TYBMS

ORGANISATION
DEVELOPMENT
 MEANING
•Organizational Development is a planned process of change in an organisation’s culture through
the utilization of behavioural science technology research and theory.

•Organisational development is an applied behavioural science that is concerned with the health
of the organisation.
 FEATURES OF OD
Planned organisational change
Collaboration
Accomplishment of tasks
Planned intervention
Human and social sides
Participation
System change
Developmental view
Commitment from the top
 IMPORTANT STEMS OF OD
The Laboratory training stem

Survey research and feedback

Action Research stem

Socio-technical and social-clinical stem

 COMPONENTS OF OD
Goal setting

Employee Development

Restructuring

Change Management
 OBJECTIVES OF OD
•To apply behavioural science theories
•To improve organisational performance
•To ensure proper use of individual efforts
•To create awareness
•To encourage people to solve problems
•To create and maintain work environment
•To increase knowledge and skills
•To create job satisfaction
•To increase motivation level
•To create supportive values
 PRINCIPLES OF OD
•Systems Focused
•Action Research
•Process Focused
•Set Goals
•Employee Development
•Restructuring
•Change Management
 PROCESS OF OD
•Identifying the problem
•Assessing the situation
•Action Planning
•Implementing plan and Gathering Data
•Analysing the results
•Feedback
 IMPORTANCE OF OD
•Developing contractual relationship
•Acceptance of change culture
•Evaluating the employee performance
•Organisation self-renewal
•Increased motivation
•Increased competitive ability
•Encouraging research culture
•Product Innovation
•Organisational Change
•Growth
•Work Processes
 OD-HRD INTEFACE
•The HRD measurements are seen as a leading indicators.
•Identification to increase customer satisfaction.
•HRD is the process of defining and training personnel.
•Spending the right amount of time and money in recruiting quality personnel
•HR and od share similar roots in the human aspect of organisation.
 PARTICIPATION OF TOP
MANAGEMENT IN OD
•To enlarge the database in making management decisions
•To expand the influence process
•To become more responsive
•To examine its own leadership style and ways managing
•To legitimatize and encourage the collaborative management of team.
 OD PRACTITIONER
•OD Practitioner is the one who helps the system to change by using the principles of OD.

•OD Practitioner normally refers to people who do organisational development.

 ROLE OF OD PRACTITIONER
•As a Consultant

•As an Expert

•As a Facilitator and trainer

•As a Coach

•As a Mentor

•As a Influencer
COMPETENCIES OF OD
PRACTITIONER
•Commitment to Excellence
•Emotional Intelligence
•Change Catalyst
•Handling Conflicts
•Managing limited resources
•Evaluating and Measuring Success
•Proactive
•Creative Thinking
•Technical Capabilities
OD IN GLOBAL SETTING

1. Cultural Context
Context Orientation
Power Distance
Uncertainty Avoidance
Achievement Orientation
Individualism
2. Economic Development
Subsistence Economics
Industrialisation Economics
Industrial Economics
ORGANIZATIONAL DIAGNOSIS
Diagnosis is a systematic approach to understanding and describing the present
state of the organization.

Organizational diagnosis focuses its attention on two areas:

1. Sub-system
2. Organizational Processes

Organizational diagnosis could be done as a periodic routine exercise like the case of
periodic medical check-up of an individual or organisation.
 NEED OF ORGANISATIONAL
DIAGNOSIS
•Economic Analysis of organisation

•Political Analysis

•Sociological and social Psychology based analysis

•Professional Management Perspective in organisational Analysis

•OD or applied Behavioural Science Perspective

 PHASES OF ORGANIZATIONAL
DIAGNOSIS
•Entry
•Contracting
•Study design
•Collection Analysis for Diagnosis
•Clients and Consultant explore expectations for the study
•Analysis
•Feeding back the info
LEVELS OF ORGANIZATIONAL DIAGNOSIS
1.Organisation level
Leadership
Strategy
Structure
Technological Ability
Evaluation System
Organisational Performance
Organisation Culture
2. Group level
Organisation Design
Clarity on goals
Task Structure
CONTINUE
Task Structure
Group composition
Group Functioning
Group norms
3. Individual level
Job design
Feedback
Individual Performance
Significance of the task
Variety in skill
 TECHNIQUES OF ORGANIZATIONAL
DIAGNOSIS
•Questionnaire

•Interviews

•Observation

•Unobtrusive Measures
TOOLS USED IN ORGANIZATIONAL DIAGNOSIS

1) QUALITATIVE
•Content Analysis
•Force-Field Analysis

2) Quantitative
•Means, Standard Deviation and Frequency Distribution
•Difference Tests
•Scattergrams and Correlation coefficients
TECHNIQUES OF ORGANIZATIONAL RENEWAL
•Retrenchment

•Repositioning

•Replacement
CAUSES OF ORGANIZATIONAL
RENEWAL
•Lack of proper planning
•Existence of financial Problems
•Lack of management support
•Changes in government policy
•Poor Vision
•Technological Changes
•Lack of understanding of changing markets
 RE-ENERGISING
•The basic meaning of the term re-energising is to refresh the team.

•The leaders need to create and nurture a culture of learning and openness.
 WAYS OF RE-ENERGISING
Reconstituting organisation culture

Reconstructing work schedules and meetings

Reprioritizing staff development programs

BUSINESS PROCESS REENGINEERING AND
OD
It aims at transforming reinventing and organisation for greater efficiency.

It helps organizations fundamentally rethink how they do their work in order to dramatically
improve customer service, cut operational costs and become world-class competitors.

It refers to the analysis and re-design of workflows and processes both within and between
firms.

BPR is also Known as business process redesign business transformation or business process
change management.
 FEATURES OF BPR
No Assumptions
Dramatic Improvement
Normative
Radical Re
Process Orientation
Continuous
IT-Supported
Organizational Changes
 PROCESS OF BPR
Define Objectives
Identify Customer Needs
Study the Existing Process
Formulate a Re-design Process Plan
Implementation and Re-design
 ORGANIZATIONAL CHANGE
It refers to reviewing and modifying management structures and business processes.

It is the movement of an organisation from one state of affairs to another

It takes many forms. It may involve a change in a company’s structure, strategy policies,
procedures, technology or culture.
 ORGANISATIONAL LIFE CYCLE
Infant stage
Growth stage
Prime stage
Aging stage
 PLANNED CHANGE
Human Resources
Functional Resources
Technological Capabilities
Organizational Capabilities
 CHANGE AGENTS
They are the persons who act as catalysts and assume the responsibility for managing change
activities.
Change agents can be managers or non-mangers employees of the organization or outside
consultants.
A change agent is a person from inside or outside the organization who helps the organization
transform.
 FEATURES OF CHANGE AGENTS
Homophily
Empathy
Linkage
Proximity
Structuring
Capacity
Openness
Reward
Energy
Synergy
 TYPES OF CHANGE
Internal change Agent
1. Chief Manager
2. Change Advisor

External Change Agent

1. Professional Advisors
 OD INTERVENTIONS
Interventions are principal learning processes in the action stage of organization development
Interventions are structured activities used individually or in combination by the members of a
client system to improve their social or task performance.
OD Intervention can be define as the set of structured activities in which selected organization
units engage with a task or a sequence of tasks where the task goals are related directly or
indirectly to organizational improvement.
 FEATURES OF OD INTERVENTION
Comprehensive

Additional activity

Linked with goals

OD interventions have different dynamics

 FACTORS AFFECTING SUCCESS OF
INTERVENTIONS
Active involvement of employees
Lesser levels of hierarchy
Effective Leadership
Sense of trust
Investing in employees
Commitment of top management
Effective communication
Building of teams
 STEPS IN OD INTERVENTIONS
Eliminating hierarchical decision-making
Focusing on group
Building trust
Reducing unnecessary competition
Investing in employees
Interim measurements of control
Active employee participation
Strategic Interventions
 TYPES OF INTERVENTIONS
Human resources intervention
Structural Intervention
Strategic Intervention
Third party Peace making Intervention
1. Mediator
2. Arbitrator
 TECHNIQUES OF OD
INTERVENTION
Traditional Techniques Modern Techniques
1. Sensitivity training Process consultation
2. Grid Training Third party
3. Survey Feedback Team Building
4. Transactional Analysis
 PROCESS OF EVALUATING OD
INTERVENTIONS
The role of Evaluator and key Stakeholders.
Determining the level of impact to Evaluate
Identifying the evaluation methods
Deciding on data source and level of Detail
Working with international populations
Understanding reactions to feedback
Communicating
Understanding reactions to feedback
 TYPES OF EVALUATING OD
INTERVENTIONS
Discrepancy Intervention
Theory Intervention
Procedural Intervention
Relationship Intervention
Experimentation Intervention
Cultural Intervention
Organization Structure Intervention
 METHODS OF EVALUATING OD
INTERVENTIONS
Formative Evaluation

Summative Evaluations

Longitudinal
 IMPORTANCE OF EVALUATING OD
INTERVENTIONS
Feedback
Awareness of changing socio-cultural norms
Increased Interaction and communication
Confrontation
Education
Participation
Increased Accountability
Increased energy and Optimism
 ISSUES RELATED TO CLIENT
RELATIONSHIP
Indulge clients
Becoming expert on contents
Familiarisation with organisational culture and politics
Manipulative use of the OD Practitioner
 CHARACTERSTICS/IMPORTANT
maintaining power
High energy and physical endurance
Directing energy
Successfully reading the behaviour
Adaptability and flexibility
Motivation to engage and confront conflicts
Subordinating ones ego
 FIVE SOURCES OF Social POWER
Reward Power
Coercive Power
Legitimate power
Referent power
Expert Power
 POWER AND INFLUENCE TACTICS
Framing Tactics
Inter-personal Tactics
Timing Tactics
Empowerment Tactics
Visioning Tactics
Bargaining Tactics
Structural Tactics
Informational and analyst Tactics
 VALUES IN OD
Respect people
Confidence and support
Confrontation
Employee participation
Seeking cooperation
Orienting new employees
Expression
Motivating employees
Develop trust
Friendly atmosphere
Provide job satisfaction
 PROFESSIONAL VALUES
Expertise
Autonomy
Commitment
Code of ethics
 FIVE TYPES OF ETHICAL
DILEMMAS
Misrepresentation
Misuse of data
Coercion
Value and goal conflict
Technical ineptness
 FACTORS INFLUENCING ETHICAL
JUDGEMENT
Misrepresentation of the consultants skills
Professional Ineptness
Misuse of Data
Collusion
Coercion
Promising unrealistic outcome
Deception of values
 APPROACHES OF
ORGANISATIONAL
EFFECTIVENESS
Goal Approach
System resource approach
Strategic constituency approach
Internal Process approach
 WAYS TO ENHANCE
ORGANISATIONAL EFECTIVENESS
Effective Sharing of goals
Teamwork
High employee Morale
Offers Training opportunities
Leadership
Handles poor performance
Understanding risks
Adapts to opportunities and changes
Clearly defined structure
Well-Known company Policies