1. Organization Development (OD)
presented by
Meditha Karunatillaka
MBA, Dip in HRM, Dip in T & D, AMTD, MHRP

2. Definition-what is an organization
An organization is the planned coordination of the activities of a number of people for the achievement of some common explicit purpose or goal, through division of labor and function, and through a hierarchy of authority and responsibility –(Edgar Shein)

3. Definition Organization Development (OD)
OD is an effort (1) planned (2) organization wide (3)managed from the top (4) increase organization effectiveness and health through (5) planned interventions in the organization’s processes, using behavioral science knowledge. (Richard Beckhard)

4. Why Study OD ? Can improve individual performance Create better morale
Increase organizational profitability

5. Related to OD Vision and Mission Behavior of the Organization
Individual Behavior
Structure of the Organization
Culture of the Organization

6. WHY DO OD? Human resources Changing nature of the workplace
Global markets
Accelerated rate of change

7. Distinctive Features of OD
an OD program is a long range, planned and sustained effort that is based on an overall strategy.
consultant establishes a unique relationship with the client system: the consultant seeks and maintains a collaborative relationship of relative equality with the organization members

8. OD interventions are
Unique in nature
Reflexive
Self-analytical
Self-skill building in nature

9. Benefits It creates higher job satisfaction
It mainly tries to deal with the changes throughout the organization or in any one of the major units.
It develops greater motivation.
It increases productivity.
A better quality of work.
It creates higher job satisfaction
Team work is improved and encouraged
It finds better solution for conflicts
Commitment to objectives
Increases the willingness to change
Absenteeism is reduced.
Turnover is lower

10. Limitations
Organizational development is long-way process and requires more time.
It consists of substantial expense, delayed payoff periods
Failures are possible
Possibility for invasion of privacy
Possible for psychological harms
It emphasizes only in group process compared to performance
Conceptual ambiguity is possible.

11. Elements of the OD process
Entering and contracting
Diagnosing ( Organization, groups and jobs)
Planning and implementing change
Evaluating and institutionalizing

12. Entering and contracting
Entering & Contracting are the initial steps in the OD process
Entering and Contracting set the initial Para meters for carrying out the subsequent phases of OD :
Diagnosing the organization
Planning & Implementation changes
Evaluating and Institutionalizing them

13. Entering into an OD relationship comprises of three (3) elements- i.e.
- Clarifying the Organizational Issue
- Determining the relevant Clients
- Selecting the appropriate OD Practitioner

14. Clarifying the Organizational Issues
An Organization generally starts an OD programme by presenting the problem. i.e. the issue that caused them to consider an OD process. It may be Specific,( e.g. :decrease in market share, increase in absenteeism, Increase in industrial disputes or General (eg: Organization growing too fast, needs a rapid change)
At this stage, presenting the problem is only a symptom of an underlined problem

15. Determining the relevant client
Generally the relevant client includes those organization members who can directly impact on the change issue.
Unless these Members are identified and included in the entering and contracting process, they may with hold their support for and commitment to the OD process.
E.g. In trying to improve the productivity of a unionized plant the relevant client may include union officials as well as Managers and staff personnel.
It is not unusual for an OD project to fail because the relevant client was inappropriately defined.

16. Diagnosing Organization
Diagnosis is the process of understanding current functioning of the organization. It will provides the information necessary for designing change interventions. It generally follows from successful entry and contracting.
This is a collaborative process between organization members and OD consultants to collect pertinent information, analyze it and draw conclusions of action planning and interventions .
Diagnosis may be aim uncovering causes for specific problems or it may be directed at assessing the overall functioning of the organization / department to discover the areas for future development.

17. Organizational Diagnosis
Think of visiting your health care, computer or auto mechanic professional. What is a diagnosis?
What does s/he do to diagnose (Dx) your condition?
What are the uses/purposes of a Dx; What does it allow you to do?
What, therefore, are the criteria for a sound Dx?
How is a diagnosis derived?

18. Planning and implementing change
In this stage ,organization members and practitioners jointly plan and implement OD interventions.
They design interventions to achieve the organization's vision or goals and make action plans to implement them.
There are several criteria for designing interventions ,including the organization's readiness for change ,its current change capability, its culture and power distributions and change agent’s kills and abilities .
Depending on the outcomes of diagnosis, there are four major types of interventions in OD

19. Comparison of Planned Change Model
Problem identification
Consultation with Behavioural Science Expert
Data gathering and Preliminary Diagnosis
Feedback to Key Client of Group
Joint Diagnosis of Problem
Joint Action Plan
Action
Data Gathering after Action
Unfreezing
Movement
Refreezing
Initiate the Inquiry
Inquiry into Best Practices
Discover Themes
Envision a Preferred Future
Design and Deliver Ways to Create the Future
(A)
Lewin’s Planned Change Model
(B)
Action Research Model
(C)
Positive Model

20. Major Types of Interventions in OD .
Human Process Interventions
Techno structural Interventions
Human Resources Management Interventions
Strategic Interventions

21. Human Process Interventions
Coaching
Training and Development
Process Consultation and Team Building
Third-party Interventions (Conflict Resolution)
Organization Confrontation Meeting
Intergroup Relationships
Large-group Interventions

22. Techno structural Interventions
Structural Design
Downsizing
Reengineering
Employee Involvement
Work Design

23. Human Resources Management Interventions
Goal Setting
Performance Appraisal
Reward Systems
Career Planning and Development
Managing Work Force Diversity
Employee Stress and Wellness

24. Strategic Interventions
ntegrated Strategic Change
Mergers and Acquisitions
Alliances and Networks
Culture Change
Self-designing Organizations
Organization Learning and Knowledge Management

25. Evaluating and Institutionalizing
The final stage in planned change involves evaluating the effects of the intervention and managing the institutionalization of successful change programs .
Feed back to organization members about the intervention’s results provide information about whether the changes should be continued ,modified or suspended.
There are several criteria for designing interventions ,including the organization's readiness for change ,its current change capability, its culture and power distributions and change agent’s kills and abilities .
Depending on the outcomes of diagnosis, there are four major types of interventions in OD

26. Organizational Development Techniques
Sensitivity Training
Training groups (T-groups) that seek to change behavior through unstructured group interaction
Provides increased awareness of others and self
Increases empathy with others, improves listening skills, greater openness, and increased tolerance for others

27. Organizational Development Techniques (cont’d)
Survey Feedback Approach
The use of questionnaires to identify discrepancies among member perceptions; discussion follows and remedies are suggested

28. Organizational Development Techniques (cont’d)
Process Consultation (PC)
A consultant gives a client insights into what is going on around the client, within the client, and between the client and other people; identifies processes that need improvement.

29. Organizational Development Techniques (cont’d)
Team Building
High interaction among team members to increase trust and openness
Team Building Activities
Goal and priority setting
Developing interpersonal relations
Role analysis to each member’s role and responsibilities
Team process analysis

30. Organizational Development Techniques (cont’d)
Intergroup Development
OD efforts to change the attitudes, stereotypes, and perceptions that groups have of each other
Intergroup Problem Solving:
Groups independently develop lists of perceptions
Share and discuss lists
Look for causes of misperceptions
Work to develop integrative solutions

31. Open Systems Model Environment Inputs Information Energy People
Transformations
Social Component
Technological
Component
Outputs
Goods
Services
Ideas
Feedback
Source Waddell, Cumming and Worley (2007) Organisation Development & Change. Thomson, South Melbourne Australia

32. Organisation-Level Diagnostic Model
Inputs
Design Components
Outputs
General
Environment
Uncertainty in social, technological, economic , ecological and political forces
Industry
Structure
Five forces – suppliers, buyer, threats of entry, threats of substitutes and rivalry among competittors
Organisation performance
Productivity
Stakeholder satisfaction
Strategy
The way a company uses its resources human economic or technical to gain and sustain competitive advantage
Organisation design
Source Waddell, Cumming and Worley (2007) Organisation Development & Change. Nelson, South Melbourne Australia

33. Group-Level Diagnostic Model
Inputs
Design Components
Outputs
Organisation
Design
Goal Clarity
Task Team
Structure Functioning
Group Group
Composition Norms
Team
Effectiveness
Source Waddell, Cumming and Worley (2007) Organisation Development & Change. Thomson, South Melbourne Australia

34. Individual-Level Diagnostic Model
Inputs
Design Components
Outputs
Organisation
Design
Group Design
Personal
Traits
skill Variety
Task
Identity Autonomy
Task Feedback
Significance about Results
Individual
Effectiveness
Source Waddell, Cumming and Worley (2007) Organisation Development & Change. Thomson, South Melbourne Australia

35. Journey of Life……