Human Resource Development :; Organisational development for B'com Vith sem Bangalore University

1. ORGANISATIONAL DEVELOPMENT
Triyogi
Research scholar
Prepared for presentation to
B'com Vi sem in 2014
Source: various sources

2. ORGANISATIONAL DEVELOPMENT
Definition: O. D. is a systemic ( Complete) 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 of applying behavioural
science knowledge to the adaptive development , improvement and
reinforcement of such organizational features as the strategies, structures,
processes, people and cultures that lead to organizational effectiveness
The characteristics of O. D. are:
1. It is a system-wise process
2. It is value-based
3. It is collaborative , overall Co-Ordination, Extensive interaction and
Interrelation
4. It is based on behavioral science knowledge
5. It is concerned with strategies, structures, processes, people and culture
6. It is about organizational effectiveness
7. It is Research based
8. Emphasises learning by experience
9. Regular feedback

3. What Is One Model That Drives OD?
Introducing the Action Research Model
16. Have consultant depart
15. Ensure acceptance
14. Evaluate results
13. Implement the action plan
12. Get agreement on an action plan
11. Feed back information
10. Collect information on an action plan
9. Get agreement on a solution
1. Recognize an organizational problem
2. Hire a consultant
3. Investigate the organization
4. Collect information about the problem
5. Feed back information about the problem
6. Get agreement on the problem
7. Collect information about the solution
8. Feed back information about the
solution

4. GOALS OF ORGANISATIONAL DEVELOPMENT
IMPROVE JOB SATISFACTION AND ORGANISATIONAL
EFFECTIVNESS
•
Improve: Communication among employee
»
»
»
»
»
»
Commitment ,self direction and control
Cohesion ( level of trust and support)
Decision making by managers
Employee participation in analysis and implementation
Employee enthusiasm and satisfaction level
Evaluate present systems and introduction of new systems thereby
achieving total system change if required
» Group responsibility in planning and execution

5. ORGANIZATIONAL DEVELOPMENT PROGRAMME
SOME MORE GOALS:
1.Individual and group development.
2.Development of organization culture and processes by constant interaction
between members irrespective of levels of hierarchy.
3.Inculcating team spirit.
4.Empowerment of social side of employees.
5.Focus of value development.
6.Employee participation, problem-solving and decision-making at various
levels.
7.Transformation and achievement of competitive edge of the organization.
8.Achieve organization growth by total human inputs by way of research and
development, innovations, creativity and exploiting human talent.
9.Behaviour modification and self managed team as the basic unit of an
organization.

6. ORGANISATION DEVELOPMENT
• ADVANTAGES
• DISADVANTAGES
I : Better Attitude
Perception
Behaviour
Motivation
G: Better Team
Communication
Co-Operation
O: High productivity
High Quality
Low Cost
Low Absentism
• Resistance to Change
• Top management may not
participate
• Top management
interested in profit only

7. STAGES / PHASES / STEPS IN THE O.D. PROGRAMS
1.
INITIAL DIAGNOSIS
2.
DATA COLLECTION
3.
DATA FEEDBACK AND CONFRONTATION
4.
SELECTION AND DESIGN OF INTERVANTION
5.
IMPLEMENTATION OF INTERVENTION
6.
ACTION PLAN AND PROBLEM SOLVING
7.
TEAM BUILDING
8.
INTERGROUP DEVELOPMENT
9.
EVALUATION AND FOLLOW UP

8. Techniques of Organisational development//or
Human Process Interventions
•
•
•
•
•
•
•
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Sensitivity training
Grid training
Process Consultation
Team Building
MBO
Coaching
Training and Development
Organizational Confrontation Meeting
Survey Feed Back
Role playing

9. Coaching and Counseling
• Activities that entail the consultant or other organization
members working with individuals to help
• (a) define learning goals,
• (b) learn how others see their behavior, and
• (c) learn new behaviors to help them better achieve their
goals. A central feature of this activity is non evaluative
feedback others give to an individual.
• A second feature is the second exploration of alternative
behaviors.

10. Role Playing
• Act out roles in a realistic situation.
• Success depends on ability of participants to
assume roles realistically.
• Videotaping: for review and evaluation of
exercise to improve its effectiveness.
9-10

11. Part II :
TECHNIQUES OF ORGANISATIONAL
DEVELOPMENT
Organisational development intervention
techniques are methods created by OD
professionals some of them are ;
Survey Feedback
Process Consultation
Goal setting and planning
Managerial Grid
MBO
Sensitivity Training
Team Building
Job Enrichment

12. Survey Feedback
• Activities that rely on questionnaire surveys to
generate information that is then used to
identify problems and opportunities. Groups
analyze the data regarding; their performance
and design action plans to correct problems.
1. Data collection
2. Feedback of information
3. Follow up action

13. Survey Feedback
•
Identify area of concern & associated
beliefs
•
Involve client system in survey construction
•
Gather data
•
Analyze data to contrast with beliefs
•
Present to client group
•
Use Reflective Learning Model to
•
identify discrepancies
•
explore interpretations
•
consider interventions
•
implement

14. Process Consultation
• Activities that "help the client to perceive, understand, and
act upon process events which occur in the client's
environment.'" .
• The client gains insight into the human processes in
organizations and learn skills in diagnosing and managing
them.
• Primary emphasis is on processes such as communications,
leader and member roles in groups, problem solving and
decision making, group norms and group growth, leadership
and authority, and intergroup cooperation and competition.
'

15. Process consultation -Contd…
1.
2.
3.
4.
5.
6.
Initiate contact
Define relationship
Select the setting & method
Gather data & make diagnosis
Intervene
Reduce involvement & terminate ( look for
future approach / development)

16. ****Managerial Grid
 Proposed by Blake and Mouton
 Also known as managerial grid
 Aims at attaining much more than the development and
growth of the individual managers.
 It is the technique which integrates individual, team and
organizational development.
 This model depicts two prevailing concerns found in all
organizations – concern for productivity and people.
 MG helps the managers in evaluating their concern for
people and productivity. It also stresses the importance of
team – management leadership styles.

17. Blake & Mouton Managerial Grid
1,9
o C ) woL(
1,8
1,7
1,6
1,5
1,4
1,3
1,2
9,9
5,5
“Authority”
type
1,1 2,1 3,1 4,1 5,1 6,1 7,1 8,1 9,1
(Low)
Best
Concern for Production
(High)

18. GRID
Co-ordinates (1,1) – impoverished management
 the manager makes the minimum efforts to get required work accomplished as a
result minimum standards of performance and minimum worker dedication
Co-ordinates(9,1) – Authority compliance.
 Excellent work design efficiency in operations, well established procedures and the
interference of human element is in the minimum degree.
Co-ordinates (1,9) – country club management
 thoughtful attention to the needs of the people
 personal and meaningful relationship with workers, friendly atmosphere, high
morale and loosely structured work design or in other words primary concern for
people, production secondary
Co- ordinates (9,9) – (team Management)
 Work accomplishment from thoroughly committed people, trust worthy and
respectful atmosphere, highly organized task performances.
Co –ordinates (5,5) – middle of the road management
 Concerned with balancing the necessity to get the work done while maintaining
worker morale at a satisfactory level.
 Moderate concern for both production and people.

19. MBO
• Peter Drucker coined in 1964.
• It is a comprehensive managerial system that
integrates many managerial activities in a systematic
manner, consciously towards effective and efficient
achivement of organizational objectives”.
» OR
• It is a process by which managers, superior and
subordinates work together in identifying goals that
are tangible ,verifiable and measurable an define
each individuals major areas of responsibilities

20. MBO – Process

21. ***The process of MBO
• 1.Preliminary setting of objective at the top
• 2.Clarification of Organisational goals
• 3.Setting of subordinate Objectives
• 4.Recycling objectives
• 5.Performance appraisal

22. Sensitivity Training
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•
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•
Kurt Lewin & friends – 1946
Stranger lab – people from different organization.
Cousin lab- same, but various departments
Family lab – “Back home” people in situations and problem
It is the most commonly used Organizational Development intervention
is sensitivity training.
It is conducted by creating an experimental laboratory
situation in which employees are brought together, in
groups, to interact in an unstructured environment.
•
The members are encouraged to interact with new members and new
individual behaviours.

23. Sensitivity Training
Stranger lab:
• Intentional lack of
directive leadership,
formal agenda and
power / status.
• It creates behavioural
vaccum.
• It facilitates rich
projections from
behaviour.
Cousin lab:
• Trainer becomes open
non – defensive,
empathetic and
minimally evaluative
way.
• Feed back received
about impact of other
group members

24. Team-Building Activities
• Activities designed to enhance the effective operation
of system teams.
• These activities focus on task issues such as the way
things are done, the skills and resources needed to
accomplish tasks, the quality of relationship among the
team members or between members and the leader,
and how well the team gets its job done.
• In addition, one must consider different kinds of teams,
such as formal work teams, temporary tasks force
teams, newly constituted teams, and cross-functional
teams.

25. Life cycle of team
• Forming
• Storming
• Norming
• Performing
• Adjourning

26. Stages of Group Development

27. Effective teams
•
•
•
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Skills & Roll clarity
Supportive environment
Super – ordinate goals
Team rewards

28. Team building process
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•
•
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Problem sensing
Examining differences
Giving & receiving feedback
Developing interactive skills
– Constructive behaviour
– Negative behaviour
• Follow up action

29. CHANGE PROCESS
• It is adjustment among people, technology and set up when
an Organisation operates for a long time
• Two kind of change:
1. Reactive ; Automatic
2. Pro active ; planned
MANAGING RESISTANCE TO CHANGE
Reason for /causes of resistance
Managing resistance

30. Reason for Resistance
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1.Economic reasons:
Fear of reduction in Employment,demotion,increase workload
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2.Personnel reason :
Need for training (Employees do not prefer training)
Boredom and monotony (If I larn a technique I will be separated)
No Participation in change ultimately I will not participate in change)
•
•
3.Social reason:
Need for social adjustment
Imposed from outside
Organisation benefits Organisation only and not the employees
RESISTANCE FROM MANGERS

31. Managing Resistance
•
1.Education and communication
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2.Participation
•
3.Building support and commitment
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4.Implementing changes fairly
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5.Manipulation and Co-Operation
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6.Selecting people who accept change
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7.Coercion