Organizational Behaviour: MMS Semester-I Presentation on Different organization development techniques.

1. Prepared by : Pradnya Bodke (62)
Nikita Daki (64)
Omkar More (90)
Nandini Sabban (101)
Vivek Vaity (112)
Faculty Name: Prof. Sonu Khetre

2. CONTENT
• Introduction
• Organizational development
• Meaning & Definition
• Characteristics
• Objectives
• Techniques
• Process
• Personality test

3. The term organizational development was
coined by Richard Beckhard in the mid-1950s.
Organizational development is an acronym of two
words i.e.,organization and development.
 Organization : A social unit of people i.e. structured
and managed to meet a need or to pursue collective
goals.
 Development: A systematic use of scientific and
technical knowledge meet specific objectives or
requirements.
INTRODUCTION :

4. ORGANIZATION DEVELOPMENT
 Organization development is deliberately planned
effort to increase an organization’s relevance and
viability.
 Organizational development is the framework for
change, and often times a manager helps to lead
this change .

5. MEANING AND DEFINITION
 Meaning :
organizational development is known as both field of
applied behavioral science focused on understanding
and managing organizational change and as field of
scientific study and inquiry.
 Definition :
According to middlemist and Hitt:
“Organizational development is a systematic means for
planned change that involves the entire organization and
is intended to increase organizational effectiveness.”

6. OBJECTIVES OF
ORGANISATIONAL DEVELOPMENT
1. Improvement in the performance of the organization.
2. Improvement in the ability of the organization to adapt
to its environment, and
3. Improvement in inter-personal and inter-group
behaviour to secure team work.
4. To increase the organization problem solving .

7. CHARACTERISTICS
5.Human Values
6.Collaboration
1.Problem
Solving 2.Participation
3.Task
Accomplishment
4.Corporate
Culture
7.Change
Management

8. TECHNIQUES OF
ORGANISATIONAL DEVELOPMENT
Survey Feedback
Team Building
Sensitivity Training
Managerial Grid
Management by Objectives (MBO)
Brain Storming
Quality Circles

9. Survey Feedback :
Information is collected through survey method. This is the most popular and
widely used method of data collection. The managers use this information
collected through survey for making decisions. The wide range of data is
collected regarding working conditions, quality of work, working hours, wages
and salaries, attitude of employees relating to above.
Team Building :
Team Building is another method of organisation development. This method is
specifically designed to make improvement in the ability of employees and
motivating them to work together. It is the organisation development technique
which emphasizes on team building or forming work groups in order to improve
organisational effectiveness.
Sensitivity Training:
It is quite popular OD intervention. It is also known as laboratory training. Under
this technique the employees in groups are asked to interact. The aim of
sensitivity training is to help people understand each other and gain insight so
that they feel free and become fearless.

10. Managerial Grid:
This technique is developed by industrial psychologists duo Robert
Blake and Jane Mouton. The concept of managerial grid identifies two
major dimensions of management behaviour. They are people oriented
and production oriented behaviours. Attempts are made to pay
increased attention to both the variables.
Management by Objectives (MBO):
MBO is a technique of management development which was put
forward for the first time by Peter Drucker in 1954. It is a method of
achieving organisational objectives and a technique of evaluation and
review of performance. Under this method objectives of the
organisation are fixed and responsibility to achieve them lie on the
managers and results are expected from them.

11. Brain Storming:
It is a technique where a group of five to eight managers come together and find
a solution to a problem. As the name suggests it involves storming of the brain to
develop creativity in thinking. It gives rise to new ideas. The principle involves in
it is that any idea, thought or plan put forward in a meeting must be critically
evaluated. The participants are asked to come forward with novel ideas
generated in their mind. It works on a premise that everyone has a creative mind
and capability to generate new ideas.
Quality Circles:
Under this system a group of 5 to 12 come together at their own free will during
working hours once in a week and discuss out the problems and suggests
solution to the management for implementation. The supervisors remain present
during the meeting. Quality Circles have their origin in Japan in nineteen sixties
which improved the quality, reduced cost and heightened the morale of the
workers. The success was due to workers’ participation. Total quality
management or TQM is the recent development. This concept was adopted by
the USA in 1980.

12. PROCESS OF ORGANISATIONAL
DEVELOPMENT
Initial
Diagnosis
Data
Collection
Data
Feedback
Planning
Strategy
Intervention
Team
Building
Evaluation

13. 1. Initial Diagnosis of the Problem:
In the first step, the management should try to find out an overall view of the
situation to find the real problem. Top management should meet the consultants
and the experts to determine the type of programme that is needed. In the first
stage only, the consultants will meet various persons in the organisation and
interview them to collect some information.
2. Data Collection:
In this stage, the consultant will make the surveys to determine the climate of the
organisation and the behavioural problems of the employees.
3. Data Feedback and Confrontation:
The data which has been collected in the second step will be given to the work
groups, who will be assigned the job of reviewing the data. Any areas of
disagreement will be mediated among themselves only and priorities will be
established for change.

14. 4. Planning Strategy for Change:
In this stage, the consultant will suggest the strategy for change. He will attempt
to transform diagnosis of the problem into a proper action plan involving the
overall goals for change, determination of basic approach for attaining these
goals and the sequence of detailed scheme for implementing the approach.
5. Intervening in the System:
Intervening in the system refers to the planned programmed activities during
the course of an OD programme. These planned activities bring certain
changes in the system, which is the basic objective of OD. There may be
various methods through which external consultant intervene in the system
such as education and laboratory training, process consultation, team
development etc.

15. 6. Team Building:
During the entire process, the consultant encourages the groups to examine
how they work together. The consultant will educate them about the value of
free communication and trust as essentials for group functioning. The
consultant can have team managers and their subordinates to work together as
a team in OD sessions to further encourage team building. Following the
development of small groups, there may be development among larger groups
comprising several teams.
7. Evaluation:
OD is a very long process. So there is a great need for careful monitoring to get
precise feedback regarding what is going on after the OD programme starts.
This will help in making suitable modifications whenever necessary. For
evaluation of OD programme, the use of critique sessions, appraisal of change
efforts and comparison of pre and post training behavioural patterns are quite
effective.