1. Organization Development
“Organization improvement through action research” –
Wendell L French & Cecil Bell

2. Organization Development
Many questions may arise in the minds of audience!!!!!!!!
OD Study
Why
When
Who
How
What
Where
Presented by T.P. BALAJI, Guest Faculty

3. Organization Development
It is a new term :
[means]
Conceptual
Effort
Effectiveness
Viability
It is a process, it links between one and another for organization – wide improvements
Presented by T.P. BALAJI, Guest Faculty

4. Organization Development
A Long term effort, led and supported by top management
To improve an organization’s vision, empowerment, learning, and problem solving processes
Through an on going, collaborative management of organization’s culture
Adopt through the use of theories and practice of planned change
Threats increased to effectiveness, efficiency and profitability
Facing of challenges from turbulent environments, increased competition and changing customer demands
Maintain congruence among organizational dimensions such as technology, strategy, culture and processes
Presented by T.P. BALAJI, Guest Faculty

5. Organization Development
Focus On
Increasing the effectiveness of
Individuals
Teams
Organization’s human and social processes
Dual Focus – a unique strength of Organizational Development
Energize the talents of Organization members in the pursuit of their own self interests
Presented by T.P. BALAJI, Guest Faculty

6. Organization Development
Stages and growth of Organization Development:
Started late 1950’s – Behavioural scientists steeped in to make use of technology and group dynamics
Apply knowledge to improve team functioning and inter group relationships
Human and social processes – design of work, tasks, organization structure, conflict resolutions, strategy formulation and implementation
Between – thousands of Organizations in both private and public sectors used the theory and methods of Organizational development for great success
Currently, Organizational development represents one of the best strategy – to cope market place & society
Presented by T.P. BALAJI, Guest Faculty

7. Organization Development
Definitions of Organization Development:
Earlier definitions:
Organization development is an effort (1) planned, (2) organization-wide, and (3) managed from top, to (4) increase organization effectiveness and health through (5) planned interventions in the organization’s processes, “using behavioural –science knowledge – Beckhard, 1969
Organization development (OD) is a response to change, a complex educational strategy intended to change the beliefs, attitudes, values, and structure of organizations so that they can better adapt to new technologies, markets, and challenges, and the dizzying rate of change itself – Bennis, 1969
Presented by T.P. BALAJI, Guest Faculty

8. Organization Development
Definitions…..
OD can be defined as a planned and sustained effort to apply behavioural science for system improvement, using reflexive, self analytic methods – Schmuck and Miles, 1971
Organization development is a process of planned change – change of an organization’s culture from one which avoids an examination of social processes (Especially decision making, planning and communication) to one which institutionalizes and legitimizes the examination – Burke and Hornstein, 1972
Organization development practitioner is to an organization as a physician is to a human body. Practitioner diagnoses the most important priorities to address in the organization, suggest a change management plan, then guides the organization through the necessary change – MC. Namara
Presented by T.P. BALAJI, Guest Faculty

9. Organization Development
Today’s Organization operate in a rapidly changing environments consequently, one of the most important assets of an organization is the ability to manage change and for people to remain healthy and authentic
New definition of OD, “Organization development is the attempt to influence the members of an organization to expand their candidates with each other about their views of the organization and their experience in it to take greater responsibility for their own actions as organization members”
“The assumption behind OD is that when people pursue both of these objectives simultaneously they are likely to discover new ways of working together that they experience as more effective for achieving their own and their shared goals. And when it does not happen, such activity helps them to understand why and to make meaningful choices”
Presented by T.P. BALAJI, Guest Faculty

10. Organization Development
Primary Characteristics of OD:
Focuses on culture and process
Encourages collaboration between organizational leaders and members in managing culture and process
Team of all kinds are particularly important for task accomplishments
Focuses primarily on the human and social side of the organization
Participation and involvement in problem solving and decision making by all levels of organization
Focus on systemic change, views organizations as complex social systems
Presented by T.P. BALAJI, Guest Faculty

11. Organization Development
Primary characteristics of OD…..
OD practitioners are facilitators, collaborators, and co-learners with the client system
Focus on imparting of problem solving skills and knowledge of continuous learning through self-analytical methods to client to enable it to solve its problems ion its own
Relies on action research model with extensive participation by client system members
Development view seeking betterment of both individual and organization – attempting to create “Win-Win” solutions is standard practice on OD programs
Presented by T.P. BALAJI, Guest Faculty

12. Organization Development
Assumptions and Values Underlying OD:
Dealing with Individual
Implication for Managers [Individual]
Dealing with groups
Implication for Managers [Group dynamics]
Dealing with individuals
Most individuals want to develop their potential and have drives towards personal growth and development if provided with supportive and challenging environment
Most people desire to make, and are capable of making, a higher level of contribution to achieving organizational goals than is normally permitted
Presented by T.P. BALAJI, Guest Faculty

13. Organization Development
Implication for managers
Ask, listen, support, challenge, encourage risk-taking, permit failure, remove obstacles and barriers, give autonomy and respon- sibility, set high standards, reward success
Dealing with groups
One of the most relevant reference group for individuals is the work group, including peers and boss
Most people desire to be accepted, and interact with one or more small reference groups
Most people are capable of making greater contributions to the groups’ effectiveness and development
Presented by T.P. BALAJI, Guest Faculty

14. Organization Development
Implication for managers
Let teams flourish; leaders should invest in groups/teams; adopt a team-leadership style rather than a one-on-one-style; actively engage group members to help leader in decision-making
Problem-solving, by training them up suitably; help group members to deal with both positive and negative feelings; solve problems through mutual interactions
Designing and running an organization
Traditional bureaucratic organization structure
Needs & aspirations of employees to be addressed
Putting people first can result in organizations that are humane, development and empowering as well as high performing in terms of productivity profitability and quality of output
Presented by T.P. BALAJI, Guest Faculty

15. Organization Development
OD Interventions:
Refers to a set of planned change activities intended to help an organization to increase its effectiveness
Based on valid information
Opportunity for free and informed choice
Gain members internal commitment
Human Process Interventions:
T – Groups – Provides members with experimental learning about group dynamics, leadership, interpersonal relations
Process consultation/third party intervention – Consultant help group members to diagnose group functioning and to devise solutions to process problems (conflicts, communication, norms)
Presented by T.P. BALAJI, Guest Faculty

16. Organization Development
Team Building - Goes beyond process consultations, examine group’s task, member roles, strategies for performing tasks
Techno Structural Interventions:
Formal Structures – Concerns organizations duration of labour – how to specialize task performance
Four kinds of structures – Functional, self contained, units, matrix and net worked
Differentiation and integration – specialization and coordination merchandising, redesigned as per environmental demands techno structural intervention
Parallel learning structures – Creating an informal, flexible, collateral organization to supplement existing organization, to solve problems that a regular organization cannot solve
Presented by T.P. BALAJI, Guest Faculty

17. Organization Development
Human Resource Management Interventions:
--- Goal setting
--- Performance appraisal
--- Reward systems
--- Career planning and development
--- Managing workforce diversity
--- Employees wellness
--- Parallel learning structures
Person- focused interventions:
--- Partnership between individuals and behavioural science experts
--- Individuals Participants; Experts Facilitators
Presented by T.P. BALAJI, Guest Faculty

18. Organization Development
Participants
Active - Intervention
Facilitator
Active – Intervention
Encounter – Groups
Role Playing
Instrumentation
Self – Study & Reliance
Awareness & expansion
Psychodynamic models
Motivational Arousal
Training
Feedback
Coaching & Mentoring
Presented by T.P. BALAJI, Guest Faculty

19. Organization Development
Organization Development: Importance
First Level
Second Level
Third Level
Contractual Relationship
Improved Organization performance
Understanding Organization’s modern development
Change Agent
Early Development
Action Research
Sponsoring Organization
Organizational self renewal
Important figures/OD interventions
Applied Behavioural Science
System Context
Presented by T.P. BALAJI, Guest Faculty

20. Organization Development
Input Transformation Output Feedback loop [A] Feedback loop [B] Feedback loop [C]
Planning
Preliminary dialogue
Data gathering
Feedback of results
Action Planning
Unfreezing
Action
Learning
Processes
Action planning
Action steps
Changing
Results
Changes in Behaviour
Data gathering
Measurement
Refreezing
Presented by T.P. BALAJI, Guest Faculty

21. Organization Development
Unfreezing: faced with dilemma or disconfirmation, the individual or group becomes aware of a need to change
Changing: The situation is diagnosed and new models of behaviour are explored and tested
Refreezing: Application of new behaviour is evaluated and if reinforcing is adopted
Benefits of OD:
Social Mapping, strategic planning, succession planning, system intelligence, system theory and system thinking
Team building, team composition, work place democracy, work place spirituality, work place planning, miles stones, change management, coaching facilitation, training and development, industrial and organizational psychology are the key benefits
Presented by T.P. BALAJI, Guest Faculty