewed as an opportunity or as a threat

Change

First order change

Second order change

(making moderate adjustments)

(reinvent, reengineer, rewrite)

OD consultants are experts in organizational change

What needs to be changed and how to go about it

Orientation

Diagnosing

Taking Action

Re-Diagnosing

Taking New Action

This process is known as

‘Action Research’

Change occurs based on the actions

taken

New knowledge comes from examining

the results of the actions.

Three ingredients:

1. Participation

2. OD consultant (as collaborator & colearner)

3. Iterative process of diagnosis & action

OD MODELS

• Kurt Lewin’s Unfreezing-Changing- Refreezing Model

• Action research model (Shewhart’s PDCA Cycle)

Definition(s) of OD

Organization Development is a systematic

application of behavioral science knowledge to the

planned development and reinforcement of

organizational strategies, structures, and processes

for improving an organization’s effectiveness.

…Cummings & Worley, 1993

Organization development is a planned process of

change in an organization’s culture through the

utilization of behavioral science technologies,

research, and theory.

…Burke, 1994

History of OD

Four major stems of OD

(1) T-group

(2) Survey Feedback Technology

(3) Action research

(4) Sociotechnical & Socioclinical approaches

(1) T-Group (Laboratory Training) – participants learn from their own

actions and the group’s evolving dynamics

(2) Developing reliable questionnaires, collecting data from

personnel, analyzing it for trends, and feeding the results back to

everyone for action planning

(3) Diagnosing, taking action, re-diagnosing and taking new action

(4) Integrate social requirements of employees with technical

requirements needed to do work in provided environment.

OBJECTIVES

Improved organisational performanceas measured by profitability, market share, innovativeness etc.

Better adaptability of the organisationto its environment

Willingness of the members to face organisational problems and contributecreative solutions to these problems

OBJECTIVES

Improvement in internal behaviourpatterns such as interpersonal relations, inter-group relations, level of trust and support among role members, understanding one’s own self and others, openness and meaningful communication and involvement in planning for organisational development.

Participation & Empowerment

Participation in OD programs is not restricted to elites or top

people; it is extended broadly throughout the organization.

Increased participation and empowerment have always

been central goals and fundamental values of OD.

Participation enhances empowerment and empowerment in

turn enhances performance.

Empowerment is the key to getting people to want to

participate in change.

Managing the OD Process

Three basic components of OD programs:

Diagnosis Continuous collection of data

about total system, its

subunits, its processes, and

its culture

Action All activities and interventions

designed to improve the

organization’s functioning

Program

management

All activities designed to

ensure success of the

program

CHARACTERISTICS

• 1. OD focuses on development of organizational culture.

• 2. OD focuses on overall development of organization and individuals with win-win strategy.

• 3. It relies heavily on action research.

• 4. It deals with improvement of on going processes.

• 5. OD focuses on total system change and views organization as complex social system.

CHARACTERISTICS

• 6. Delegation of authority, empowerment, and quality of work life, a sense of autonomy are the hallmark of OD programme.

• 7. OD practitioners are facilitators and collaborators. Their assistance in identification of problem areas, arriving at a solution, implementation and feedback is necessary. Their services are valuable.

CHARACTERISTICS

• 8. OD is characterized by study and development of multiethnic culture that is supportive of work ethics. People with diverse value system, culture, and interests should be able to work effectively under one roof and achieve cordial relationship with fellow employees. It should be able to help achieve organizational effectiveness.

CHARACTERISTICS

• 9. Organizational development is a joint responsibility of owners, employees, investors’ society, government agencies and consumers. It must be understood that the organizations exist for all of them.

SUMMARYOD

is a planned change

involves the total system

managed with total acceptance and commitment of the top management

is designed to improve organizational effectiveness

makes use of behavioral science knowledge

is in terms of intervention at the task or structure or technology or people level

is an ongoing process and long term process

relies primarily on experiential learning

uses an action research intervention mode