1. ORGANISATIONAL DEVELOPMENT
Presented by
S.Esther Shilpa

2. ORGANISATION
 Organization is a ‘social unit’ with some
specific purpose (s)
 “Organizing” is a subject of the larger
activity of “managing”
 It is the process by which the structure of
of an organization is created and
maintained
 All activities involving 2 or more persons
 Simple or complex depending on their purposes, size,
technology, or nature of activities

3. Meaning
OD refers to a long-range effort to improve
an organization’s problem-solving capabilities
and its ability to cope with changes in its
external environment with the help of external
or internal behavioral-scientist consultants.

4. GOALS OF OD
 OD is intended to create an internal
environment of openness, trust, mutual
confidence and collaboration and to help the
members of the organisation to interact more
effectively in the pursuit of organisational
goals. Thus the organisation is enabled to
cope effectively with external forces in the
environment.

5. OD
• Start Point – when the leader identifies an
undesirable situation and seeks to change it.
• Focus - Making organizations function better
(total system change).
• Orientation - Action (achieving results through
planned activities).
• No unifying theory – just models of practice

6. Poor alignment to organization’s strategy
Low productivity
Organization Intergroup conflict
Interpersonal conflicts
Start Point

7. Focus
Change – new state of things, different from old state of things
Can be viewed as an opportunity or as a threat
Change
First order change
(making moderate adjustments)
Second order change
(reinvent, reengineer, rewrite)
What needs to be changed and how to go about it
OD consultants are experts in organizational change

8. Orientation
Diagnosing
Taking Action
Re-Diagnosing
Taking New Action
This process is known as
‘Action Research’
Three ingredients:
1. Participation
2. OD consultant (as collaborator & colearner)
3. Iterative process of diagnosis & action
Change occurs based on the actions
taken
New knowledge comes from examining
the results of the actions.

9. OD MODELS
• Kurt Lewin’s Unfreezing-Changing- Refreezing
Model
• Action research model (Shewhart’s PDCA
Cycle)

10. Definition(s) of OD
Organization Development is a systematic
application of behavioral science knowledge to the
planned development and reinforcement of
organizational strategies, structures, and processes
for improving an organization’s effectiveness.
…Cummings & Worley, 1993
Organization development is a planned process of
change in an organization’s culture through the
utilization of behavioral science technologies,
research, and theory.
…Burke, 1994

11. History of OD
Four major stems of OD
(1) T-group
(2) Survey Feedback Technology
(3) Action research
(4) Sociotechnical & Socioclinical approaches
(1) T-Group (Laboratory Training) – participants learn from their own
actions and the group’s evolving dynamics
(2) Developing reliable questionnaires, collecting data from
personnel, analyzing it for trends, and feeding the results back to
everyone for action planning
(3) Diagnosing, taking action, re-diagnosing and taking new action
(4) Integrate social requirements of employees with technical
requirements needed to do work in provided environment.

12. OBJECTIVES
 Improved organisational performance
as measured by profitability, market
share, innovativeness etc.
 Better adaptability of the organisation
to its environment
 Willingness of the members to face
organisational problems and contribute
creative solutions to these problems

13. OBJECTIVES
 Improvement in internal behaviour
patterns such as interpersonal
relations, inter-group relations, level
of trust and support among role
members, understanding one’s own
self and others, openness and
meaningful communication and
involvement in planning for
organisational development.

14. Participation & Empowerment
Participation in OD programs is not restricted to elites or top
people; it is extended broadly throughout the organization.
Increased participation and empowerment have always
been central goals and fundamental values of OD.
Participation enhances empowerment and empowerment in
turn enhances performance.
Empowerment is the key to getting people to want to
participate in change.

15. Managing the OD Process
Three basic components of OD programs:
Diagnosis Continuous collection of data
about total system, its
subunits, its processes, and
its culture
Action All activities and interventions
designed to improve the
organization’s functioning
Program
management
All activities designed to
ensure success of the
program

16. CHARACTERISTICS
• 1. OD focuses on development of
organizational culture.
• 2. OD focuses on overall development of
organization and individuals with win-win
strategy.
• 3. It relies heavily on action research.
• 4. It deals with improvement of on going
processes.
• 5. OD focuses on total system change and
views organization as complex social system.

17. CHARACTERISTICS
• 6. Delegation of authority, empowerment,
and quality of work life, a sense of autonomy
are the hallmark of OD programme.
• 7. OD practitioners are facilitators and
collaborators. Their assistance in
identification of problem areas, arriving at a
solution, implementation and feedback is
necessary. Their services are valuable.

18. CHARACTERISTICS
• 8. OD is characterized by study and
development of multiethnic culture that is
supportive of work ethics. People with
diverse value system, culture, and interests
should be able to work effectively under one
roof and achieve cordial relationship with
fellow employees. It should be able to help
achieve organizational effectiveness.

19. CHARACTERISTICS
• 9. Organizational development is a joint
responsibility of owners, employees,
investors’ society, government agencies and
consumers. It must be understood that the
organizations exist for all of them.

20. SUMMARY
OD
 is a planned change
 involves the total system
 managed with total acceptance and commitment of the top
management
 is designed to improve organizational effectiveness
 makes use of behavioral science knowledge
 is in terms of intervention at the task or structure or
technology or people level
 is an ongoing process and long term process
 relies primarily on experiential learning
 uses an action research intervention mode