ORGANIZATIONAL DEVELOPMENT

1. 2. . &. Books to be Read: Organization Development French & Bell Organization Development V. G. Kondalkar Organization Development & !hange !"mming# & $orle% Organizational Development & 'ran#(ormation) French* Bell & +a,acki

Prof. Jairaj

o!"a#ara J$%& '()(

O-G./0+.'0O/.1 D2V21O342/'
Organizational Development or O.D. i# a planned e((ort initiated 5% proce## #peciali#t# to help an organization develop it# diagno#tic #kill#* coping capa5ilitie#* linkage #trategie#6 in the (orm o( temporar% and #emi)permanent #%#tem#7 and a c"lt"re o( m"t"alit%. . planned e((ort thinking and planning initiated 5% proce## #peciali#t# Diagno#tic #kill#) data collection)overtime !oping capa5ilitie#)pro5lem)#olving*con(ront and cope 1inking #trategie#)0ndl.& Organl. Goal# !"lt"re o( 4"t"alit%)O!'.3.!2)(o#tering o( certain val"e# and open and proactive #%#tem# viz. openne##*con(rontation* tr"#t* a"thenticit%*pro)activene##* a"tonom%* colla5oration and e8perimentation.

Defi*itio* of O.D.b& Ed+ar ,!"ei*

'he O. D. .pproach to !hange treat# the organization a# a #%#tem. . #%#tem i# an orderl% gro"p o( logicall% related part#* principle# and 5elie(#. .lternativel%* it i# a gro"ping or arrangement that relate or interact ,ith each other in #"ch a ,a% a# to (orm a ,hole. 'h"# thi# approach ha# the (ollo,ing characteri#tic#9 6a7 'otal vie, not a limited vie, 657 -elation#hip 5et,een the Orgn. and the environment and the internal d%namic# o( the Orgn. : 'eam#)temporar%* #emi)permanent and permanent)contino"# improvement 6d7 0nter)per#onal !omm"nication 6e7 0ndivid"al#) #el( a,arene## and #el( acceptance)developing #kill#* kno,ledge and a5ilit% o( individ"al#

0nter)team#)inter (ace)manage con(lict#* developing colla5oration* attainment o( goal#. Organization)#ta5le entit% ,hich #et# the goal#. 'o carr% on the e((ort# 5eg"n 5% the o"t#ide con#"ltant; e8pert thro"gh an internal O. D. Facilitator. From a Be"a#io$ra% s!ie*!e -ers-e!ti#e9 <O.D. i# a long range e((ort to improve an Orgn=# pro5lem #olving and rene,al proce##e#* partic"larl% thro"gh a more e((ective and colla5orative management o( organizational c"lt"re ,ith #pecial empha#i# on the c"lt"re o( (ormal ,ork team#) ,ith the a##i#tance o( a change agent* or catal%#t* and the "#e o( theor% and technolog% o( applied 5ehavio"ral #cience incl"ding .ction -e#earch.= Re*e.a% i# the proce## o( initiating * creating and con(ronting needed change# to make it po##i5le (or organization# to 5ecome more via5le* to adapt to ne, condition#* to #olve pro5lem#* to learn (rom e8perience# and to move to,ard# greater mat"rit%.

O-G./0>.'0O/.1 D2V21O342/' O. D. i# a #%#temic and #%#tematic change e((ort* "#ing 5ehavio"ral #cience kno,ledge and #kill* to tran#(orm an orgn. to a ne, #tate. O.D. i# #%#tem),ide and val"e)5a#ed colla5orative proce## o( appl%ing 5ehavio"ral #cience kno,ledge to the adaptive development * improvement and rein(orcement o( #"ch organizational (eat"re# a# the strate+ies/ str$!t$res/ -ro!esses/ -eo-%e and !$%t$res that lead to organizational e((ectivene## 'he characteri#tic# o( O. D. are9 1. 0t i# a #%#tem),i#e proce## 2. 0t i# val"e)5a#ed . 0t i# colla5orative &. 0t i# 5a#ed on 5ehavio"ral #cience kno,ledge ?. 0t i# concerned ,ith #trategie#* #tr"ct"re#* proce##e#* people and c"lt"re @. 0t i# a5o"t organizational e((ectivene##

O-G./0+.'0O/.1 D2V21O342/' Organizational Development i# a long)term e((ort* led and #"pported 5% top management* to improve an organizational vi#ioning* empo,erment* learning* and pro5lem)#olving proce##e#*thro"gh an ongoing* colla5orative management o( organizational c"lt"re) ,ith #pecial empha#i# on the c"lt"re o( intact ,ork team# and other team con(ig"ration#)"#ing the con#"ltant)(acilitator role and the theor% and technolog% o( applied 5ehavio"ral #cience* incl"ding action re#earch. 'he important a#pect# incl"de9 6a7 1ong)term e((ort 657 1ed and #"pported 5% top management 6c7 Vi#ioning proce##e#)via5le* coherent and #hared pict"re 6d7 2mpo,erment proce##e# 6e7 1earning proce##e# 6(7 3ro5lem #olving proce##e# 6g7 Ongoing colla5orative management o( the organizational c"lt"re 6h7 0ntact ,ork team# and other con(ig"ration# 6i7 !ro##) ("nctional team# 6A7 !on#"ltant) (acilitator role 6k7 'heor% and technolog% o( applied 5ehavio"ral #cience 6l7 .ction re#earch

BOrganization tran#(ormation can occ"r in re#pon#e to or in anticipation o( maAor change# in the organization=# environment or technolog%. 0n addition the#e change# are o(ten a##ociated ,ith #igni(icant alteration# in the (irm=# 5"#ine## #trateg%* ,hich* in t"rn* ma% reC"ire modi(%ing corporate c"lt"re a# ,ell a# internal #tr"ct"re# and proce##e# to #"pport the ne, direction. >"ch ("ndamental change entail# ne, paradigm (or organizing and managing organization#. 0t involve# C"alitativel% di((erent ,a%# o( perceiving* thinking* and 5ehaving in the organization#.D Beer 61EFG7* the aim o( OD are 617 enhancing congr"ence 5et,een organizational #tr"ct"re* proce##e#* #trateg%* people* and c"lt"reH 627 developing ne, and creative organizational #ol"tion#H and 6 7 developing the organization=# #el()rene,ing capacit%.

OD i# a #%#tem ,ide application o( 5ehavio"ral #cience kno,ledge to the planned development and re)en(orcement o( organizational #trategie#* #tr"ct"re#* and proce##e# (or improving an organization=# e((ectivene## 6!"mming# and $orle%* 1EE 7. BOrganizational Development i# a long)term 5ehavio"ral philo#oph% initiated 5% the top management. 0t relate# to "#e o( late#t technologie# and organizational proce##e# to a((ect planned change 5% e#ta5li#hing c"lt"ral (rame,ork 5a#ed on vi#ion* empo,erment and emplo%ee ,ell 5eing leading to attainment o( C"alit% o( ,ork li(e and organizational e((ectivene## th"# creating a learned organization.D

OBJE0TIVE, O1 ORGANIZATIONAL DEVELOPMENT PROGRAMME 1.0ndivid"al and gro"p development. 2.Development o( organization c"lt"re and proce##e# 5% con#tant interaction 5et,een mem5er# irre#pective o( level# o( hierarch%. .0nc"lcating team #pirit. &.2mpo,erment o( #ocial #ide o( emplo%ee#. ?.Foc"# o( val"e development. !ontd..

@. 2mplo%ee participation* pro5lem)#olving and deci#ion) making at vario"# level#. I. 2val"ate pre#ent #%#tem# and introd"ction o( ne, #%#tem# there5% achieving total #%#tem change i( reC"ired. F. 'ran#(ormation and achievement o( competitive edge o( the organization. E. .chieve organization gro,th 5% total h"man inp"t# 5% ,a% o( re#earch and development* innovation#* creativit% and e8ploiting h"man talent. 1G.Behavio"r modi(ication and #el( managed team a# the 5a#ic "nit o( an organization.

I2-%i!atio*s: ).1or I*di#id$a%s a7 4o#t individ"al# 5elieve in their per#onal gro,th. 2ven toda%* training and development* promotion to the ne8t higher po#ition dominate# the organization philo#oph%. 57 4aAorit% o( the people are de#iro"# o( making greater contri5"tion# to the organization# the% are #erving. .chievement# o( organizational goal# are ho,ever* #"5Aect to limitation# or environmental con#traint#. 0t i# (or the organization# to tap the #kill# that are availa5le in a5"ndance. !ontd..

'hi# lead# to adopt the (ollo,ing organization #trateg% (or development9 .#k C"e#tion# to re#olve do"5t#. 1i#ten to #"perior=# advice. >"pport emplo%ee# in their vent"re. .ccept challenge. 1eader# to enco"rage creativit% and promote ri#k taking. Give additional re#pon#i5ilit% to #"5ordinate#. >et high #tandard# o( C"alit%. 2mpo,er emplo%ee#. 0nitiate #"ita5le re,ard #%#tem that #ho"ld 5e compati5le* i( not more than the ind"#tr% norm#.

'. 1or Gro$-s a7 One o( the mo#t important (actor# in the organization i# the <,ork gro"p= aro"nd ,hom the organization ("nction#. 'hi# incl"de# the peer gro"p and the leader 65o##7 57 4ore people pre(er to 5e part o( the gro"p 5eca"#e the gro"p accept# them. c7 4o#t people are capa5le o( making higher contri5"tion# to the gro"p=# e((ectivene##. !ontd..

Follo,ing #trateg% i# reC"ired to 5e adopted (or gro"p development 5a#ed on the a5ove a##"mption#9 a7 0nve#t in training and development o( the gro"p. 4one% and time #pent on thi# i# an inve#tment (or the organization. 1eader# #ho"ld al#o inve#t in development o( #kill# and th"# help create a po#ition organizational climate. 57 1et the team (lo"ri#h. 'eam# are the 5e#t approach to get the ,ork done. .part (rom the a5ove team# enAo% emotional and Ao5 #ati#(action ,hen the% ,ork in gro"p#. c7 1eader# #ho"ld adopt team leader#hip #t%le and not a"tocratic leader#hip #t%le. 'o do thi#* Ao5# #ho"ld 5e allotted to the team and not to the individ"al. !ontd..

d7 0t i# not po##i5le (or one individ"al 6leader7 to per(orm 5oth* the leader#hip and maintenance ("nction#. 0t i# there(ore nece##ar% (or team mem5er# to a##i#t leader in per(ormance o( hi# d"tie#. e7 Gro"p #ho"ld 5e trained in con(lict management* #tre## management* gro"p deci#ion)making* colla5oration* and e((ective interper#onal comm"nication. 'hi# ,ill improve organizational e((ectivene##. 2mpo,erment i# the corner #tone o( the #"cce##("l organization#. (7 1eader# #ho"ld pa% partic"lar attention to the (eeling# o( the emplo%ee#. 0t #ho"ld 5e "nder#tood that #"ppre##ed (eeling and attit"de# adver#el% a((ect pro5lem)#olving* per#onal gro,th and Ao5 #ati#(action. g7 Development o( gro"p cohe#ivene##.

3. 1or Or+a*i4atio*s a7 !reate learning organization c"lt"re. 57 .dopt ,in),in #trateg% (or #"#tained gro,th. c7 !reate cooperative d%namic# rather than competitive organizational d%namic# in the organization. d7 /eed# and a#piration# o( the emplo%ee# in the organization m"#t 5e met. 'hi# lead# to greater participation o( the emplo%ee#. Organization# #ho"ld adopt developmental o"tlook and #eek opport"nitie# in ,hich people can e8perience per#onal and pro(e##ional gro,th. >"ch orientation create# a #el()("l(illing prophec%. !ontd..

(7 3eople m"#t 5e treated ,ith d"e re#pect and con#idered important. 'he credit o( #"cce## m"#t 5e given to the emplo%ee# "nconditioned. g7 3romote organizational citizen#hip. &. 0t i# po##i5le to create organization# that are h"mane* democratic and empo,ering on one hand and high per(orming in term# o( prod"ctivit%* C"alit% o( o"tp"t* pro(ita5ilit%* and gro,th on the other. 0t i# the re#pon#i5ilit% o( ever% entreprene"r to en#"re that the need# o( the #ociet% are met.

O-G./0+.'0O/.1 D2V21O342/' 'op val"e# a##ociated ,ith O. D. toda%9 1. 0ncrea#ing e((ectivene## and e((icienc% 2. !reating openne## in comm"nication . 2mpo,ering emplo%ee# to act &. 2nhancing prod"ctivit% ?. 3romoting organizational participation Val"e# con#idered to 5e mo#t important9 1. 2mpo,ering emplo%ee# to act 2. !reating openne## in comm"nication . Facilitating o,ner#hip o( proce## and o"tcome &. 3romoting a c"lt"re o( colla5oration ?. 3romoting inC"ir% and contin"o"# learning

O-G./0>.'0O/.1 D2V21O342/' Organizational Development i# planned change in the organizational conte8t. 0n thi# conte8t o( change it i# nece##ar% to re(er to K"rt 1e,in Je ha# provided t.o -ri*!i-%e ideas viz. 1. $hat i# occ"rring at an% point o( time i# a re#"ltant in a (ield o( oppo#ing (orce# e. g. prod"ction level at a partic"lar point o( time i# the re#"ltant eC"ili5ri"m o( #ome (orce# p"#hing to,ard# higher level# o( prod"ction and other (orce# p"#hing to,ard# lo,er level# o( prod"ction. 'he prod"ction level# tend to remain at the #ame level# a# the (ield o( (orce# remain# con#tant. .nother e8ample co"ld 5e the level o( morale. 2. 'he #econd contri5"tion i# the change it#el(. Je ha# de#cri5ed a three) #tage proce## viz. 6a 5*free4i*+ the old 5ehavio"r 657Mo#i*+ to a ne, level o( 5ehavio"r 6c 7Refree4i*+ the 5ehavior at the ne, level

O-G./0+.'0O/.1 D2V21O342/' K"rt 1e,in=# 'hree >tage 4odel 9 a# modi(ied 5% 1ippitt & other# 1. Developing a need (or change. 61e,in=# $*free4i*+ pha#e7 2. 2#ta5li#hing a change relation#hip. 0n thi# pha#e a client #%#tem in need o( help and a change agent (rom o"t#ide the #%#tem e#ta5li#h a ,orking relation#hip . !lari(%ing or diagno#ing the client# #%#tem=# pro5lem &. 28amining alternative ro"te# and goal#H e#ta5li#hing goal# and intention# o( action# ?. 'ran#(orming intention# into act"al change e((ort#.3ha#e# * & and ? corre#pond to 1e,in=# 2o#i*+ pha#e @. Generalizing and #ta5ilizing change. 'hi# corre#pond# to 1e,in=# refree4i*+ pha#e I. .chieving a terminal relation#hip* that i#* terminating the client) con#"ltant relation#hip

O-G./0+.'0O/.1 D2V21O342/' 'he B"rke)1it,in 4odel o( Organizational !hange 6a7 Fir#t)order change) tran#actional* evol"tionar%* adaptive* incremental* or contin"o"# change 657 >econd)order change) tran#(ormational* revol"tionar%* radical* or di#contin"o"# change n.5.. O. D. program# are directed to,ard 5oth (ir#t)order and #econd order change ,ith an increa#ing empha#i# on #econd order tran#(ormational change. 1irst6Order ,e!o*d6Order 1. >tr"ct"re 1. 4i##ion and >trateg% 2. 4anagement 3ractice# 2. 1eader#hip . >%#tem# . Organizational !"lt"re 7Tra*sa!tio*a%8 7Tra*sfor2atio*a%8 Di#ting"i#hing Organizational 0%i2ate and Organizational 0$%t$re. 0%i2ate) people=# perception# and attit"de# a5o"t the organization 0$%t$re) deep #eated a##"mption# a5o"t val"e# and 5elie(# that are end"ring* o(ten "ncon#cio"# and di((ic"lt to change

O-G./0+.'0O/.1 D2V21O342/'6 Fir#t7 4anagement 3ractice# >tr"ct"re

>%#tem# 3olicie# & 3roced"re#

$ork Knit !limate

4otivation 'a#k -eC"irement# & 0ndivid"al >kill#;.5ilitie# 0ndivid"al & Organizational 3er(ormance 0ndivid"al 0ndivid"al /eed# & /eed# &Val"e# Val"e#

O-G./0+.'0O/ D2V21O342/'6>econd7 28ternal 2nvironment.

1eader#hip 4i##ion & >trateg% Organizational !"lt"re

0ndivid"al & Organizational 3er(ormance

'he B"rke)1it,in 4odel o( Organizational 3er(ormance and !hange 28ternal 2nvironment 4i##ion & >trateg% >tr"ct"re 1eader#hip 4anagement 3ractice# $ork Knit !limate 'a#k -eC"ire# & 0ndivid"al >kill#; .5ilitie# 4otivation 0ndivid"al & Organizational 3er(ormance 0ndivid"al /eed# & Val"e# Organizational !"lt"re >%#tem# 63olicie# & 3roced"re#7

O. D. PRO0E,,: Dia+*osis/A!tio* 9 Pro+ra2 Ma*a+e2e*t 'he O. D. proce## con#i#t# o( three component#)diagno#i#* action and program management. Dia+*osis !o2-o*e*t con#i#t# o( contin"o"# collection o( data a5o"t the total #%#tem* it# #"5)"nit# it# proce##e#* and it# c"lt"re. 'he a!tio* !o2-o*e*t con#i#t# o( all the activitie# and intervention# de#igned to improve the organization=# ("nctioning. 'he -ro+ra2 2a*a+e2e*t component i# de#igned to en#"re #"cce## o( the program. Diagno#i# involve#H 1. $hat are it# #trength#L 2. $hat are it# pro5lem#L . $hat are it# "nrealized opport"nitie#L &. Di#crepanc% 5et,een de#ired #it"ation and c"rrent #it"ationL

O. D. 3-O!2>> .ction 3lan# are developed to correct pro5lem#* #eize opport"nitie# and maintain# area# o( #trength# .'he#e are intervention# #peci(icall% to addre## i##"e# at the i*di#id$a%/ +ro$-/ i*ter6+ro$-/ or or+a*i4atio*a% %e#e%s. -e#"lt#) thi# #tage con#i#t# o( a (act)(inding a5o"t the re#"lt# o( the action#. Did the% have the de#ired e((ect#L Jave the pro5lem# 5een #olved or the opport"nitie# e8ploitedL 'he proce## i# diagno#i#)action)eval"ation)action .n O. D. 3rogramme th"# #tart# ,ith diagno#i# and emplo%# data collecting and data anal%zing thro"gho"t. 'he#e activitie# are reC"ired to provide an acc"rate acco"nt o( thing# a# the% are needed (or t,o rea#on#) (ir#t to kno, the #tate o( thing# or <,hat i#=9 the #econd i# to kno, the e((ect# or con#eC"ence# o( action# 'he (ir#t area o( diagno#i# i# that o( vario"# #"5)#%#tem# o( the total organization e.g. team# 'he #econd area are the organizational proce##e# e.g. deci#ion)making comm"nication #t%le# * relation#hip# 5et,een gro"p#* management o(

3orra# & -o5ert#on 4odel o( Organizational !hange 2nvironment Vi#ion 3h%#ical >etting 'echnolog% >ocial Factor# 1.Goal# 2.>trategie# .>tr"ct"re &..dmn.6p& p7 1. !"lt"re 1. >pace con(ign. 2. 4gt. >t%le 2. 3h%l. .m5ience . 0nteraction . 0nterior De#ign &. 0n(ormal pattern# &. .rchitl de#ign

Organizing .rrangement#

1.'ool# etc. 2. 0. '. . . Mo5 De#ign . &. $ork Flo, D ?. 'ech.28pert. @. 'ech. 3roc.

?..dm. >%#tem# ?.0ndl. .ttri5"te# @.-e,ard #%#tm

>'.G2> 0/ 'J2 O.D. 3-OG-.4> 1. 2/'-N 2. !O/'-.!'0/G . D0.G/O>0> &. F22DB.!K ?. 31.//0/G !J./G2 @. 0/'2-V2/'0O/ I. 2V.1K.'0O/

>N>'24> 'J2O-N)(o"ndation o( O. D. 'hi# theor% vie,# organization# a# open #%#tem# in active e8change ,ith their environment#. >%#tem# theor% i# one o( the mo#t po,er("l concept"al tool# availa5le (or "nder#tanding the d%namic# o( organization# and organizational change. De(inition# o( >%#tem#9 . #%#tem i# a B#et o( o5Aect# together ,ith relation#hip# 5et,een the o5Aect# and 5et,een their attri5"te#.D . >%#tem i# a #et o( Belement# #tanding in interactionD. . #%#tem i# B an organized* "nitar% ,hole compo#ed o( t,o or more independent part#*component#* or #"5)#%#tem#* and delineated 5% identi(ia5le 5o"ndarie# (rom it# environmental #"pra #%#temD . #%#tem i# an Barrangement o( interrelated part#. . #%#tem denote# interrelatedne##* interconnectedne## and interdependenc% among element# in a #et that con#tit"te# an identi(ia5le ,hole or ge#talt.

>N>'24 0/ 0/'2-.!'0O/ $0'J 0'> 2/V0-O/42/'

>o"rce# o( 'ran#(orming 2nerg% 0np"t# 4echan 4aterial# 4echm. O"tp"t# 0n(ormation J"man -e) #o"rce# 0nternal 0nter(ace Feed5ack 4echani#m#

K#er# 28ternal 0nter(ace Feed5ack 4echani#m#

0>>K2> -2G.-D0/G >N>'24> 'J2O-N 1. .ll open #%#tem# are inp"t)thro"ghp"t)o"tp"t mechani#m# 2. 2ver% #%#tem i# delineated 5% a 5o"ndar%. $hat i# in#ide the 5o"ndar% and ,hat i# o"t#ide the 5o"ndar%. . 4ore e8change take# place in#ide the 5o"ndar% than o"t#ide the 5o"ndar%. &. Open #%#tem# have p"rpo#e# and goal# ?. 'he la, o( entroph% #tate# that all #%#tem# Br"n do,nD and di#integrate "nle## the% rever#e the entropic proce## 5% importing more energ% than the% "#e. @. 0n(ormation i# important to #%#tem# in #everal ,a%#. I. Feed5ack i# in(ormation to the organization (rom the environment. F. Feed5ack can 5e po#itive or negative E. Deviation)correcting (eed5ack e.g. #atelite mi##ion o(( target6negative79 or ret"rn to earth 6po#itive7 1G. >tead%)#tate or d%namic homeo#tati#.>%#tem# maintain a #tead% #tate or eC"ili5ri"m point and #eek to maintain thi# eC"ili5ri"m again#t di#r"ptive (orce#* either internal or e8ternal. 11. .ll #%#tem# tend to get ela5orated* di((erentiated*#pecialized &

!O/G-K2/!2 4OD21 >JO$0/G O-G/. .> . >N>'24

IN1ORMAL ORGANIZATION

0/3K' 2nvironment >trateg% -e#o"rce# Ji#tor% $ork Formal Organization

OK'3K' >%#tem Knit 0ndivid"al

3eople

'J2 >0O)BOO 4OD21)a diagno#tic tool64arvin $ei#5ord7 Jo, do ,e manage con(lict among peopleL ,ith technologie#L -elation) #hip# 1eader#hip Doe# #omeone keep Jelp("l the 5o8e# in 5alanceL -e,ard# 4echani#m# Jave ,e adeC"ate Do all needed ta#k# coordinating have incentive#L technologie#L 2nvironment $hat 5"#ine## are ,e inL 3"rpo#e

Jo, do ,e divide the ,orkL >tr"ct"re

O. D. 0/'2-V2/'0O/> OD intervention# are #et# o( #tr"ct"red activitie# in ,hich #elected organizational "nit# engage in a #erie# o( ta#k# ,hich ,ill lead to organizational improvement. 0ntervention# are action# taken to prod"ce de#ired change#. 'here are one o( (o"r rea#on# ,h% there i# need (or OD intervention#9 1. 'he organization ha# a pro5lem) #ome thing i# B5rokenD* and corrective action# need to 5e taken i.e. it need# to 5e B(i8edD. 2. 'he organization #ee# an "nrealized opport"nit%9 #omething it ,ant# i# 5e%ond it# reach. 2na5ling action#) intervention#) are developed to #eize the opport"nit%. . Feat"re# o( the organization are o"t o( alignment9 part# o( the organization are ,orking at cro##)p"rpo#e#..lignment activitie#) intervention#) are developed to get thing# 5ack in t"ne. &. 'he vi#ion g"iding the organizational change#9 %e#terda%=# vi#ion i# no longer good eno"gh. .ction# to 5"ild the nece##ar% #tr"ct"re#* proce##e#* and c"lt"re to #"pport the ne, vi#ion) intervention#) are developed to make the ne, vi#ion a realit%. n.5. OD intervention# are planned #et# o( action# to change #it"ation#

O. D. 0/'2-V2/'0O/> Generall% OD intervention# (ollo, a ,ell)planned overall OD #trateg% and get revealed a# event# "n(old and are an#,er# to the (ollo,ing C"e#tion#9 1. $hat are the change;improvement goal# o( the programL 2. $hat part# o( the organization are mo#t receptive to the OD programL . $hat are the ke% leverage point#6 individ"al or gro"p7 in the organization &. $hat are the mo#t pre##ing pro5lem# in the client organizationL ?. $hat re#o"rce# are availa5le (or the program in term# o( client time and energ% and internal and e8ternal (acilitator#L /. B.. $ith the help o( the a5ove C"e#tion# the OD practitioner ,o"ld 5e a5le to (orm"late hi# gameplan and #eC"ence o( intervention# etc. F"rthermore* OD ha# t,o goal#) one ed"cational and the other accompli#hinga)ta#k goal./ormall% learning take# place in one #etting e.g. a cla##room ,herea# action take# place at the ,orkplace.>econdl%* OD deal# ,ith real li(e pro5lem# and "#e# #everal learning model#.

O. D. 0/'2-V2/'0O/> 3lanning a $ork#hop on a >trategic 3lan9 1. 28plore the need o( a long)range plan (or the organization 2. 1earn ho, to (orm"late #"ch a #trateg% 5% anal%zing other #trategie# determining the #trategic varia5le#* 5eing #ho,n a #eC"ence o( #tep# (or preparing a comprehen#ive plan* and #o (orth . .ct"all% make a three)%ear #trategic plan n.5.'he a5ove involve# learning and action each part pla%ing a predominant role at di((erent time#. OD program# are clo#el% linked ,ith e8plicit goal# and o5Aective#.OD program# all have linkage# ,ith Diagno#i#* .ction 'aking and Goal >etting. OD i# a contin"o"# proce## o( #etting goal#* collecting data a5o"t #tat"# C"o* planning and taking action# 5a#ed on h%pothe#e# and on the data* and eval"ating the e((ect# o( action thro"gh additional data collection.

OD 0/'2-V2/'0O/>)D0>!-23./!02> ./.1N>0> . "#e("l model o( diagno#i# and intervention# co"ld 5e termed a# di#crepancie# anal%#i#)e8amining the di#crepancie# or gap# 5et,een ,hat i# happening and ,hat #ho"ld 5e happening. Di#crepancie# de(ine 5oth pro5lem# and goal#. Di#crepancie# reC"ire #t"d%6 diagno#i# and planning7 and action to eliminate the gap#. $here one i# and ,here ,ant# to go. >t"d% o( pro5lem# and opport"nitie# . good part o( OD proce## i# pro5lem #olving and provide# technologie# (or #t"d%ing and clo#ing gap#. . pro5lem anal%zer ha# an e8pected #tandard o( per(ormance* a <#ho"ld= again#t ,hich to compare act"al per(ormance. . pro5lem i# a deviation (rom the #tandard o( per(ormance. . pro5lem i# a gapH pro5lem)#olving i# di#covering the ca"#e o( the gapH deci#ion)making i# di#covering a #ol"tion) a #et o( action#) to clo#e the gap Goal# al#o repre#ent gap#)5et,een ,here ,e are and ,here ,e ,ant to 5e. Goal)#etting i# the proce## o( impo#ing the gapHgoal accompli#hment i# made po##i5le 5% taking action# to clo#e the gap.

'N32> OF 0/'2-V2/'0O/> Tar+et Gro$I*ter#e*tio*s Desi+*ed to I2-ro#e Effe!ti#e*ess 1i(e)and career)planning activitie# !oaching and co"n#eling ')gro"p6#en#itivit% training7 2d"cation & training to increa#e #kill#* kno,ledge in the area# o( technical ta#k need#* relation#hip #kill#* proce## #kill#* deci#ion making* pro5lem) #olving*planning* goal)#etting #kill# Grid OD pha#e1 $ork rede#ign Ge#talt OD Behavio"r modeling 3roce## con#"ltation 'hird) part% peacemaking -ole negotiation techniC"e Ge#talt OD

I*di#id$a%s

D&ads:Triads

'N32 OF 0/'2-V2/'0O/> Tar+et Gro$- I*ter#e*tio*s Desi+*ed to I2-ro#e Effe!ti#e*ess 'eam5"ilding)ta#k directed* proce## directed Ge#talt OD Grid OD pha#e 2 0nterdependenc% e8erci#e .ppreciative inC"ir% -e#pon#i5ilit% charting Tea2s a*d Gro$-s 3roce## con#"ltation -ole negotiation -ole anal%#i# techniC"e B>tart"pD team)5"ilding activitie# 2d"cation in deci#ion making* pro5lem #olving planning* goal #etting in gro"p #etting# 'eam 4BO .ppreciation# and concern# e8erci#e >earch con(erence# P"alit% o( ,ork li(e6P$17 program#

OD 0/'2-V2/'0O/> Tar+et Gro$I*ter#e*tio*s Desi+*ed to I2-ro#e Effe!ti#e*ess 0ntergro"p activitie#)3roce## directed )'a#k directed Organizational mirroring 3artnering 3roce## con#"ltation 'hird) part% peacemaking at gro"p level Grid OD pha#e >"rve% (eed5ack

I*ter+ro$Re%atio*s

Tar+et Gro$-

Tota% Or+a*i4atio*

OD 0/'2-V2/'0O/> I*ter#e*tio*s Desi+*ed to I2-ro#e Effe!ti#e*ess >ociotechnical #%#tem# 6>'>7 3arallel learning #tr"ct"re# 4BO 6participation (orm#7 !"lt"ral anal%#i# !on(rontation meeting# Vi#ioning >trategic planning;#trategic management activitie# -eal)time #trategic change Grid OD pha#e# &* ?* @ 0nterdependenc% e8erci#e >"rve% (eed5ack .ppreciative inC"ir% >earch con(erence# P"alit% o( ,orkli(e 6P$17 program# 'otal C"alit% management6'P47 3h%#ical #etting# 1arge)#cale #%#tem# change

). '. 3. ;.

<.

Ei+"t ,te-s to ,$!!essf$% Or+a*i4atio*a% Tra*sfor2atio* Estab%is"i*+ a se*se of $r+e*!& )28amining market and competitive realitie# )0denti(%ing and di#c"##ing cri#e#*potential cri#e#* or maAor opport"ni 1or2i*+ a -o.erf$% +$idi*+ !oa%itio* ).##em5ling a gro"p ,ith eno"gh po,er to lead the change e((ort )2nco"raging the gro"p to ,ork together a# a team 0reati*+ a #isio* )!reating a vi#ion to help direct the change e((ort )Developing #trategie# (or achieving the vi#ion 0o22$*i!ati*+ t"e #isio* )K#ing ever% vehicle po##i5le to comm"nicate the ne, vi#ion and #trategie# )'eaching ne, 5ehavio"r# 5% the e8ample o( the ne, coalition E2-o.eri*+ ot"ers to a!t o* t"e #isio* )Getting rid o( o5#tacle# to change )!hanging #%#tem# or #tr"ct"re# that #erio"#l% "ndermine the vi#ion )2nco"raging ri#k taking and non)traditional idea#* activitie#* and action#

INTERVENTION,)3re#entation# on an% one o( the (ollo,ing topic# 1. -ole .nal%#i# 2. P"alit% o( $ork 1i(e6P$17 . 'eam B"ilding &. 0nter)gro"p !on(lict -e#ol"tion ?. >el()4anaged 'eam# @. ')Gro"p 6 >en#itivit% 'raining7 I. .ppreciative 2nC"ir% F. Vi#ioning E. Grid)OD 1G. P"alit% !ircle# 11. 4BO 12. 'otal P"alit% 4anagement 6'P47 1 . !"lt"ral .nal%#i# 1&. $ork -ede#ign 1?. !oaching and !o"n#eling /. B. 3re#entation# to 5e made in gro"p# o( ? (or 1G;1? min. covering theoretical and practical #ide# o( the topic#. 64ark# ,ill 5e 2G7

0/'2-V2/'0O/> OD 3ractitioner# have to con#ider the (ollo,ing in the planning and implementation o( OD9 1. Develop an overall game plan or intervention #trateg% 2. >tr"ct"re activitie# to promote learning and change (or 5etter a# "nder9 6a7 >tr"ct"re to incl"de the relevant people 657 >tr"ct"re #o that it i# pro5lem)oriented or opport"nit%)oriented O- oriented to the pro5lem# and opport"nitie# generated 5% the client 6c 7>tr"ct"re #o that the goal i# clear and the ,a% to reach it i# clear 6d7 Jigh pro5a5ilit% o( #"cce## 6e7 >tr"ct"re #o that it contain# 5oth e8perienced)5a#ed learning and concept"al learning 6(7 >tr"ct"re #o that individ"al# are B(reed "pD rather than an8io"# and de(en#ive 6g7 >tr"ct"re #o that participant# learn ho, to #olve a partic"lar pro5lem and ho, Bto learn to learn.D

0/'2-V2/'0O/>6contd.7 6h7 >tr"ct"re #o that individ"al# learn a5o"t 5oth '.>K and 3-O!2>> ta#k)i# ,hat the gro"p i# ,orking on proce##)ho, the gro"p i# ,orking and ,hat el#e i# going on ie gro"p proce##e# and d%namic#* #t%le# and 5ehavio"r 6i7 >tr"ct"re #o that individ"al# are engaged a# ,hole per#on# not #egmented per#on# . 'he other #et o( concern# are9 6174a8imize diagno#tic data 6274a8imize e((ectivene## 6 74a8imize e((icienc% 6&74a8imize #peed 6?74a8imize relevance 6@74inimize p#%chological and organizational #train

'N32> OF 0/'2-V2/'0O/> 1.Dis!re-a*!&)contradiction in action or attit"de 2.T"eor&)5ehavio"ral #cience "#ed to e8plain 5ehavio"r etc .Pro!ed$re),hether the 5e#t method# are 5eing "#ed &.Re%atio*s"i-) (oc"#e# on interper#onal relation#hip#)negative one# ?.E=-eri2e*tatio*)t,o plan# te#ted 5e(ore (inal implementation o( one @.Di%e22a) impo#ed or emergent dilemma and determining choice# I.Or+a*i4atio*a% str$!t$re)eval"ation o( #tr"ct"ral ca"#e# o( ine((ectivene## F.0$%t$ra%6tradition# *precedent# and practice#)(oc"#ed approach E.Pers-e!ti#e)dra, a,a% (rom immediate action# to pa#t and ("t"re Blake and 4o"ton)!on#"lc"5e)!on#"ltant=# 0ntervention# )a!!e-ta*t)give# client a #en#e o( ,orth*val"e acceptance*#"pport )!ata%&ti!)help# client to generate in(ormation (or clearer perception )!o*fro*tatio*)client# val"e di#crepancie#* 5elie(# and a##"mption# )-res!ri-tio*s)client told ,hat to do (or #olving the pro5lem )t"eories a*d -ri*!i-%es)teache# 5ehavio"ral #cience theor% #o that the client can diagno#e the pro5lem on hi# o,n and #olve them a# ,ell

0/'2-V2/'0O/>)Blake and 4o"ton6contd.7 1o!a% Iss$es9 po,er;a"thorit%*morale;cohe#ion* norm#;#tandard# and goal#;o5Aective# 'arget9 individ"al* gro"p* intergro"p* organization* comm"nit%* #ociet% /. B. >o Blake and 4o"ton have ? kind# o( intervention#*& (ocal i##"e# and ? di((erent "nit# o( change in the (orm o( the !on#"lc"5e to g"ide the !on#"ltant in the "#e o( hi# intervention# 0ntervention# do di((erent thing#H the% ca"#e di((erent thing# to happen -e#"lt# ca"#ed 5% intervention# co"ld 5e a# "nder9 1. Feed5ack 2. .,arene## o( changing #ocioc"lt"ral norm# or d%#("nctional c"rrent norm# . 0ncrea#ed interaction and comm"nication &. !on(rontation ?. 2d"cation @. 3articipation I. 0ncrea#ed .cco"nta5ilit% F. 0ncrea#ed 2nerg% and Optimi#m

!1.>>0>0F0!.'0O/ OF 0/'2-V2/'0O/> 1. D0.G/O>'0! .ctivitie# 2. '2.4BK01D0/G .ctivitie# . 0/'2-G-OK3 .ctivitie# &. >K-V2N F22DB.!K .ctivitie# ?. 2DK!.'0O/ and '-.0/0/G .ctivitie# @. '2!J/O>'-K!'K-.1 or >'-K!'K-.1 .ctivitie# I. 3-O!2>> !O/>K1'.'0O/ .ctivitie# F. G-0D O-G./0+.'0O/ D2V21O342/' .ctivitie# E. 'J0-D)3.-'N 32.!24.K0/G .ctivitie# 1G. !O.!J0/G and !OK/>210/G .ctivitie# 11. 10F2 and !.-22-)31.//0/G .ctivitie# 12. 31.//0/G and GO.1)>2''0/G .ctivitie# 1 . >'-.'2G0! 4./.G242/' .ctivitie# 1&. O-G./0+.'0O/.1 '-./>FO-4.'0O/ .ctivitie#