ORGANIZATIONAL DEVELOPMENT AND

CHANGE MANAGEMENT

UNIT 1:
INTRODUCTION TO ORGANIZATIONAL DEVELOPMENT
Brief Profile: Dr Preksha Yadav
I bring over 15 years of expertise in academia, research, and administration, currently holding the position of Assistant Professor
and Area Chair at JAIN (Deemed-to-be University).

I actively contribute to scholarly research and serve as a reviewer for prestigious journals.

I have enriched my skills through the FDP at IIM Indore

As a Corporate Trainer, I offered valuable insights on stress management, leadership, interpersonal skills, and life skills to
professionals in both public and private sectors. Witnessing the positive transformation of individuals and organizations through
my training sessions brings me immense fulfillment.

My research explores Sustainability, Digital Wellbeing, Mental Health, and Online Learning, focusing on the intersection of
Green HRM practices and sustainable performance in service sector organizations.

I have authored more than 20 research papers, articles, and book chapters,

I have secured 3 patents and authored 1 book, marking notable milestones in my commitment to knowledge and innovation.
 Course Outcomes
The students should be able to:
CO1:Identify the challenges and opportunities in applying Organizational Development And understand the various
perspectives of Organizational development.
CO2:Describe the implications of Change theories and the application of these theories in industry.
CO3:Demonstrate an awareness and fundamental knowledge of the need for change, why organizations change or fail
to change, and how to plan for, manage and measure change.
CO4: Comprehend the policies of OD, and practices relating to various sectors.
CO5: Develop the components of OD and change management relating to various HR interventions.
 Syllabus
Unit 1: Introduction to Organizational Development
Introduction, Definition, History – Laboratory training background, the five stems of OD practice, action research and
survey feedback background, normative background, productivity and quality of work-life background, strategic change
background; Evolution of OD, OD interventions: definition, actors to be considered, choosing and sequencing, relevance of
organizational development in HR, Goal of organizational development and elements of OD
Learning Outcome: To recognize the levels of understanding of Organizational Development at different levels.

Unit 2: Organizational Development Process

The process of Organizational Development - 7 approaches:- (1) Initial Consultation (2) Data Collection (3) Data Feedback
and Confrontation (4) Action Planning and Problem Solving (5) Team Building or Team Formation (6) Inter-Group
Development (7) Appraisal and Follow-Up
Learning Outcome: To explain the OD process and applications of these processes in various sectors
 Syllabus
Unit 3: Diagnosing Organizations
Need for diagnostic models, organization, group, individual-level diagnosis, Collecting and analyzing the diagnostic
information, Feeding Back diagnostic information, Designing interventions, an overview of interventions
Learning Outcome: To predict the need for diagnostic models and their applications in an organization

Unit 4: OD Interventions
The Cummings and Worley framework for OD interventions. A classification of OD interventions - Human process
interventions, Techno structure interventions, HRM interventions, and Strategic change interventions. Three
comprehensive models for diagnosing organizational systems in OD - organizational level, group level, and individual level
Learning Outcome: To understand and evaluate the OD interventions in an organization
Unit 5: Human Process Interventions
Human process interventions (individual, group, and inter-group human relations); Individual-based: coaching,
counselling, training, behavioural modeling, delegating, leading, morale-boosting, mentoring, motivation; Group-based:
conflict management, dialoguing, group facilitation, group learning, self-directed work teams, large scale interventions,
team building, and virtual teams; Inter-group based: Organization mirroring, third-party peace-making interventions
Learning Outcome: To discuss human process interventions related to interpersonal relations and group dynamics.
 Syllabus
Unit 6: Techno-Structural Interventions
Restructuring Organizations, Employee Involvement, Work Design, Balanced scorecard; Business process reengineering;
Downsizing and outsourcing Strategic Interventions: Competitive and Collaborative Strategies, Organization
Transformation
Learning Outcome: To examine techno structural interventions that focus on structural design and on the technology to
coordinate work processes more effectively.
Unit 7: Organizational Cycle and Organization Structure
The organizational life cycle stages - startup, growth, maturity, decline, and death (or revival), Overview of organizational
structure, the process for creating an organizational structure - Plan the future, consider the past, build your
organizational structure, fill in the people, balance authority and responsibility, fill in employee data and metrics, practice
robust performance management of employees, review your organizational structure annually
Learning Outcome: To develop an understanding of the frameworks of organizational development and stages of the
organizational cycle
Unit 8: Evaluating and Institutionalizing Organization Development Interventions
Evaluating Organization Development Interventions – implementation and evaluating feedback, measurement, research
design; Institutionalizing framework
Learning Outcome: To illustrate the evaluating process of organization development interventions and describe the
elements in the process of institutionalising organisation development interventions.
 Syllabus
Unit 9: The Future of OD The changing environment
Fundamental strengths of OD, Implications of OD for the client, Ethical standards in OD, OD’s future, OD Consultant’s role,
Issues in the consultant client relationship, Power, Politics & OD, and Research on OD
Learning Outcome: To identify factors influencing changing environment and implications of OD for the clients.
Unit 10: Introduction to Change
Introduction to organizations change, Nature of change, Internal & External changes, Types of change Learning Outcome:
To prepare an overview of organizational change

Unit 11: Models of change

Kurt Lewin’s Change Model: Unfreeze → Change → Refreeze; Lewis’s Force field, Systems Model, Action research model,
organizational vision, and strategic planning
Learning Outcome: To understand the Kurt Lewin’s Model of change and application model.

Unit 12: Resistance to Change

Reasons for the resistance, overcoming resistance for the change, change and person and manager, systematic approach
to making change- factors for effective change, skills of leaders in change management, designing the change
Learning Outcome: To apply the resistance to change techniques based on the forces of change.
 Syllabus
Unit 13: Change Management Frameworks
Change management frameworks applied in industry and overview on Kotter 8-Step Process for Leading Change,
McKinsey & Company’s 7-S Framework: Style, Skills, Systems, Structure, Staff, and Strategies = Shared Values & Goals,
ADKAR Model: Awareness → Desire → Knowledge → Ability → Reinforcement, The Kübler-Ross Model: Shock → Anger →
Bargaining → Depression → Acceptance, Satir Change Management Model: Late Status Quo → Resistance → Chaos →
Integration → New Status Quo, William Bridges’ Transition Model: Ending → Neutral Zone → New Beginnings
Learning Outcome: To infer change management frameworks and applications of these frameworks based on the
requirements and sector
Unit 14: Employee Experience and Employee Engagement
Introduction to employee experience and employee engagement and understanding employee voice on these attributes.
Factors influencing EX and EE
Learning Outcome: To illustrate the concept of Employee Experience and Employee Engagement and factors influencing
EX and EE.
Unit 15: Impact of Organizational Change on Organization
Culture Overview on Organizational culture and factors influencing Organization culture, Overview on Cameron’s
organizational cultural Scale, Impact of different levels of change on organizational culture
Learning Outcome: To interpret the latest types of Organizational culture and it’s affecting factors
 Weekly TLEP
The TLEP for online courses will be articulated as a weekly plan instead of the topic-wise plan.
This facilitates the specification of the learning goals and tasks for the learner on a weekly
timeline while mapping the various learning elements/tasks as belonging to one of the Four
Quadrants of Online Learning.
Quadrant 1: e-Content
Quadrant 2: e-Tutorial
Quadrant 3: e-Assessment
Quadrant 4: Discussions & Collaborative Learning
Important Note on Following the Plan: Please go through the tasks indicated in the four
quadrants, preferably, in the order of the numbers stated against each task.
 TLEP Week Zero
Week 0 Orientation Session
Quadrant 1 1. Ensure that you can log in to your LMS account.
e-Content 2. Locate the course Organization Development & Change.
3. Read this document carefully before the session.
4. Browse the learning resources available for the course on the LMS from a top-level
navigational perspective.
7. Read the Overview and the Pre-Unit Preparatory Material in the lesson
“Organization Development & Change”.

Quadrant 2 6. Attend the Orientation Session on “”

e-Tutorial 9. Watch the recording of the Orientation Session.

Quadrant 3 1. Take a pre-assessment for the course to get to know your level of preparation.
e-Assessment

Quadrant 4 7. Visit the Discussion Forum on the LMS and get familiar with the format of
discussions.
Discussions
TLEP Week One
Week 1 Introduction to Organizational
Development
Quadrant 1 3. watch the e-Learning content on “L1: Introduction to Financial
eContent Accounting” before the live session.
4. Read the e-LM on “Unit 1: Introduction to Organizational
Development”.
Quadrant 2 1. Attend live session #1 on Introduction to Organizational
e-Tutorial Development
2. Attempt solving the Practice MCQs & Case Study #1.
Quadrant 3 1. Take a pre-assessment on “Introduction to Organizational
e-Assessment Development”
2. Follow the additional learning plan to improve your competencies,
based on the report of the pre-assessment.
3. Take the formative assessment for “L1: Introduction to
Organizational Development”.
4. After the live session, repeat the formative assessment for “L1:
Introduction to Organizational Development” for self-assessment.
Quadrant 4 1. Participate in collaborative learning by discussing the Practice
MCQs & Case Study #1.
Discussions
TLEP Week Two
Week 2 Organizational Development
Process
Quadrant 1 2. Watch the eLearning content on “L2: Organizational Development
eContent Process” before the live session.
3. Read the e-LM on “Unit 2: Organizational Development Process”
Quadrant 2 1. Revise the “L1: Introduction to Organizational Development” recording
e-Tutorial of the live Session
5. Attend live session #2 on “Organizational Development Process”.
Quadrant 3 2. Take the formative assessment for “L2: Organizational Development
e-Assessment Process”
5. Repeat the formative assessment for “L2: Organizational
Development Process” for self-assessment
6. Attempt solving the Practice MCQs & Case Study #2 on
“Organizational Development Process”
Quadrant 4 5. Participate in collaborative learning by discussing the Practice MCQs
& Case Study #2
Discussions
 TLEP Week 3
Week 3 Diagnosing Organizations
Quadrant 1 1. Watch the eLearning content on “L3: “Diagnosing Organizations”
e- Content before the live session.
2. Read the e-LM on “Unit 3: Diagnosing Organizations”
Quadrant 2 1. Revise the “L2: Organizational Development Process” recording of
e-Tutorial the live Session
2. Attend live session #3 on “Diagnosing Organizations”
Quadrant 3 1. Take the formative assessment for “L3: Diagnosing Organizations”
e-Assessment 2. Repeat the formative assessment for “L3: Diagnosing Organizations”
for self-assessment
3. Attempt solving the Practice MCQs & Case Study #3 on “Diagnosing
Organizations”

Quadrant 4 2. Participate in collaborative learning by discussing the Practice MCQs

& Case Study #3
Discussions
TLEP Week 4
Week 4 OD Interventions
Quadrant 1 1. Watch the eLearning content on “L4: OD Interventions” before
e-Content the live session.
2. Read the e-LM on “Unit 4: OD Interventions”
Quadrant 2 1. Revise the “L3: Diagnosing Organizations” recording of the live
e-Tutorial Session
2. Attend live session #4 on “OD Interventions”
Quadrant 3 1. Take the formative assessment for “L4: OD Interventions”
e-Assessment 2. After the live session, repeat the formative assessment for “L4:
OD Interventions” for self-assessment
3. Attempt solving the Practice MCQs & Case Study #4 on “OD
Interventions”

Quadrant 4 1. Participate in collaborative learning by discussing the Practice

MCQs & Case Study #4
Discussions
TLEP WEEK 5
Week 5 Human Process Interventions
Quadrant 1 1. Watch the eLearning content on “L5: Human Process
e-Content Interventions” before the live session.
2. Read the e-LM on “Unit 5: Human Process Interventions”
Quadrant 2 1. Revise the “L4: OD Interventions” recording of the live
e-Tutorial Session
2. Attend live session #5 on “Human Process Interventions”
Quadrant 3 1. Take the formative assessment for “L5: Human Process
e-Assessment Interventions”
2. After the live session, repeat the formative assessment for
“L5: Human Process Interventions” for self-assessment
3. Attempt solving the Practice MCQs & Case Study #4 on
“Human Process Interventions”
4. Attempt Continuous Assessment 1
Quadrant 4 1. Participate in collaborative learning by discussing Practice
Discussions MCQs & Case Study #5
TLEP WEEK 6
Week 6 Techno-Structural Interventions
Quadrant 1 1. Watch the eLearning content on “L6: Techno-Structural
eContent Interventions” before the live session.
2. Read the e-LM on “Unit 6: Techno-Structural Interventions”
Quadrant 2 1. Revise the “L5: Human Process Interventions” recording of the
e-Tutorial live Session
2. Attend live session #6 on “Techno-Structural Interventions”
Quadrant 3 1. Take the formative assessment for “L6: Techno-Structural
e-Assessment Interventions”
2. After the live session, repeat the formative assessment for “L6:
Techno-Structural Interventions” for self-assessment
3. Attempt solving the Practice MCQs & Case Study #6
Quadrant 4 1. Participate in collaborative learning by discussing the Practice
MCQs & Case Study #6
Discussions
 TLEP
Week 7
WEEK 7 Organizational Cycle and
Organization Structure
Quadrant 1 1. Watch the eLearning content on “Organizational Cycle and
eContent Organization Structure” before the live session.
2. Read the e-LM on “Organizational Cycle and Organization
Structure”
Quadrant 2 1. Revise the “L6: Techno-Structural Interventions” recording
e-Tutorial of the live Session
2. Attend live session #6 on “Organizational Cycle and
Organization Structure”
Quadrant 3 1. Take the formative assessment for “L7: Organizational
e-Assessment Cycle and Organization Structure”
2. After the live session, repeat the formative assessment for
“L7: Organizational Cycle and Organization Structure” for
self-assessment
3. Attempt solving the Practice MCQs & Case Study #7 on
“Organizational Cycle and Organization Structure”
Quadrant 4 1. Participate in collaborative learning by discussing the
Practice MCQs & Case Study #7
Discussions
TLEP WEEK 8
Week 8 Evaluating and Institutionalizing
Organization Development Interventions
Quadrant 1 1. Watch the eLearning content on “L8: Evaluating and Institutionalizing
e-Content Organization Development Interventions” before the live session.
2. Read the e-LM on “Unit 8: Evaluating and Institutionalizing Organization
Development Interventions”
Quadrant 2 1. Revise the “L7: Organizational Cycle and Organization Structure)”
e-Tutorial recording of the live Session
2. Attend the live session #8 on “Evaluating and Institutionalizing
Organization Development Interventions”
Quadrant 3 1. Take the formative assessment for “L8: Evaluating and Institutionalizing
e-Assessment Organization Development Interventions”
2. After the live session, repeat the formative assessment for “L8:
Financial Statement Analysis” for self-assessment
3. Attempt solving the Practice MCQs & Case Study #8 on “Evaluating
and Institutionalizing Organization Development Interventions”
Quadrant 4 1. Participate in collaborative learning by discussing the Practice MCQs &
Discussions Case Study #8
 TLEP
Week 9
WEEK 9 The Future of OD The changing
environment
Quadrant 1 1. Watch the eLearning content on “L9: The Future of OD The
e-Content changing environment” before the live session.
2. Read the e-LM on “The Future of OD The changing environment”
Quadrant 2 1. Revise the “L8: Evaluating and Institutionalizing Organization
e-Tutorial Development Interventions” recording of the live Session
2. Attend live session #9 on “The Future of OD The changing
environment”
Quadrant 3 1. Take the formative assessment for “L9: The Future of OD The
e-Assessment changing environment”
2. After the live session, repeat the formative assessment for “L9: The
Future of OD The changing environment” for self-assessment
3. Attempt solving the Practice MCQs & Case Study #9 on “The Future
of OD The changing environment”
4. Attempt Continuous Assessment - 2
Quadrant 4 1. Participate in collaborative learning by discussing the Practice
MCQs & Case Study #9
Discussions
 TLEP WEEK 10
Week 10 Introduction to Change
Quadrant 1 1. Watch the eLearning content on “L10: Introduction to Change”
e-Content before the live session.
2. Read the e-LM on “Unit 10: Introduction to Change”
Quadrant 2 1. Revise the “L9: The Future of OD The changing environment”
e-Tutorial recording of the live Session
2. Attend live session #10 on “Introduction to Change”
Quadrant 3 1. Take the formative assessment for “L10: Introduction to Change”
e-Assessment 2. After the live session, repeat the formative assessment for “L10:
Introduction to Change” for self-assessment
3. Attempt solving the Practice MCQs & Case Study #10 on
“Introduction to Change”

Quadrant 4 1. Participate in collaborative learning by discussing the Practice

MCQs & Case Study #10
Discussions
TLEP WEEK 11
Week 11 Models of change
Quadrant 1 1. Watch the eLearning content on “L11: Models of change” before
e-Content the live session.
2. Read the e-LM on “Unit 11: Models of change”
Quadrant 2 1. Revise the “L10: Introduction to Change” recording of the live
e-Tutorial Session
2. Attend live session #11 on “Models of change”
Quadrant 3 1. Take the formative assessment for “L11: Models of change”
e-Assessment 2. After the live session, repeat the formative assessment for
“Models of change” for self-assessment
3. Attempt solving the Practice MCQs & Case Study #11 on “Models
of change”

Quadrant 4 1. Participate in collaborative learning by discussing the Practice

MCQs & Case Study #11
Discussions
TLEP WEEK 12
Week 12 Resistance to Change
Quadrant 1 1. Watch the eLearning content on “L12: Resistance to Change” before
e-Content the live session.
2. Read the e-LM on “Unit 12: Resistance to Change”
Quadrant 2 1. Revise the “L11: Models of change” recording of the live Session
e-Tutorial 2. Attend the live session #12 on “Resistance to Change”

Quadrant 3 1. Take the formative assessment for “L12: Resistance to Change”

e-Assessment 2. After the live session, repeat the formative assessment for “L12:
Resistance to Change” for self-assessment
3. Attempt solving the Practice MCQs & Case Study #12 on “Resistance
to Change”

Quadrant 4 1. Participate in collaborative learning by discussing the Practice MCQs &

Case Study #12
Discussions
 TLEP WEEK 13
Week 13 Change Management Frameworks
Quadrant 1 1. Watch the eLearning content on “L13: Change Management
e-Content Frameworks” before the live session.
2. Read the e-LM on “Unit 13: Change Management Frameworks”
Quadrant 2 1. Revise the “L12: Resistance to Change” recording of the live Session
e-Tutorial 2. Attend the live session #13 on “Change Management Frameworks”
Quadrant 3 1. Take the formative assessment for “L13: Change Management
e-Assessment Frameworks”
2. After the live session, repeat the formative assessment for “Change
Management Frameworks” for self-assessment
3. Attempt solving the Practice MCQs & Case Study #13 on “Change
Management Frameworks”
4. Attempt Continuous Assessment – 3
Quadrant 4 1. Participate in collaborative learning by discussing the Practice MCQs &
Discussions Case Study #13
 TLEP
Week 14
WEEK 14 Employee Experience and Employee
Engagement
Quadrant 1 1. Watch the eLearning content on “L14: Employee Experience and
eContent Employee Engagement” before the live session.
2. Read the e-LM on “Employee Experience and Employee
Engagement”
Quadrant 2 1. Revise the “L13: Change Management Frameworks” recording of
e-Tutorial the live Session
2. Attend live session #14 on “Employee Experience and Employee
Engagement”
Quadrant 3 1. Take the formative assessment for “L14: Employee Experience
e-Assessment and Employee Engagement”
2. After the live session, repeat the formative assessment for “L14:
Employee Experience and Employee Engagement” for self-
assessment
3. Attempt solving the Practice MCQs & Case Study #14 on
“Employee Experience and Employee Engagement”
Quadrant 4 1. Participate in collaborative learning by discussing the Practice
MCQs & Case Study #14
Discussions
 TLEP
Week 15
WEEK 15 Impact of Organizational Change on
Organization
Quadrant 1 1. Watch the eLearning content on “L15: Impact of Organizational
eContent Change on Organization” before the live session.
2. Read the e-LM on “Unit 15 Impact of Organizational Change on
Organization”
Quadrant 2 1. Revise the “L14: Employee Experience and Employee
e-Tutorial Engagement” recording of the live Session
2. Attend live session #15 on “Impact of Organizational Change on
Organization”
Quadrant 3 1. Take the formative assessment for “L15: Impact of Organizational
e-Assessment Change on Organization”
2. After the live session, repeat the formative assessment for “L15:
Impact of Organizational Change on Organization” for self-
assessment
3. Attempt solving the Practice MCQs & Case Study #15 on “Impact of
Organizational Change on Organization”
Quadrant 4 8. Participate in collaborative learning by discussing the Practice
MCQs & Case Study #15
Discussions
Evaluation Plan
S NO Assessment Item Weightage Remarks

1 Continuous Computer-Based
15%*
Assessment 1 Assessment

2 Continuous Computer-Based
15%*
Assessment 2 Assessment

3 Continuous Computer-Based
15%*
Assessment 3 Assessment

Computer-Based,
4 Final Examination 70%
Proctored
 Organizational Development
• A collection of planned interventions, built on humanistic-democratic values, that seeks to improve
organizational effectiveness and employee well-being

OD Values
1. Respect for People
2. Trust and Support
3. Power Equalization
4. Confrontation
5. Participation
 Introduction
• OD refers to ongoing developmental efforts.
• OD is a systematic process for applying behavioural science principles and practices
for increasing effectiveness.
• Planned efforts to enhance structure, procedural and people aspects of the system.
Three factors underlying the emergence of organizational Development are:
• Need for New organizational forms
• Focus on cultural change
• Increase in Social Awareness
 Why Study Organization Development
• Increasing changes in contemporary organizations
• Globalization
• Technologies, making it possible to collaborate with colleagues and customers around the
world
• Skill needs
• Workforce dynamics such as generations in the workforce and workforce diversity
• Changing forms of work, e.g., part-time, flexible work arrangements, freelance/contract work
 Definition of OD
According to Beckhard “ OD is an effort
• Planned Change (evolution and improvement)
• Organization wide
• Managed form the top
• Organizational effectiveness
• Planned interventions in the organization’s processes, using behavioural science knowledge
Meaning of OD
• OD is a system wide application of behavioural science knowledge to the planned development
and reinforcement of organizational strategies, structures and process for improving an
organization's effectiveness.
 Definition of OD
• OD is a process (and its associated technology) directed at organization improvement (Margulies,
1978).

• OD is all the planned interventions to increase organization effectiveness and health (Beckhard, 1969).

• OD is about building and maintaining the health of the organization as a total system (Schein, 1988).

• Organization revitalization is achieved through synthesizing individual, group and organizational goals
so as to provide effective service to the client and community while furthering quality of product and
work life (Lippitt and Lippitt, 1975).

• The goal of OD is to enhance organizational effectiveness by attending to both human and

organizational needs (Rainey Tolbert and Hanafin, 2006).
 Definition of OD
• “Organisational development is a long range effort to improve an organisation’s problem-solving and
renewal processes, particularly, through a more effective and collaborative management of organisation
culture with special emphasis on the culture of formal work teams with the assistance of a change agent or
catalyst and the use of the theory and technology of applied behaviour science, including action research.” -
French and Bell, 1999

• 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 this examination. - Burke & Hornstein, 1972.

• Organization Development is a systematic application of behavioral science knowledge to the planned

development and reinforcement of organizational strategies, structures, and processes for improving an
organization’s effectiveness. - Cummings & Worley, 1993
 Nature of OD
1. System orientation : Organisational development is system oriented. It is concerned with
interactions of the various parts of the organisation which affect each other.
2. Use of change agent : Organisational development is generally implemented with the help of one
or more change agents , whose role is to stimulate , facilitate and coordinate change.
3. Problem solving : OD is concerned with problem solving. It seeks to solve problems through
practical experiences gained on the work and nor merely through theoretical discussions.
4. Experimental learning : OD provides experimental learning to help the participants learn new
behaviour patterns through experience.
5. Human values : OD programmes are often based on humanistic values. The values are positive
beliefs about the potential and desire growth among employees.
6.Contingency orientation : OD is situational and contingency oriented. As people learn to
develop their behavioural concepts through experience , they can suggest various ways to solve a
particular problem and adapt any of them most suited in the present circumstances.
 Objectives of OD
• To increase the level of inter-personal trust among employees
• To increase employees' level of satisfaction and commitment
• To confront problems instead of neglecting them
• To effectively manage conflict
• To increase cooperation and collaboration among employees
• To increase organizational problem-solving
• To put in place processes that will help improve the ongoing operation of an organization
on a continuous basis
 Benefits of Organisational
Development
1. Provides opportunities for people to function as human beings rather than mere resources in the
production process.
2. Give each member of the organisation opportunity to develop to his full potential.
3. Seeks to make the organisation more effective in meeting all its goals.
4. Tries to create an environment in which exciting and challenging work can be found.
5. Gives people in the organisation the chance to influence how they relate to work, the organisation
and the work environment.
6.Treats each human being as a person with a complex set of needs, all of which are important in
his work and life.
 Assumptions of Organisational Development
1. Most of the individuals are motivated by personal growth and development
2. Highest productivity can be achieved only if there is effective integration of individual goals
with the organisational goals.
3. OD tends to assume that co-operation is more effective than conflict.
4. Free expression of feelings is an important ingredient for commitment to work.
5. The level of interpersonal trust, support and co-operation should be as high as possible
6. There should be a sense of commitment among the employees in the organisation
7.Organisational development cannot be implemented in isolation. It must be reinforced by the
organization’s total human resource system.
 Values of Organisational Development
1. Away from a view of human beings as essentially bad toward viewing them as basically good.
2. Away from avoidance or negative evaluation of individuals to confirming them as valuable
human beings.
3. Away from a view of individuals as “fixed” (i.e. being)
toward seeing them as “being in
process” (i.e. becoming).
4. Away from resisting and fearing individual differences toward accepting and utilizing them.
5. Away from utilizing an individual primarily with reference to his/her job description to viewing
the individual as a whole person.
6. Away from walling off the expression of feelings toward making
possible both appropriate
expression and effective use of feelings.
 Values of Organisational Development
7. Away from marksmanship and game playing toward authentic behaviour.
8. Away from use of status for maintaining power and personal prestige towards use of status for
organizationally relevant purposes alone.
9. Away from distrusting people to trusting them.
10. Away from avoiding facing others with relevant data toward making appropriate confrontation.
11. Away from avoiding risk taking toward willingness to take risks.
12.Away from a view of process work as being unproductive effort to seeing it as essential to
effective task accomplishment.
13. Away from primary emphasis on competition towards a much greater emphasis on co-operation.
 Limitations of Organisational
OD isDevelopment:
an important technique of introducing change. But as a method of inducing change, it has
certain limitations also.
These are as follows:
1. OD is based on the behavioural sciences concepts. Behavioural sciences themselves have many
limitations, which are passed on to and applicable to OD also.
2. OD requires the use of certain diligent and highly motivated persons, who can take initiative to
bring about change.
3. OD cannot be applied without giving due consideration to the circumstances existing within the
organisation. The local circumstances may pose a problem in adapting to change.
4. Task of the organisation and the characteristics of its membership also put limitations on the
effectiveness of OD.
 Stems of Organisational
Development:
Laboratory Training – 1950’s (T- Group)

Action Research – 1960’s

Participative Management – 1970’s

Quality of Work Life – 1990’s

Strategic Change - 2000

 Background of Laboratory
Training
• Laboratory training began in 1946, when Kurt Levin was asked for help in research on training
community leaders
• A workshop was developed and the community leaders were brought together
• At the end of each session the researchers discussed the behaviors they had observed
• Thus the first T-group was formed in which people reacted to data about their own behavior
The researchers drew two conclusion about this first T- group experiment
• Feedback about group interaction was a rich learning experience
• The process of “group building” had potential for learning that could be transferred to “back
home” situations
Applying T-group techniques to organizations gradually became known as team building
 Laboratory
Training
• The T-group is an unstructured small-group situations in which participants learn form their own
actions.
• Major Contributors Kurt Lewin (T-Group), Kenneth Benne, Leland Bradford and Ronald Lippitt
(L-Group).
• Chris Argyris in 1957 was the first to conduct team building sessions with CEO’s.
• Douglas MaGregor-1957, started program in organizational studies – Spoke about human side of
the enterprise. He was the first to talk about the transfer of problem and to talk systematically
about implementation of T-Group skills in complex organizations.
• Herbert Shepard and Robert Blake emphasized on intergroup as well as interpersonal relations.
 Action Research
• It is a collaborative, Client-consultant inquiry.
• It is an interactive inquiry that balances problem solving actions implemented in a collaborative
context with data driven collaborative analysis.
• It is a research to understand underlying causes enabling future predictions about personal and
organizational change.
• Its purpose is to solve a particular problem and to produce guidelines for best practice.
• It has a spiral of steps, each of which is composed of circle of planning, action and fact-finding
about the result of the action.
 ACTION RESEARCH AND SURVEY FEEDBACK BACKGROUND
• The action research contribution began in 1940
• The research needed to be closely linked to the actions
• A collaborative effort was made, to collect the organizational data
• To analyze the cause of the problem and then to device and implement a solution
• Further data was collected to assess the results
 Participative
management
• It is the practice of empowering employees of a company to participate in organizational decision
making.
• It is used as an alternative to traditional vertical management structures.
• It is more effective as participants were recognized for their effort or opinion.
 Participative
management
• Work groups are highly involved in setting goals, making decisions, improving methods, and
appraising results.
• Communication occurs both laterally and vertically, and decisions are linked throughout the
organization by overlapping group membership.
• This system promotes genuine participation in making decisions and setting goals through
free-flowing horizontal communication and tapping into the creativity and skills of workers.
Communicatio
Controls Motivation
n

Leadership Decisions Goals

 Benefits of Participative
• Promotingmanagement
Sustainable management practices.

• Increasing social acceptability levels.

• Minimizing social conflict.

• Allowing the use of local values and knowledge to be utilized during management.

• Greater Job Satisfaction which in turn increases productivity.

• Reduced costs through increased efficiency and a lesser need for supervision and delegation.
 QUALITY OF WORK LIFE BACKGROUND
• The contribution of QWL can be explained in two phases
• This phase was developed in Europe in 1950 based on the research of Eric Trist.
• This program involved developing a work design which aimed at better integrating technology
and people
• Participation by unions and management in the work design
• The distinguishing characteristics of this program was developing self-managing groups
• The second phase of QWL continues under the banner of employee involvement
• Employee contribution helps in running the organization so that
it can be more flexible,
productive and competitive
 Criteria for measuring QWL
• Adequate and fair compensation.
• Safe and Healthy working condition.
• Opportunity to use and develop human capacities.
• Opportunity for career growth.
• Social integration in the work force.
• Constitutionalism in the work organization.
• Work and quality of life and
• Special relevance of work.
 Strategic change
• It involves improving the alignment environment, strategyand
among an organization’s
• Strategic change
organization interventions include efforts to improve both the organization’s relationship to its
design.
environment.
• It has to fit between its technical, political, and cultural systems.
• The need for strategic change is usually triggered by some major disruption to the organization,
such as lifting of regulatory requirements, a technological breakthrough, or a new chief executive
officer coming in from outside the organization.
 OD Interventions
• Interventions are planned activities in which management of an organization and OD
consultants participate with a view to improve the functional efficiency of the
organization. This is done by improving the “fit”
Organization Development through Interventions
 Types of OD interventions
1. HUMAN PROCESS INTERVENTION
• Team-building
• Performance Management
• Communication

2. HUMAN RESOURCE MANAGEMENT INTERVENTION

• Management of Power, Politics and Conflict
• Managing Stress

3. TECHNOSTRUCTURAL INTERVENTION
• Organizational Structure
• Quality Management
4. STRATEGIC INTERVENTION
• Merger and Acquisition
• Change Management and Organizational Culture

https://www.aihr.com/blog/organizational-development/
 Four Core Elements of OD
• Goal Setting

• Staff Development

• Restructuring / Continuous Improvement

• Change Management
 OD Process
Organizational development process involves the following steps:
1. Problem identification and definition.

2. Collection of necessary data.

3. Diagnosis.

4. Planning of change and its implementation.

5. Evaluation of feedback.
 TLEP Week 2
Week 2 Organizational
Development Process
Quadrant 1 2. Watch the eLearning content on “L2: Organizational Development
eContent Process” before the live session.
3. Read the e-LM on “Unit 2: Organizational Development Process”
Quadrant 2 1. Revise the “L1: Introduction to Organizational Development”
e-Tutorial recording of the live Session
5. Attend live session #2 on “Organizational Development Process”.
Quadrant 3 2. Take the formative assessment for “L2: Organizational
e-Assessment Development Process”
5. Repeat the formative assessment for “L2: Organizational
Development Process” for self-assessment
6. Attempt solving the Practice MCQs & Case Study #2 on
“Organizational Development Process”
Quadrant 4 5. Participate in collaborative learning by discussing the Practice
MCQs & Case Study #2
Discussions