1. Organizational development (OD) aims to improve how organizations are structured and managed in order to better adapt to changes, solve problems, and meet goals. It involves systematically applying behavioral science knowledge to establish strategies and processes for planned organizational change. 2. OD focuses on assessing how people, processes, and technology interact and influence organizational performance. It helps organizations proactively anticipate and respond to internal and external changes. Major interventions include team building, leadership development, and culture change. 3. The OD process begins with entry and contracting between the organization and OD practitioners. Practitioners then diagnose needs, provide feedback, and help plan and introduce changes. Evaluation assesses the success of changes and whether further interventions

1. Organization Development
The world we have created
today has problems which
cannot be solved by thinking
the way we thought when
we created them
-Albert Einstein
"Our success has really been based on partnerships from
the very beginning."
- Bill Gates1

2. What is an Organization ?
1. Organizations are social entities
(including HR)
2. Goal-oriented
3. Designed as deliberately structured with
coordinated activity systems
4. Linked to the external environment
(Daft, 2004).
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3. Structure, Technology, and People
as Targets of Organizational Change
Structure
Structure
Technology
Technology
Organizational
Organizational
Change
Change
People
People
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4. External Environment
Laws and
politics
New Economy
Entrants Buyers
Suppliers
Organization Competitive Macroenvironment Technology
Environment
Rivals Substitutes Demographics
Social
values
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5. What is Development ?
''improvement in a organization’s socio-economic
condition by leveraging opportunities for growth &
competitiveness''. More specifically, it refers to
improvements in ways of managing human
resources & other factors of production to create
value and satisfy people's needs & lives. e.g.
• development of ideas, skills, evolution
of technologies, civilization…
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6. What is Org Development ?
(There is no single definition of OD)
So OD could be defined as "the practice of changing people
and organizations for positive way or alternatively“ It is the
field of study and practice that focuses on aspects of
organizational life including culture, values, systems and
behavior”
• Long range planned effort
• OD supports vision, mission, values, plan
• Managed from the top
• intended to increase organizational effectiveness
and health
• through planned interventions (change) in the
D
organization's process
• using behavioral science knowledge
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7. A Simple Definition - OD
The systematic application of
the behavioral sciences to
establish and reinforce
organizational strategies,
structures and processes to
change & improve
organization’s performance
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8. What is OD’s Function?
The function of OD is…
To assess the effects and relationships
between people, processes, and
technology
To proactively anticipate and
 successfully respond to change.
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9. Purpose of OD
•World is changing at an accelerating rate, and
in multiple dimensions.
•Emerging trends and forces are changing the
context in which organizations function.
•Requirements of leaders for teams and
change.
•Strategic perspective for the field and the
practice of OD.
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10. Why Must Organizations Change?
Workforce
World
Technology
Politics
Forces For
Change
Social Economic
Trends Shocks
Competition
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11. Why Organizational Development
• External forces will place continued pressure on
enterprises to leverage technology to change
public/private sector practices
• Corporate governance and management processes
must evolve to meet challenges that transcend short
term planning horizons
• Many new information system projects will be either
transitional or transformative in nature—culture may
shift to accommodate new ways of working
• New skills and incentives will be required at ALL
levels. Leadership is needed to direct organizational
culture and learning
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12. Phases of Organization Development
In simple terms OD is:
Entry The systemic application of
the behavioral sciences to
Contracting establish and reinforce
organizational strategies,
structures and processes to
Diagnosing improve the organization’s
performance
Feedback
Planning Change
Interventions
Evaluatio
n
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13. Entry
Organizational Development Process
begins when management senses a
problem requiring organizational
change Establish
Client-
Experts Action Research Process
Relations
Diagnose Evaluate/
Introduce
Need for Stabilize
Change
Change Change
Disengage
Teams
Services
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14. Force Field Analysis Model
Restraining
Desired Forces
Conditions
Restraining
Forces Driving
Forces
Restraining
Forces
Current Driving
Conditions Forces
Driving
Forces
Before During After
Change Change Change
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15. Contracting
Organizational Development Practitioner
or a person having OD training &
experience to lead the effort
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16. Diagnosis
Organizational Development Consultant
gathers information:
 Uses questionnaires
 One to one interviews
 Meetings
 Reviews of existing performance data
 Other techniques
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17. Feedback
Organizational Development Consultant
Provides feedback & diagnosis and
discusses with organization interpretation
of data for possible refinement
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18. Planning Change
Management decides what is needed to
solve problem/s.
Develop plans to implement interventions
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19. Major OD Interventions
Career planning & Development, Culture change
Goal setting, Intergroup relations, Reengineering,
Process consultation, Work design, Reward systems,
Strategic change, Stress management, Survey design
Team building, Training, Leadership development….
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20. Evaluation
Results are evaluated by the Management to assess
the success of OD efforts. Results provide feedback
for deciding what to do next.
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21. "Change is the window through which the future
enters your (Organization’s) life."
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22. People & Organizations Resist Change
Employees: powerful anti- Organization: powerful
change forces anti-change forces
 Habit  Systemic
 Security
interdependence
 Economic & status loss within orgs
fears
 Fear of the unknown &
 Disruption of social &
risk power structures
 Selective information  Inertia
processing: “ignorance”  Resource allocation
is bliss threat
 Fear of obsolescence  Perceived lack of
 Resentment toward choice by responding
change agent
to environment
Notice extent of fear
& loss
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23. Team-building
As we become a more
global economy, teams
are becoming more
"virtual".
 Networked teams
 Parallel teams
 Project or product-
development teams
 Work or production
teams
 Service teams
 Management teams
 Action teams
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24. Talent Management - Discovery
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25. Talent Management
An important area of
focus for OD
practitioners is
building the
capabilities of the
organization.
Capabilities area
sometimes divided
into different
"buckets”:
 Talents
 Skills
 Knowledge
 Strengths
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26. Training
There are quick training or presentation
techniques that help to accomplish one of the
following:
 Helps people get acquainted.
 Helps people feel more comfortable with the
training environment.
 Helps to give people a preview of the training.
 Teaches a skill.
 Encourages people to have fun and be relaxed.
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27. Food for thought for HR……
 Is my recruitment machinery geared up to recruit 5 times
the numbers that I am hiring toady? (Sourcing Strategy)
 Am I developing middle managers of tomorrow today?
(Middle Management Development)
 Am I making a compelling employment promise and
delivering it? (Employer Branding)
 Are all my associates motivated and aligned to
organisations goal? (Employee Engagement)
 Do we communicate – effectively and regularly
(Employee Communication)
 Are our associates living and breathing the same promise
and commitment? (Culture & Values)
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28. Talent and Training
“Learning is not compulsory –
neither is survival!”
W Edward Deming
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29. Address the Complete Value Chain
Parents, Friends, Society
School Education
Opportunities
Students
Students
Employment
College
Primary Secondary Employers
Education
School School
Education would be much more effective if its purpose was to
ensure that by the time they leave school every boy and girl
should know how much they do not know, and be imbued
with a lifelong desire to know it.
Sir William Haley
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