INTRODUCTION

TO
ORGANIZATION
DEVELOPMENT
Burke’s Definition of OD

“OD is a planned process of

change in an organization’s
culture through the utilization of
behavioral science ,technology,
research, and theory.”
Examples of OD
1.Team Building with top corporate
management
2.Structural changes in organization
3.Job enrichment in manufacturing
organization

Study of OD
1.Effects of change
2.Methods of Organizational Changes
3.factors influencing OD success
 Characteristics of OD
1.OD APPLIES -changes in the strategy, structure,
and process of entire system.

2.OD is based on -application of OB knowledge &

practice, like leadership, group dynamics, work
design etc.

3.OD is concerned -with managing planned change

like technology innovation.

4.OD involves -both the creation and subsequent

reinforcement of change.

5.OD is oriented -to improving organizational

effectiveness.
 What is an OD Intervention?

The term Intervention refers to a set of

sequenced, planned actions or events
intended to help an organization to
increase its effectiveness. Interventions
purposely disrupt the status quo; they
are deliberate attempts to change an
organization or sub-unit toward a
different and more effective state.
 Relevance of OD
1.Globalisation :-Environment in which organization
operates & function, like New government, new-
Leadership, new markets and new countries.

2.IT:- which redefined the traditional business

model by changing how work is preferred.

3.Managerial Innovation:-combination of
globalization and IT trends impact on organization
such as strategic alliances, virtual corporations,
networks, reengineering,..etc.
 Organization
Development-A Basic
Research Report
 Understanding OD

“OD is a process by which behaviourial sciences

knowledge & practices are used to help org to
achieve greater effectiveness, increased
productivity & improved product & service
quality”.
 Evolution of the OD
• Influenced by HRM,SM, Org design & org theory
• 1950 & 1960 - coherent, based on group dynamics &
human process interaction . eg; T-group, process
consultation & team building
• 1970- new concept influenced by org theory & human
side of technology
eg- structured change, employee involvement
• 1980- techniques for reward systems, career planning
development, employee assistance program showed up.
• 1990s - applied disciplines were used broadly by OD
practitioners
OD is expanding continiously in the future.
 Understanding organisation
learning
• Argyris(1977) defines “OL is the process of
detection & correction of errors”.
• “The individual learning activities in turn are
facilitated or inhibited by an ecological
system of factors that they may be called an
OL System
• Huber (1991) considers four constructs as
integrally linked to organizational learning:
knowledge acquisition, information
distribution information interpretation, and
organizational memory
 Understanding learning
organisation
• Serge (1990) defines the LO as the org
“ in which you can’t learn because
learning is so insinuated into the fabric
of life.”

• "a group of people continually enhancing

their capacity to create what they want
to create”
 Manager’s role in Learning
Organisation
• Serge – leader role is that of a
designer, teacher & steward who can
build shared vision & challenges
prevailing mental models.

• Leaders are responsible for learning

Role of IS in learning organisation
• Huber (1991)- Huber (1991) explicitly
specifies the role of IS in the
Learning Organization as primarily
serving Organizational Memory.
• IS can serve the other three
processes
1. Knowledge Acquisition
2. Information Distribution
3. Information Interpretation
 Performance Management
• Performance management is an
integrated process of defining,
assessing, and reinforcing employee
work behaviours and outcomes."
• Performance management includes
practices and methods for goal setting,
performance appraisal, and reward
systems
 Values of O.D. Professionals
• Quality of life
• Health, human potential, empowerment, growth and excellence
• Freedom and responsibility
• Justice –
• Dignity, integrity, worth and fundamental rights of individuals,
organizations, communities, societies, and other human systems;
• All-win attitudes and cooperation
• Holistic, systemic view and stakeholder orientation
• Authenticity and openness in relationship
• Wide participation in system affairs, confrontation of issues
leading to effective problem solving, and democratic decision-
making.
 FUTURE OF ORGANIZATIONAL
DEVELOPMENT

How large a role OD play in the constantly changing

organizational, political, and economic environment
of the future will depend upon a number of
interrelated conditions.

Most of the conditions are favorable to OD, But

countertrends and uncertainties will have to be
addressed.
 LEADERSHIP AND VALUES
• For OD to flourish, top management- CEOs, board of directors,
top executives, including the human resource executive and OD
consultants must place high value on strong individual, team,
and organizational performance coupled with people-oriented
values.

• OD consultants of the future needs to help management look at

the social forces that might be operating in downsizing
decisions, what the research shows about the consequences,
and what alternatives are available.
 KNOWLEDGE ABOUT OD
• Top management groups are likely to utilize OD to the extent
that they are aware of and understand the process involved.

• Even though the extent of this knowledge is widespread, we

suspect that much of it is constrained by lack of experiential
feel for what the process is like

• Workshops sponsored by consultants and consulting firms,

laboratory training, books and article, and other related
methods contribute to the information available to managers
and executives.
 OD TRAINING

• The quality of OD training in United states

appears to be high if one looks at the curricula
of university programs, the attention paid to
the OD matters in conferences of the OD
network, and other related programs are given
equal concern.
 INTERDISCIPLINARY NATURE OF
OD
• OD has a highly interdisciplinary, eclectic field.
• It has been built from:
Theory, research, and practice in social
psychology, adult education, community
counseling, general management, social work
and many other fields.
 MERGERS, ACQUISITIONS AND
ALLIANCES
• As the tempo of business transactions worldwide
increases, the phenomena of acquisitions, mergers,
and alliances will also become more evident.

• Such interventions will require a high degree of

interpersonal, political, and cultural skill on the part of
the consultant or consulting team- even more so when
more than one country and/or language is involved.
12,13 | SERGEY BRIN & LARRY PAGE | CO-FOUNDERS
OF GOOGLE | Co-creators of Google — now the Web’s
most-used search engine and so familiar that it’s become
a verb

14 | GEORGE W. BUSH
43RD US PRESIDENT | He led America’s response to the
9/11 attacks in 2001 and ordered the invasion of Iraq in
2003 — enmeshing the US in its longest war since
Vietnam

15 | SAM WALTON
| RETAILING PIONEER | A farm boy from Oklahoma, he
relied on high volume and low markups to build the
world’s biggest retailer, Wal-Mart

16 | DENG XIAOPING
| CHINESE LEADER | The de facto leader of China from
1978 into the 1990s, he opened the nation to global
markets and economic modernisation
17 | MICHAEL JORDAN

| BASKETBALL STAR | Arguably the

greatest basketball player and one of the
richest sportspersons of all time

18 | HOWARD SCHULTZ

| STARBUCKS ENTREPRENEUR |
Cultivated a chain of coffeehouses that
have influenced daily habits and taste buds

19 | NELSON MANDELA

| ANTI-APARTHEID LEADER | Released in

1990 after 27 years in prison, he was the
first elected president of a fully democratic
South Africa
 CONCLUDING COMMENTS
• Enormous opportunity and potential exist for the OD
movement in the future.

• Organization throughout the world need the unique help

that can be provided by highly interventionists using people-
oriented, action research approaches.

• The future of OD is bright, as long as the high-quality, hard

work of the past continues, and providing it does not
become fashionable for top leaders to revert to autocratic
practices in times of high turbulence or crises.
SENSITIVITY TRAINING
 Procedure Of Sensitivity Training

Unfreezing the old values

Development of new values
Refreezing the new ones
Objectives Of Sensitivity Training
Increased understanding, insight and self-awareness about
one’s own behavior.

Increased understanding and sensitivity about the behavior of

others.

Better understanding and awareness of group and inter-group

processes.

Increased diagnostic skills in interpersonal and inter-group

situations.
 New Trends Of Sensitivity Training

Semi-Structured
Labs Structured
Workshops
Unstructured Sensitivity
Training labs
Cummings,T.G & Warley,C.G
Organizational Development &
Change.(7th edition,2001).

French,W,Cecil,H.Bell & Jr,

Organizational Development,
Prentice Hall Of India Pvt Ltd.

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