ASSIGNMENT OF ORGANIZATION CHANGE

AND DEVELOPMENT

SUBJECT CODE :- MMGT 2403

SUBMITTED BY :-
MANDEEP KAUR
MBA 4TH
23-MBA-019
 INDEX

TOPICS

1. Organization development :- Introduction and definitions

2. Key concepts of Organization development

3. Characteristics of Organization development

4. Inter disciplinary nature of Organization development

5. Historical background of Organization development

6. Various stages and three waves of Organization development

7. Values , assumptions and beliefs of Organization development

8. Organization development Process

9. Training experience

10.T group

11.Behavioral modeling and career anchor

12.Participation and Empowerment

13.Team and team work

 1. INTRODUCTION

Organization Development is a planned systematic change in the values or operations of

employees to create overall growth in a company or organization. It differs from everyday
operations and workflow improvement in that it follow a specific protect that management
communicates clearly too all employees.

Organization development covering many aspects and focusing these main points like:-

1. Planned change

2. Human centered approach

3. Systems thinking

4. Data-driven intervention

5. Continuous improvement

2. DEFINITION OF ORGANIZATION DEVELOPMENT

According to Middle mist and Hitt

“Organization development is a systematic means for planned change that involves the entire
organization and is intended to increase organization effectiveness”.

According to Richard Beck hard (1969)

“Organization Development is an effort, planned organization-wide and managed from the top to
increase organization effectiveness and health through planned intervention in the organization’s
processes, using behavioral science knowledge .”

3. KEY CONCEPT OF ORGANIZATION DEVELOPMENT

Many key concepts of organization development . The main key concept is Planned change ,
Human centered Approach ,Behavioral Science Foundations , System thinking , continuous
improvement and learning ,collaboration and participation , data driven decision making ,
Change management and adaptability etc.

1. Planned Change

Organization development is a systematic and intentional process for improving an

organization's overall effectiveness, culture, and performance.

2. Human-Centered Approach

Organization development focuses on people within the organization their skills, behaviors, and
relationships, Employee engagement, leadership development, and teamwork are critical
elements.

3.Behavioral Science Foundations

Organization development interventions are based on psychology, sociology, and behavioral

sciences to enhance communication, leadership, and motivation.

4. Systems Thinking

Organizations are viewed as interconnected systems, where changes in one part affect the whole
organization. Organization development aims for holistic improvements.

5. Continuous Improvement & Learning

Organization development promotes a learning culture, encouraging employees and leaders to

adapt, innovate, and grow over time. Organizations must continuously work for to stay
competitive.

6. Collaboration & Participation

Organization development emphasizes teamwork, collaboration, and open communication,

involving employees at all levels in the change process for greater buy-in and effectiveness.

7. Data-Driven Decision Making

Organization development interventions on diagnostics, surveys, feedback, and performance

metrics to ensure changes are evidence-based and effective.

8. Change Management & Adaptability

Organization development helps organizations manage change smoothly, ensuring minimal

resistance while aligning employees with new strategies, structures, and processes.
9. Organizational Culture Development

A key focus of Organization development is shaping an organization’s culture by aligning

values, behaviors, and work environments to achieve strategic goals.

10. Long-Term Focus

Organization development is a long-term commitment aimed at sustainable improvements rather

than short-term gains.

4. CHARACTERISTICS OF ORGANIZATION DEVELOPMENT

Organization Development is a distinct field characterized by its focus on improving
organizational effectiveness through planned change. Here are its key characteristics:

1. Planned and Systematic Approach

Organization Development involves intentionally and structured efforts to bring about change,
ensuring that initiatives are not random but carefully planned and executed.

2. Organization-Wide Application

Organization Development initiatives are broad in scope, targeting entire organizations or major
subsystems like departments or divisions, rather than individuals or small teams.

3. Long-Term Commitment

Organization Development focuses on sustainable, long-term improvement rather than quick

fixes. It requires ongoing commitment from leadership and stakeholders.

4.Change-Oriented

The primary goal of Organization Development is to facilitate change that improves

organizational performance, adaptability, and health.

6. Collaborative and Participative

Organization Development encourages active participation from all organizational levels,

fostering a culture of collaboration and collective problem-solving.

7. Focus on Culture and People

Organization Development emphasizes the importance of organizational culture and its impact
on employee behavior, satisfaction, and performance.

8. Diagnostic and Data-Driven

Organization Development relies on diagnosis and data collection (e.g., surveys, interviews,
observations) to identify issues, monitor progress, and evaluate outcomes.

9. Interdisciplinary Approach

Organization Development integrates knowledge from various fields, including management,

psychology, sociology, and education, to address complex organizational challenges.

10. Continuous Improvement and Learning

Organization Development fosters a culture of continuous improvement, learning, and

innovation, encouraging organizations to adapt proactively to changes in their environment.

5. INTERDISCIPLINARY NATURE OF ORGANIZATION

DEVELOPMENT
Organization Development is interdisciplinary, drawing from a variety of fields and
perspectives to facilitate planned change and improve organizational effectiveness.

1.Psychology:

Organization development integrates principles from psychology, areas like human behavior,
motivation, team dynamics, leadership, and communication. Understanding how individuals and
groups behave within organizational settings is central to practices like coaching, training, and
conflict resolution.

2.Sociology:

Organization development borrows heavily from sociology, especially in understanding

organizational culture, power dynamics, social structures, and group interactions. It helps in
analyzing the relationships among employees, departments, and organizational hierarchies.

3.Management and Business Theory:

Organization development incorporates elements from management theory, such as strategic

planning, leadership development, and organizational change management. It focuses on
improving organizational performance and achieving business goals through effective processes
and practices.

5.Communication Studies:

Effective communication is a critical aspect of OD, and communication theories are used to
design interventions that improve both interpersonal and organizational communication. This
includes strategies for enhancing team collaboration, employee feedback, and leadership
communication.

6.Human Resources :

Organization development o works with HR practices, particularly in areas like talent

management, employee engagement, organizational design, and training. HR frameworks and
practices help Organization development professionals implement change and support
organizational development.

7.Anthropology:

The study of cultures, customs, and societal norms in anthropology helps Organization
development professionals understand how cultural factors influence behavior within
organizations. This understanding is key for managing diversity, global teams, and cultural
transformations.

8.Economics:

The economic principles of efficiency, resource allocation, and cost-benefit analysis often play a
role in OD, particularly when evaluating the potential impact of OD interventions on
organizational performance.

6. HISTORICAL BACKGROUND OF ORGANIZATION DEVELOPMENT

Organizational Development

Organizational Development refers to a field of study and practice that focuses on improving
organizations’ effectiveness and overall health. The history of Organizational Development can
be traced back to the early 20th century, with roots in industrial psychology and management
theory.

1. 1920s-1930s:

Early ideas on organizational improvement began to emerge, influenced by the Hawthorne

Studies (1924-1932), which examined how workplace conditions, such as lighting and worker
satisfaction, affected productivity. These studies laid the groundwork for understanding human
behavior in organizations.

2. 1940s-1950s:

The development of T-groups (Training Groups) in the 1940s, developed by Kurt Lewin,
played a key role. Lewin, a psychologist, is often considered the father of OD. He introduced
the concept of group dynamics, and his work on change management, particularly the
“unfreeze-change-refreeze” model, greatly influenced the field.
 3. 1960s-1970s:

Organization development emerged as a formal discipline, with a focus on improving

interpersonal relationships, communication, and conflict resolution within organizations. Key
figures like Chris Argyris and Edgar Schein contributed to the development of theories on
learning organizations, organizational culture, and action research.

4. 1980s-present:

OD has expanded to address issues such as organizational culture, leadership, team-building,

and systemic change. It emphasizes participation, collaboration, and aligning organizational
strategy with human resources.

7. VARIOUS STAGES OF ORGANIZATION DEVELOPMENT

Organizational development refers to the process of improving an organization's effectiveness
and ability to achieve its goals. It involves various stages that help organizations adapt to change,
improve efficiency, and enhance overall performance. The stages of organizational development
typically include:

1. Diagnosis/Assessment

Under the diagnosis too understand the current state of the organization, identify areas for
improvement, and uncover the underlying problems or challenges. Examples Data collection
through surveys, interviews, focus groups, and performance metrics. Analyzing the
organization’s culture, processes, and structure.

2. Intervention Planning

Intervention Planning means to design a strategy for improving the organization based on the
findings from the diagnosis stage. Identifying specific areas for change, setting objectives, and
determining the appropriate OD interventions (e.g., training, restructuring, team-building
activities).

3.Implementation of Interventions

Implementation of intervention means to execute the planned interventions and changes. Rolling
out changes, such as leadership development programs, process improvements, changes in
organizational structure, new technologies, or communication systems. It may involve team-
building exercises, skill development, or performance management strategies.

4.Evaluation
Under the evaluation to assess the effectiveness of the interventions and determine if the desired
outcomes have been achieved. Examples Gathering feedback through surveys, performance
assessments, and observing changes in behavior or organizational performance. Comparing
before-and-after metrics to evaluate success.

5. Sustaining Change

To ensure the changes are embedded and maintained in the organization for long-term
effectiveness. Creating systems and processes that support continuous improvement, reinforcing
new behaviors, and ensuring leader’s model desired changes. Providing ongoing support,
training, and feedback.

6. Continuous Improvement

Continuous improvement means to foster an ongoing culture of improvement, ensuring that the
organization remains adaptable to future challenges. Examples regularly reassessing the
organization's strategies, processes, and structures. Encouraging feedback and fostering an
environment of learning and innovation.

These stages can be cyclical, as organizations constantly adapt to external and internal changes.
The OD process may require adjustments along the way to keep up with evolving goals and
challenges.

8. THREE WAVES OF ORGANIZATION DEVELOPMENT

Under the Three Waves of organization development define as the Diagnostic organization
development , Action learning and learning organization , dialogic organization development .

1. Diagnostic organization development:-

Under the three waves of organization development the traditional method or practice of
conducting a formal investigation to analysis objective data.

2. Action learning and learning organization :-

A development methodology that builds on action research and continuous learning for
organization . According to Action learning and learning organization this is the powerful
and informative wave of the organization. The Employees or other organization member
continuous learns many aspects.

3. Dialogic organization development :-

 According to dialogic organization development a practice and mindset that is anchored in
and understanding of human system and socially constructed .

9. KEY VALUES AND ASSUMPTIONS OF ORGANIZATIONAL

DEVELOPMENT

1. Treating people within dignity:-

In organization first value is treating people with dignity. Dignity means the stage of being
worthy of respect ,honor and esteem.it involve recognizing the inherent value and worth of
every individual.

2. Assuming potential for growth :-

Potential for growth refers to the possibility of increasing value, size, or scope over time. It
involves identifying opportunities, resources, and capabilities that can be leveraged to
achieve growth.

3. Rational problem-solving:-

In Organization under values Rational problem-solving is a systematic and logical approach

to resolving problems and making decisions.

4. Responsibility to clients and stakeholders:-

In Organization Under values Responsibility to clients and stakeholders is a crucial aspect of

business ethics and professional conduct. The manager make sure for the best service provide
for clients and other stakeholders .

5. Honesty and openness fair contract:-

In Organization most prefer value is Honesty, openness, and fair contracts are essential
components of a healthy and trustworthy business relationship.

10. BELIEFS IN ORGANIZATON DEVELOPMENT

Beliefs are the assumption and value that guide and organization goals and methods . The main
points are described of beliefs in organization that are :-

1. Humanistic value
2. Optimistic value
 3. Democratic value
4. Trust
5. Open communication
6. Team work
7. Decentralized decision

11.ORGANIZATION DEVELOPMENT PROCESS

Organization development process is a scientific process that analysis and organization

strength and weakness to identify area for improvement it can use to develop plans to
improve and organization performance and effectiveness.
It involves using various tools and techniques to gather data and in right about
organization including infrastructure process culture and people.

Managing Diagnosis Organization development

1. Diagnosis :-

Under the diagnosis process first point define as the Identify issues and areas that
need improvement within the organization. Using Methods like Surveys, interviews
focus groups, and organizational assessments to gather data on the current statement.
A clear understanding of the organization’s strengths, weaknesses, opportunities, and
challenges.
2. Action Planning:

Action planning Develop a strategy to address the identified problems and improve
organizational performance. The Methods: Based on the diagnostic results, create
specific goals, objectives, and a step-by-step plan for change. A detailed action plan
with clear timelines, roles, and responsibilities.
3. Implementing :-

Implementing process point changes identified in the action plan. This can include
training programs, leadership development, team-building activities, process
redesign, cultural change initiatives, or communication improvements. Outcome:
Initiating the designed interventions to help the organization move towards its goals.
4. Evaluation:

Under the evaluation assess the effectiveness of the interventions and the
progress toward the desired outcomes. The main methods are Collect feedback, conduct
surveys, analyze performance metrics, and monitor progress to determine if the
 objectives are being met. Data to assess whether the interventions were successful, as
well as insights for refining the approach.

5. Sustainability and Follow up :

Ensure the changes made are lasting and continue to be effective over time. Methods:
Establish systems for continuous improvement, reinforce the new practices, and provide
ongoing support for leadership and employees. Long-term sustainability of the changes,
with the organization continuing to evolve in a positive direction.

By following this process, organizations can improve their structure, culture,

communication, leadership, and overall effectiveness.

TRAINING EXPERIENCES

Training experiences in Organization Development to improving organizational

effectiveness by equipping employees with the skills, knowledge, and mindset needed to
drive positive change. These training programs often focus on building individual
competencies, team collaboration, and fostering a culture of continuous improvement.
Training is not providing only for employees they are also provide for other peoples of
organization.

Training programs like workshops, internship, seminar, faculty development program,

lecture and etc. trainers are used easy methods in training because they can easily
communicate with other peoples.

Benefits of training experience

1. Increase knowledge and new skills :-

Under the training experience employs gaining abundance knowledge regarding
skills they are also learn new skills. Training experience increase the knowledge and
skills of the employees.
2. Team building :-
Under the training employees work in team. They also learn teamwork and reduce
conflicts and build the relationships other employees.
3. Leadership :-
Training provides the leadership quality for employees. The can also work on
leadership skills.
4. Open communication :-
 Under the training experience the employees build the confidence and easily
communicate with other employees without hesitation.
5. Values and beliefs :-
Employees learn the values and beliefs in training program. They learn more other
thing to better personality and positive attitude.

T GROUP
The full form of T group is training group. Those groups are providing training for employees
for better productivity and efficiency. The best example of T group is Google Microsoft. T group
also experimental way of training. Employees learn interact with each other easily. T group is a
small group.

Benefits of T groups

1. Experiential Learning:
T-groups are based on the concept of “learning by doing.” Participants engage in real-
time group interactions and reflect on their behavior and responses during the process.

2. Feedback and Self-awareness:

A core component of T-groups is feedback. Participants receive honest, constructive
feedback from their peers about their behavior, communication styles, and group
interactions.

3. Facilitation:
T-group sessions are usually facilitated by trained OD professionals or group facilitators.
The facilitator does not lead the group in the traditional sense (as in a lecture or
presentation) but rather guides the group through the learning process by encouraging
self-reflection, dialogue, and feedback.

4. Group Dynamics:
The T-group focuses on understanding group dynamics—how individuals interact with
one another, how roles form, and how group decisions are made. Participants explore
how their actions influence the behavior of others in the group and, by extension, how
those dynamics might play out in the workplace.

5. Non-directive Approach:
In a T-group, the facilitator does not give direct advice or provide solutions. Instead, the
group participants work together to understand their behaviors and the group dynamics,
and then draw conclusions and find solutions collectively.
6. Improving Communication Skills:
 T-groups encourage open, honest, and effective communication. Participants learn to
listen actively, give and receive feedback, and express themselves clearly.

7. Increasing Emotional Intelligence:

Through interactions in the T-group, participants become more aware of their emotions
and how these emotions affect others. This awareness helps improve their ability to
manage emotions, empathize with others, and handle interpersonal relationships.

8. Enhancing Self-awareness:
By reflecting on their behaviors, reactions, and emotions, participants gain insights into
their personal strengths, areas for growth, and how they impact the group or team.

9. Building Trust and Cooperation:

T-groups promote trust-building as participants share experiences, provide feedback, and
engage in open conversations about their thoughts and feelings in a safe, supportive
environment.

10. Improving Leadership Skills:

T-groups help individuals develop better leadership qualities, including self-awareness,
empathy, conflict resolution, and the ability to inspire and motivate others.

BEHAVIORAL MODELING AND CAREER ANCHORS

Behavioral Modeling and Career Anchors are two important concepts in Organizational
Development (OD) and career development. They both focus on personal and
professional growth, but they approach it in different ways. Here’s a breakdown of each
concept:

1. Behavioral Modeling
Behavioral Modeling is a learning technique used to change behaviors by observing and
replicating the actions of others. It’s based on social learning theory, which emphasizes
learning through observation, imitation, and modeling. The idea is that by watching
someone (usually an expert or role model) perform a task or demonstrate a behavior;
others can learn how to perform the same behavior effectively.

2. Career Anchor
Career anchor is a concept developed by Edgar Schein,which refers to the
core ,values ,motivation and interest that guide on individual’s career choices and
development .
 The main eight career anchors 1.technical competence, general managerial competence,
autonomy, security, Entrepreneurial, Service, Pure challenge, lifestyle.
PARTICIPATION AND EMPOWERMENT

Participation and Empowerment are two key concepts in Organizational Development

(OD) that focus on involving individuals and groups in decision-making processes and
giving them the tools, resources, and authority to take action.

1. Participation in Organizational Development

.
Participation refers to the active involvement of employees at all levels in decision-
making processes, problem-solving and organizational change efforts. It is the idea that
employees, rather than being passive recipients of top-down directives, should have a
voice and influence in the operations and strategies of the…

Benefits of Participation in OD:

1. Increased Job Satisfaction: Employees feel more valued and engaged when they have
a say in decision-making.

2. Improved Morale: Employees are likely to be more motivated and committed when
they feel included and heard.

3. Enhanced Innovation: When employees are encouraged to contribute ideas, it can

lead to greater creativity and innovative solutions.

4. Better Decision-Making: Involving those who are directly affected by decisions leads
to more informed, practical, and relevant outcomes.

5. Faster Problem-Solving: Employees on the ground often have valuable insights into
problems and solutions, which can lead to quicker resolutions.

2. Empowerment in Organizational Development

Empowerment in OD refers to the process of giving employees the authority, autonomy,

confidence, and tools to make decisions and take actions on their own. It is about
enabling employees to have control over their work and the resources necessary to
accomplish tasks effectively.
 Benefits of Empowerment in OD:

1. Increased Motivation and Engagement: Empowered employees are more motivated

because they have a sense of ownership and control over their work.

2. Enhanced Performance: With the authority to make decisions, employees can respond
to issues more quickly and effectively, leading to better performance outcomes.

3. Increased Creativity and Innovation: Empowerment encourages employees to take

risks, experiment with new ideas, and think outside the box.

4. Stronger Leadership Skills: When employees are empowered, they can develop their
leadership abilities by taking initiative and driving projects forward.

5. Greater Job Satisfaction: Employees who feel empowered often experience greater
satisfaction in their roles because they have more control over their work and
outcomes.

TEAM AND TEAMWORK

Team and Teamwork are central to the success of Organizational Development (OD).
The focus on teams in OD emphasizes collaboration, effective communication, and
collective problem-solving. Building strong teams and promoting teamwork are key to
achieving organizational goals and adapting to changes. Here’s an in-depth look at both
concepts:

Team in Organizational Development

A team in an organizational context refers to a group of individuals who work together

toward a common goal or purpose, with complementary skills, shared responsibility, and
mutual accountability. In OD, teams are viewed as the building blocks of an organization,
enabling employees to collaborate and perform effectively in a way that often surpasses
what individual members could accomplish alone.

Benefits of Teams in OD:

1. Enhanced Problem Solving: Teams can pool their collective knowledge, experience,
and creativity to solve complex problems and generate more ideas.

2. Improved Innovation: Working in teams promotes the exchange of ideas, encouraging

innovation and the development of new solutions.
 3. Better Decision-Making: Teams often make better decisions than individuals, as they
consider a broader range of perspectives and have more information.

4. Increased Productivity: Teams can accomplish tasks more efficiently, often producing
higher-quality work due to their collaboration and diverse skills.

5. Increased Engagement: Working in teams often increases employee engagement

because individuals feel more connected to the team and its goals.

TEAMWORK IN ORGANIZATIONAL DEVELOPMENT

Teamwork refers to the collaborative effort of individuals working together to achieve a

common goal. It is the process of coordinating, communicating, and cooperating with
others to effectively complete tasks and solve problems. In OD, teamwork is seen as a
critical success factor for organizational effectiveness and culture

Benefits of Effective Teamwork in OD:

1. Improved Collaboration: Teams that work well together foster a collaborative culture
where employees are more willing to help each other and share resources.

2. Greater Flexibility: Teams can adapt to changes in the work environment more
quickly because of their ability to pool diverse ideas and perspectives.

3. Higher Job Satisfaction: Teamwork creates a sense of belonging, camaraderie, and

purpose, which can lead to higher levels of job satisfaction.

4. Increased Employee Engagement: Teams that are engaged and empowered to make
decisions are often more motivated and committed to their work.

5. Effective Change Management: Teams can be instrumental in driving and managing

change within an organization, as they can work collaboratively to address resistance,
solve problems, and implement new strategies.
Conclusion

In Organizational Development, teams and teamwork are essential for achieving long-term
success and sustainability. A well-structured, collaborative, and empowered team can drive
innovation, improve problem-solving, and increase productivity within an organization. By
investing in team development and fostering a culture of effective teamwork, organizations
can enhance employee engagement, foster creativity, and improve organizational
performance. Effective teamwork not only contributes to achieving specific goals but also
helps in creating a positive, supportive, and resilient organizational culture.