OD is an effort, planned, organisation-wide, and managed from the top to increases organisation effectiveness and health through planned intervention in the organization’s process, using behavioral-science knowledge.

1. Organizational Development
Concept and interventions.

2. Meaning of OD
Organisation development is the process
use to enhance-
 effectiveness of the organisation
Well being of its member
through planned intervention.
OD concept and intervention 2

3. Definition of OD
• Beckhard:
“An effort, planned, organisation-wide,
and managed from the top to increases
organisation effectiveness and health
through planned intervention in the
organization’s process, using behavioral-
science knowledge.”
OD concept and intervention 3

4. Three key points-
Enhance the effectiveness of
the organisation
-organisational learning
-hence impact organisational
performance in positive way
Well being of organisational
member
- refers to perceived overall
employee satisfaction
#personal satisfaction
Work satisfaction
Done above two by planned
intervention
- Set of structured activities
in selected organisational
units.
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5. Assumptions of OD
• Work habits are a response to work
environment not the personality trait.
• Co-operation is more effective than
conflict.
• Free expression
• Growth of individual facilitated by
relationships.
• OD reinforced by total human resource
system.
• Integration of individual goal with
organisation leads to productivity.OD concept and intervention 5

6. Theories of OD
• Change process theory
• Implementation theory
 Human process based intervention
based theory
 Techno-structural intervention theory
 sociotechnical system design
 organization transform change
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7. 1. CHANGE PROCESS
THEORY
Explain the dynamism through
which organisational improvement
and change take place

8. A.) KURT LEWIN CHANGE
THEORY-
 According to Kurt Lewin-
Change process occurring in
three stages
 Unfreezing → readiness
 Moving → adoption
 refreezing →
institutionalization
 LEWIN view change as
deriving from two forces-:
1. internally driven
2. induced by environment.
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9. B.) EDGAR SCHEIN change model
Work on LEWIN’S
model.
 emphasis on-
 dynamics of
individual change .
How a change agent
assists with managing
those changes.
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10. Cont.…..
Stage-1 Unfreezing Change agent motivates a
person to accept change
by disconfirming-
• His or her attitude,
behavior or
performance.
Stage-2 Changing Emphasis on getting the
employee to see the things
differently and to actually
believe that by changing
his work habits his
performance will improve.
Stage-3 refreezing here the change agent
helps the person to
integrate these new
behaviors into his/her
thought.
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11. C. Dent & Goldberg
• Argue that
- Lewin’s notion of resistance to
change has been misunderstood.
- Proper focus should be at system
level.
• Work take place in system of roles
attitudes, norms and other factor.
• Resistance to change should be viewed
as issue or problem for whole
organisation system rather than
focusing on individual.
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12. Implementation theory
Focus on specific invention
strategies design to induce
changes.

13. a.) human process based
intervention theory-
• Emphasis on- The process of change and
focus on changing behaviors by modifying
individual attitude, values, problem solving
approaches and interpersonal styles.
• Theory was pioneered by Lewin in
collaboration with others such as Lippitt,
white, Likert and McGregor.
• Acc. To Lewin the intervention should not
be directed to individual level rather than
group level.
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14. cont. …
• Chris Argyris
Basic requirement of intervention
activity-
valid information
Free choice
Internal commitment
OD concept and intervention 14

15. b.) Techno-structural
intervention theory
• Focuses on improving-
Work content, work method, work flow,
performance factors and relationship among
workers
• Hackman and Oldham hypothesize that
certain job characteristics affect
employee psychological states, which in
turn affect work outcomes and
satisfaction
• Changing one or more job characteristics-a
strategy called job enrichment can induce
positive psychological change results in
improved performance,OD concept and intervention 15

16. c.) Social technical system design
• Directed at the-
• Fit between the technological
configuration and the social structure
of work units.
• Results in the rearrangement of
relationships among roles of task or-
• Sequence of activities to produce self
maintaining, semiautonomous group.
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17. Cont. ..
Researchers in 1960-1970
• Quality of work life
• Industrial democratization
• Participative management
• Job enrichment
• Work life rescheduling.
• Emphasis of project was
impact of such
intervention on workers
satisfaction and
productivity.
W. E. Deming (1950s)
• Techniques of employee
involvement geared
towards improving quality.
• With application of this
concept-emphasis of STS
theory was on
“empowering “ the worker
to assume more lateral
responsibility for work.
• It includes-quality circles,
total quality management
and self managed teams .
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18. d.) Organisation transformation
and change
• BECKHARD
• Here organisation is
considered as complex human
system, each possesses a
unique characteristics,
culture, value system.
• If information and work
procedure continuously
examined, analyzed, and
improved then optimum
productivity and motivation
are to result.
• Leader should develop vision
guided by beliefs and
principles.
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19. Characteristics of OD
system
orientation
Use of a
change agent
Problem
solving
Experimental
learning
Human values
Contingency
oriented
Levels of
interventions
Feedback.
OD concept and intervention 19

20. Steps in OD
Identification
of the
problem
Preparation of
change agent
Collection of
data
Data
feedback ad
conformation
Intervening
and implement
change
Evaluation and
feed back.
OD concept and intervention 20

21. steps for designing an
intervention strategy
OD concept and intervention 21
Diagnose
the
environment
Develop an
action plan
Evaluation
of result of
intervention

22. Diagnose the environment ( force
field analysis)
Deriving forces restraining forces
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Desire
d
standa
rds
Curren
t
standa
rds
Increased
competition
Supervisory
support
Top mgt.
Labor contract
Cost
Employee fear
of loss jobs

23. Develop an action plan
• Identify target variables
Target groups
Strategist to better understand the
complexity of the change programme.
• Determine technique which bring about
change
Schedule a meeting and communicate
need for change
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24. Action plan
• Specify intervention strategy
• Objective if change
• Who will be involved
• Who will be responsible
• When activity will complete
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25. Evaluation of results of
intervention
• Change is there in behavior or not
• Problems have been emerged
• System is involved or not
• Problem identification in this case would
lead to again repeat the whole process.
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26. MAJOR OD INTERVENTION
TECHNIQUES
• Intervention techniques focus on four
major categories:
1. Individual or interpersonal level.
2. Team or group level.
3. Intergroup level.
4. Total organizational system level.
OD concept and intervention 26

27. Individual intervention:
• Individual interventions mainly focus on training or
educational experiences which are aimed at
individual in a change effort. Many of these
interventions include training, workshops, seminars
or lectures including behavior and technical
aspects.
• Individual OD interventions mainly includes:
1. T – groups
2. Behavior modeling
3. Life and career planning
4. Coaching and mentoring
5. Instrumented training
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28. Team building intervention
• A team is defined as a form of group with small
number of people with complementary skills who are
committed to a common purpose.
• Team building process starts with diagnostic
meeting of team members. This process is common
for permanent, temporary or special groups
existing in an organization.
• The diagnosis represents collecting data about the
current performance of team. Once the data is
collected it is fed back to the team members. With
the consultant’s observation and with the
information received further action plans are
devised. These action plans are team building
interventions
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29. Cont…
• Technique used in team building
interventions:
1. Role analysis technique
2. Role negotiation technique
3. Interdependency exercise
4. The appreciations and concerns
exercise
5. Visioning
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30. Intergroup intervention
• This intervention usually involves
working with two groups separately
before bringing them together. They
establish common goals and negotiate
changes in how the groups interface.
1. Walton’s approach to third party
peacemaking
2. Organization mirror intervention
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31. System wide intervention
• Also known as techno structural
interventions refers to range of
interventions aimed at improving
organizational effectiveness through
changes in the task, structural,
technological and goal processes of an
organization.
1. Survey research and feedback
2. MBO
3. TQM
4. Quality circle
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32. Cont…
5. QWL
6. Reengineering
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33. References-
• Human Resource Development: Foundation
Framework and application by- Jon M Warner
& Randy L. DeSimone; 2011 edition © Cengage
Learning
• Human Resource Development:
by- Dr. M. S. khan & Smita Singh; first edition
(2011) Himalaya publishing House (2011).
• Strategic Human Resource management and
Organisational Development: by- Dr. Ramakanta
K. Patra ; Himalaya publishing House (2011).
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34. Thank you…..
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