OD refers to a collection of planned change efforts based on democratic values that aim at improving employee well being and organizational effectiveness

2. INTRODUCTION
• ORGANISATIONAL DEVELOPMENT (OD) :
OD refers to a collection of planned change efforts
based on democratic values that aim at improving
employee well being and organizational effectiveness.
According to Beckhard,
OD can be defined as an organization – wide change
effort that is planned, managed from top, aimed at
improving organizational effectiveness and initiated
through a change agent.

3. ORGANIZATIONAL CHANGE
• Organizational change is the process by which
organization move from their present state to some
desired future state to increase effectiveness

4. CHARACTERISTICS OF O.C
• Change happen for the pressure of both internal and
external forces in the organization
• Change in any part of the organization affect the
whole organization
• Change may affect people, structure, technology and
other elements of the organization

5. EXAMPLES OF O.C IN KNOWN
COMPANIES
• Evolution of amazon
• Du partnership memorandum with huawei
• Nokia’s new core business

6. PROCESS OF PLANNED CHANGE
• Provide rationale for
change
• Create minor level
of guilt/anxiety about
not changing
• Create sense of
psychological safety
concerning change
• Provide information
that suspects
proposed changes
• Bring about actual
shifts in behavior
• Implement new
evaluation systems
• Implement new
hiring and promotion
systems
UNFREEZING MOVING/CHANGE REFREEZING
Kurt lewin

7. RESISTANCE TO CHANGE
• Individual resistance
 habits
 insecurity
 lack of communication
• Group resistance
 fear their cohesiveness or existence will threaten
• Organizational resistance
 threat to power
 organizational structure
 sunk costs

8. MINIMIZING RESISTANCE
• Highest priority and first
strategy for change
• Reduces uncertainty
• Time consuming and
costly
COMMUNICATION

9. • Provides new knowledge
and skills
• Helps break old routine
and adopt new roles
• Potentially time
consuming and costly
COMMUNICATION
TRAINING

10. • Increase ownership of
change
• Helps to reduce the fear
of unknown
• Time consuming and
potential conflict
COMMUNICATION
TRAINING
EMPLOYEE INVOLVEMENT

11. • Potential benefits
More motivation to
change
Less fear of unknown
Fewer direct costs
• Time consuming,
expensive, doesn’t help
everyone
COMMUNICATION
TRAINING
EMPLOYEE INVOLVEMENT
STRESS MANAGEMENT

12. FEATURES OF OD
• Long range effort
• Broad based
• Dynamic process
• Planned and proactive
• Systems view
• Research based
• Goal setting and planning

13. • Interventions
• Change agents
advantages of internal and external change agents
INTERNAL AGENTS EXTERNAL AGENTS
• Possess better knowledge of
organisation
•Have more objective views of
organisation
• More quickly available • more experience with dealing
with problems
•Require lower outof pocket cost •Can call on more individuals with
diverse expertise.
•Have more control and authority

14. • Disadvantages of internal and external change agents
INTERNAL AGENTS EXTERNAL AGENTS
•May be too close to the
problem
•Have less knowledge of the
organisation
•May be hold biased views •Require higher out of pocket
costs
•May create additional
resistance if viewed as part of
the problem
•Have a longer start up time
•Must be reassigned ;not
available for any other work
•Reflect unfavorably on the
image of management

15. OBJECTIVES OF OD
• According to W. French, OD program tries to achieve
following objectives;
Deepen the sense of organizational purpose and align
with that purpose
Strengthen interpersonal trust, communication,
corporation and support
Encourage a problem solving rather than a problem
avoiding approach to organizational problems

16. Develop a satisfying work experience capable of
building enthusiasm
To effectively manage conflicts
Increase personal responsibility for planning and
implementing
Encourage personal willingness to change

17. VALUES OF OD
 Respect for people
Trust and support
Power equalization
Confrontation
Participation

18. OD PROCESS
The OD process is based on action process, it involves the
following steps
1. PROBLEM IDENTIFICATION
The awareness of the problem includes knowledge of
the possible organizational problems of growth, of
human satisfaction and use of human resources and
the problems of organizational effectiveness.
2. COLLECTION OF DATA
personal interviews, personal observation and
questionnaire are common ways of collecting data.

19. 3. DIAGNOSIS
It is an attempt to analyze an organization, its
structure, sub systems and processes in order to
find the strength and weakness and use it as a basis
for developing plans
4. PLANNING AND IMPLEMENTATION
Appropriate intervention technique is used in this
phase
5. EVALUATION AND FEEDBACK
Evaluation of the work done is important to know
how it effect the organization and feedbacks are
collected from employees or groups.

20. OD INTERVENTIONS
• Interventions are structured activities used individually
or in combination, by the members of a
client system to improve their social or
task performance.
• They may be introduced by a change agent as part of
an improvement program
• Or they may be used by the client following a program
to check on the state of the organization's health, or to
effect necessary changes in its own behavior

21. • There are 6 OD intervention techniques that are
mainly used
Sensitivity training
Survey feedback
Process consultation
Team building
Inter group development
Appreciation inquiry

22. SENSITIVITY TRAINING
 Also known as -T group(training groups), laboratory
training, encounter groups
 Early method, extremely popular in 1960, diminished
in use in 1970s and rather disappeared
 Changing behavior through unstructured group
interaction.
 Group was process oriented – individuals learned
through observation rather than told

23. SURVEY FEEDBACK
• One tool for assessing attitude held by organizational
members
• Identifying discrepancies among members perception
and solving these differences
• All usually complete a questionnaire about their
perception and attitudes on a range of topics.
• Data from this are tabulated with data pertaining to an
individual’s specific “family” and to the entire
organisation and this data become the main source to
identify the problems

24. PROCESS CONSULTATION
• In this technique an outside consultant to assist a
client, usually a manager
• He help manager “to perceive, understand and act
upon process events ”with which the manager must
deal with.
• PC is more task directed than sensitivity training
• Change agents do not solve the problem existing in
organization but guide the client to solve it by jointly
diagnosing what needs improvement

25. TEAM BUILDING
• Team building uses high interaction group activities to
increase
trust and openness among team members
Improve coordinative effects
Increase team performance

26. INTERGROUP DEVELOPMENT
• To change groups attitudes, stereotypes and
perception about each others
• In training session they mainly focus on differences in
occupations, departments or division within an
organization.
• Eg: e - governance project ‘Bhoomi’ of Karnataka
Government

27. APPRECIATIVE INQUIRY
• Appreciative inquiry(AI) look into the unique qualities
and special strength of the organization
• That is AI focus on the success of the organization
rather than its problems
• AI consist of 4 steps
Discovery
Dreaming
Design
Destiny

28. 1. DISCOVERY:
set out to identify what people think are the
organization’s strengths.
2. DREAMING:
employees speculate on possible future, such as what
the organization will be like after 5 years
3. DESIGN:
participants find a common vision of how the
organization will look in the future and agree on its
unique qualities.
4. DESTINY:
employees write action plans and develop
implementation strategies to how to fulfill their dream

29. CONCLUSION
• Research finding on effectiveness of OD is positive. But
effectiveness of OD techniques can be improved in three
ways
• First, research has shown that OD Intervention is more
effective among blue collar workers than white collar
• Secondly, it has been found that beneficial effect of OD can
be enhanced by using multiple techniques rather than
single one.
• Finally, effectiveness of OD techniques depends on the
degree of support they receive from the top management.

30. REFERENCE:
• Ashwathappa k. Organizational behavior. 12th ed.
Himalaya publishing house; 2010
• Luthans F. Organizational behavior. 8TH ed. Boston,
MA; Irwin- Mcgraw- Hill; 1998
• Robbins S P, Judge TA. Organizational behavior. 15th
ed. Pearson;2013
• V S P Rao. Organizational behavior.