Introduction to Organization

ORGANIZATION DEVELOPMENT DEFINED

Definitions of Organization Development

1.Organization development is an effort (1) planned, (2) organization-wide, and (3) managed from the
top, to (4) increase organization effectiveness and health through (5) planned interventions in the
organization’s “processes,” using behavioral science knowledge.
2.Organization development is a planned process of change in an organization’s culture through the
utilization of behavioral science technology, research, and theory.
3.Organisation development encompasses a collection of planned-changed interventions built on
humanistic democratic value that seek to improve organisational effectiveness and employee well-
being.
The key points of Organization Development (OD):
1. Scope of Change
OD applies to changes that affect the entire system of an organization, which can include:Strategy: How
the organization positions itself in relation to its environment.
Structure: The arrangement of roles, responsibilities, and communication channels within the
organization.
Processes: The methods and practices used for communication, problem-solving, and task execution.
2. Contrast with Other Approaches
Unlike approaches that concentrate on specific aspects (like technological innovation or operations
management), OD takes a comprehensive view of the organization. It seeks to improve the overall
system rather than just isolated components. OD recognizes that changes in one area (like strategy)
often necessitate changes in others (like structure and processes) to be effective.
3. Foundation in Behavioral Science
OD is grounded in behavioral science principles, which include:
Such as leadership styles, group dynamics, and work design.Such as organizational design, strategy
formulation, and international relations.While management consulting and operations management
may focus on economic, financial, and technical aspects, OD emphasizes the human and social
dimensions of organizations. This includes understanding how individuals and groups interact and how
these dynamics affect organizational performance.
4. Intent to Transfer Knowledge
A key aspect of OD is its commitment to applying and transferring knowledge from behavioral science
into practical strategies that can improve organizational effectiveness. This involves not just
understanding theories but also implementing them in ways that foster positive change within the
organizatin .
5. Managing Planned Change
OD is characterized as an adaptive process rather than a rigid, formal approach. It emphasizes flexibility
in planning and implementing change, allowing for adjustments based on new information and insights
gathered during the change process.
6. Design, Implementation, and Reinforcement of Change
Long-Term Focus: OD goes beyond initial implementation to ensure that changes are institutionalized
within the organization. This involves designing processes that support new practices and reinforcing
them over time.
7. Orientation to Improving Organizational Effectiveness
 An effective organization can solve its own problems and focus on key goals. OD fosters this adaptability
by involving members in the change process, equipping them with necessary skills and knowledge. OD
aims to enhance financial metrics (e.g., sales growth, profitability) and operational efficiency (e.g.,
quality, productivity) through social science practices that improve processes and reduce costs.
8. Distinction from Change Management and Organizational Change
OD aims to transfer knowledge and skills to enhance the organization’s capacity for future change,
whereas change management may not prioritize this transfer. While OD can be applied to manage
organizational change, it specifically focuses on building capabilities for problem-solving and
responsiveness, aiming for improvement in quality of work life and overall effectiveness.
THE GROWTH AND RELEVANCE OF ORGANIZATION DEVELOPMENT
Key Points on Globalization, Information Technology, and Organization Development (OD)
1.Globalization:
Globalization is reshaping markets and organizational operations, introducing new governments,
leadership, and economic dynamics.Events like the fall of the Berlin Wall and the emergence of the
European Union have transformed global markets, while countries like China are becoming significant
economic players.
The interconnectedness of the global economy is evident in events like the SARS outbreak, which
highlighted the relationship between social environments and economic impacts.
2.Information Technology:
IT is redefining traditional business models by changing how work is performed and knowledge is utilized,
leading to lower costs and improved product quality.E-commerce has become a major force, with
companies like Amazon and Google thriving in the digital marketplace.The rise of telecommuting and the
democratization of information have shifted power dynamics within organizations, allowing for greater
collaboration and shared decision-making.
3.Managerial Innovation:
Organizations are adopting new forms such as networks, strategic alliances, and virtual corporations to
navigate globalization and technological changes.Innovations like downsizing and reengineering have
increased organizational flexibility and responsiveness.The interaction of globalization, technology, and
managerial innovation creates a complex and uncertain environment for all types of organizations.
4. Role of Organization Development (OD):
OD is crucial for helping organizations assess their environments and implement necessary changes to
thrive in a dynamic landscape.It focuses on transforming underlying assumptions and values, not just
surface-level changes.
OD practices are increasingly relevant across various sectors, including government, manufacturing, and
non-profits.
5.Career Opportunities in OD:
There is a growing demand for OD professionals, both as internal and external consultants, due to the need
for effective change management in organizations.OD skills are valuable for all managers and staff, as they
enhance interpersonal relationships, problem-solving capabilities, and commitment to solutions.
6.Importance of OD for All Managers:
OD is relevant for all levels of management, as it helps improve departmental performance and
organizational adaptability.It equips managers with the skills to work collaboratively, diagnose problems,
and implement effective solutions.
A SHORT HISTORY OF ORGANIZATION DEVELOPMENT
The history and evolution of Organization Development (OD)
1.National Training Laboratories (NTL) and T-Groups
2.Action Research
3.Normative View of OD
4.Focus on Productivity and Quality of Work Life
5.Strategic Change and Organizational Transformation
1.National Training Laboratories (NTL) and T-Groups
The Laboratory Training Background is a foundational stem of Organization Development (OD) that
introduced the concept of laboratory training, specifically through the use of T-groups (training groups).The
Laboratory Training Background laid the groundwork for many of the principles and practices of
Organization Development. By emphasizing experiential learning through group interactions, T-groups have
become a vital tool for enhancing interpersonal skills, leadership development, and understanding group
dynamics, influencing OD practices for decades to come.
2.Action Research and Survey Feedback
Background
Action Research is a collaborative process that emerged in the 1940s, primarily influenced by Kurt Lewin
and his colleagues, including John Collier and William Whyte. It emphasizes the close link between research
and action to facilitate organizational change. Key elements include:

Collaborative Approach: Organization members work with social scientists to collect and analyze data
about organizational functioning, identify problems, and implement solutions.
Cyclical Process: After implementing changes, further data is collected to assess outcomes, creating a
continuous cycle of action and research.
Pioneering Studies: Notable studies, such as those by Lewin at Harwood Manufacturing and Coch and
French on resistance to change, established participative management and highlighted the importance of
employee involvement.
Survey Feedback: Systematic collection of survey data is integral to action research, allowing organizations
to receive feedback on attitudes and behaviors, which informs decision-making.
Interlocking Chain of Conferences: Feedback processes, like those used in early studies at Detroit Edison,
involve reporting findings to management and facilitating discussions among employees to foster
understanding and engagement.
3.Normative Belief:
There was a prevailing belief that a human relations approach, exemplified by Likert’s Participative
Management and Blake and Mouton’s Grid OD program, represented the best way to manage organizations
effectively.
System 1: Exploitive Authoritative - Autocratic leadership with minimal employee interaction, leading to
poor performance.
System 2: Benevolent Authoritative - Paternalistic management allowing limited employee input within
strict boundaries.
System 3: Consultative - Increased employee involvement in decision-making, but management retains
final authority, resulting in good productivity.
System 4: Participative Group - High employee involvement and group decision-making, leading to high
productivity and satisfaction.
4.The development of productivity and quality-of-work-life (QWL)
the historical development of QWL initiatives, their expansion into broader employee
involvement strategies, and their continued importance in enhancing organizational effectiveness
EVOLUTION IN ORGANIZATION DEVELOPMENT
The evolution and current state of Organization Development (OD), emphasizing the following key points:

1.Influences: OD is shaped by various backgrounds, including laboratory training, action research,

normative approaches, and quality-of-work-life (QWL) initiatives. The strategic change background has
added financial and economic indicators to traditional measures of effectiveness.
2.Globalization and Technology: OD practices are increasingly global, adapting to new technologies and
organizational structures, including managing change in both physical and digital environments.
3.Professional Growth: The OD Network and various professional societies have expanded significantly,
reflecting the growth of OD practitioners and educational programs.
4.Contributors: Early theorists like Chris Argyris and Warren Bennis laid the groundwork, while later
contributors have addressed contemporary issues and expanded the field's scope.
5.Diverse Applications: OD is applied in various sectors, including large corporations, public administration,
education, and the military, with practices extending to many countries worldwide.
6.Current Landscape: Although OD has expanded, relatively few U.S. organizations engage in formal OD
programs, though many apply OD techniques informally.