Basics of OD

8/13/2019 Basics of OD

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ORGANIZATIONAL DEVELOPMENT


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Learning Objectives

To provide a definition of OrganizationDevelopment (OD)

To describe the historical development ofOD


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Burkes Definition of OD

OD is a planned process of change in

an organizations culture through theutilization of behavioral sciencetechnology, research, and theory .


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Frenchs Definition of OD

OD refers to a long-range effort to improvean organizations problem-solving

capabilities and its ability to cope withchanges in its external environment with

the help of external or internal behavioral-scientist consultants.


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Beckhards Definition of OD

OD is an effort (1) planned, (2) organization-wide, and (3) managed from

the top, to (4) increase organizationeffectiveness and health through (5)

planned interventions in the organizations

processes, using behavioral scienceknowledge.


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Beers Definition of OD

OD is a system-wide process of data collection,diagnosis, action planning, intervention, and

evaluation aimed at: (1) enhancing congruence

between organizational structure, process, strategy, people, and culture; (2) developing new and creative

organizational solutions; and (3) developing theorganizations self -renewing capacity. It occurs

through collaboration of organizational membersworking with a change agent using behavioral science

theory, research, and technology .


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Definition of O.D.by Edgar Schein

An organization is the planned coordination of the activities of anumber of people for the achievement of some common explicitpurpose or goals through the division of labour and function, andthrough a hierarchy of authority and responsibility.Development is the act, process, result or state of being developed-

which in turn means to advance, to promote the growth of, toevolve the possibility of, to further, to improve or to enhancesomethingTwo elements stand out viz.(a)Development may be an act, process or an end state(b)Development means bettering somethingO. D. is the act, process or result of furthering, advancing, orpromoting the growth of an organization


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The O. D. Approach to Change treats the organization as a system.

A system is an orderly group of logically related parts, principles and beliefs. Alternatively, it is a grouping or arrangement that relateor interact with each other in such a way as to form a whole.

Thus this approach has the following characteristics: Total view not a limited view

Relationship between the Orgn. and the environment and the internal dynamics of the Orgn.

Teams-temporary, semi-permanent and permanent-continuousimprovement

Inter-personal Communication Individuals- self awareness and self acceptance-developing

skills, knowledge and ability of individuals


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ORGANISATIONAL DEVELOPMENTO. D. is a systemic and systematic change effort, using

behavioural science knowledge and skill, to transform an orgn.

to a new state.O.D. is system-wide and value-based collaborative process ofapplying behavioural science knowledge to the adaptivedevelopment , improvement and reinforcement of such

organizational features as the strategies, structures, processes, people and cultures that lead to organizational effectivenessThe characteristics of O. D. are:1. It is a system-wise process2. It is value-based3. It is collaborative4. It is based on behavioural science knowledge5. It is concerned with strategies, structures, processes, people

and culture

6. It is about organizational effectiveness


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6. Employee participation, problem-solving and decision-

making at various levels.7. Evaluate present systems and introduction of new systems

thereby achieving total system change if required.

8. Transformation and achievement of competitive edge ofthe organization.

9. Achieve organization growth by total human inputs byway of research and development, innovations, creativity

and exploiting human talent.10.Behaviour modification and self managed team as the

basic unit of an organization.


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Implications:

1.For Individualsa) Most individuals believe in their personal growth. Even

today, training and development, promotion to the nexthigher position dominates the organization philosophy.

b) Majority of the people are desirous of making greatercontributions to the organizations they are serving.Achievements of organizational goals are however, subject

to limitations or environmental constraints. It is for theorganizations to tap the skills that are available inabundance.

Contd..


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This leads to adopt the following organization strategy fordevelopment:

Ask questions to resolve doubts. Listen to superiors advice. Support employees in their venture.

Accept challenge. Leaders to encourage creativity and promote risk

taking. Give additional responsibility to subordinates. Set high standards of quality. Empower employees. Initiate suitable reward system that should be

compatible, if not more than the industry norms.


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2. For Groups

a) One of the most important factors in the organization is thework group around whom the organization functions. Thisincludes the peer group and the leader (boss)

b) More people prefer to be part of the group because thegroup accepts them.

c) Most people are capable of making higher contributions tothe groups effectiveness.

Contd..


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Following strategy is required to be adopted for groupdevelopment based on the above assumptions:

a) Invest in training and development of the group. Money andtime spent on this is an investment for the organization.Leaders should also invest in development of skills and thushelp create a position organizational climate.

b) Let the team flourish. Teams are the best approach to get thework done. Apart from the above teams enjoy emotional and

job satisfaction when they work in groups.

c) Leaders should adopt team leadership style and not autocraticleadership style. To do this, jobs should be allotted to theteam and not to the individual.

Contd..


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d) It is not possible for one individual (leader) to perform both, the leadership and maintenance functions. It istherefore necessary for team members to assist leader in

performance of his duties.

e) Group should be trained in conflict management, stressmanagement, group decision-making, collaboration, andeffective interpersonal communication. This willimprove organizational effectiveness. Empowerment isthe corner stone of the successful organizations.

f) Leaders should pay particular attention to the feelings of

the employees. It should be understood that suppressedfeeling and attitudes adversely affect problem-solving,

personal growth and job satisfaction.

g) Development of group cohesiveness.


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3. For Organizations

a) Create learning organization culture.

b) Adopt win-win strategy for sustained growth.

c) Create cooperative dynamics rather than competitive

organizational dynamics in the organization.

d) Needs and aspirations of the employees in the organizationmust be met. This leads to greater participation of theemployees. Organizations should adopt developmentaloutlook and seek opportunities in which people canexperience personal and professional growth. Suchorientation creates a self-fulfilling prophecy.

Contd..


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f) People must be treated with due respect andconsidered important. The credit of success must begiven to the employees unconditioned.

g) Promote organizational citizenship.

4. It is possible to create organizations that are humane,democratic and empowering on one hand and high

performing in terms of productivity, quality ofoutput, profitability, and growth on the other. It is theresponsibility of every entrepreneur to ensure that theneeds of the society are met.


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1950 1960 1970 1980 1990 2000 Today

Five Stems of OD Practice

C u r r e n t P r a c t i c e

Laboratory Training

Action Research/Survey Feedback

Normative Approaches

Quality of Work Life

Strategic Change


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Laboratory Training Group(T-Group): Unstructured small-groupsituations in which participants learn from their own actions and group

dynamics.

Action Research/Survey Feedback: Process of systematicallycollecting the data, w.r.t some objective, feeding it back to the systemand taking some actions to get results.

Normative Approaches: Assumption is that norms form the basis ofbehavior and change comes through reeducation in which old normsare discarded and supplanted by new ones. Rationality andintelligence of men is considered important.

Quality of work life: Voluntary involvement, participation andagreement , Quality circles, Regular meetings, encouragement andresponsiveness to employee concerns.


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Second generation OD

Interest in Organization Transformation Interest in Learning Organization Interest in Teams Interest in TQM Interest in Visioning

Interest in the Whole System


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ORGANIZATIONAL DEVELOPMENTTop values associated with O. D. today:

1. Increasing effectiveness and efficiency2. Creating openness in communication3. Empowering employees to act4. Enhancing productivity5. Promoting organizational participation6. Facilitating ownership of process and outcome7. Promoting a culture of collaboration8. Promoting inquiry and continuous learning

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Basics of OD