presented by
Naresh Sukhani
NET, M.Com- MGMT, Masters in HRM, MBA Human Rights, B.Sc Comp Science,
ORGANIZATIONAL DEVELOPMENT
Objectives
1. To understand the concept of Organisational
Development and its Relevance in the organisation
2. To Study the Issues and Challenges of OD while
undergoing Changes
3. To get an Understanding of Phases of OD Programme
4. To Study the OD Intervention to meet the Challenges
faced in the Organisation
5. To get an Insight into Ethical Issues in OD
ORGANIZATIONAL DEVELOPMENT
Syllabus
Introduction of
Feedback
interventions
Progress
Monitoring
Job Redesign
T-group Training
Management by Objectives
Team Building
Supplemental Organizational
Survey Feedback
Processes
T-group Training
Team Building
Survey Feedback
Team Building Tips
Get the right people together for a large block
of uninterrupted time to work on high-priority
problems or opportunities that they have
identified and have them work in ways that are
structured to enhance the likelihood of realistic
solutions and action plans, which are then
implemented enthusiastically and followed up
to assess actual versus expected results.
Job Redesign
Structural
Techniques
Management by
Objectives (MBO)
Supplemental
Organizational
Processes
OD interventions are..........
• Unique in nature
• Reflexive
• Self-analytical
• Self-skill building in nature
•Interpersonal
Interventions
What are T-Groups?
• T-groups (“T” for training) are unstructured
small-group situations in which participants learn
from their own actions
• T-groups evolved from the laboratory training
research of Kurt Lewin (1945)
• T-groups focus on the what, how and why of
interpersonal communication.
• T-groups are used by consultants to help
managers learn about the effects of their
behavior on others
Goals of T-groups
• Increased understanding about one’s own
behavior
• Increased understanding about the behavior of
others
• Better understanding of group process
• Increased interpersonal diagnostic skills
• Increased ability to transform learning into action
• Improvement in the ability to analyze one’s own
behavior
Sensitivity training
• Aim is to:
(1) encourage participants to recognize the effects
of their behavior on others (e.g. by developing
good observation and listening skills)
(2) get participants to know themselves (e.g. by
asking others for feedback) and to share aspects
of themselves to others (self-disclosure)
Diagnostic skills
Unknown Blind
Unknown
Window Spot to Self
Improving Communications
Using the Johari Window
Known to Others
Unknown to
Others
Reduce Hidden Open
Area Through
Window
Disclosure to
others Known to
Self
Reduce Blind
spot through
feedback from
Unknown
others
to Self
Process Consultation
An OD method that helps managers and employers
improve the processes that are used in organizations
Outside consultant:
Enters organization
Defines the relationship
Chooses an approach
Gathers data
Diagnoses problem
Intervenes
Leaves organization
Process Consultation
Emotional issues.
WALTON’S HAS OUTLINED THE INGREDIENTS
OF A PRODUCTIVE CONFRONTATION
Mutual positive motivation.
Balance of power.
Synchronization of confrontation efforts.
Differentiation and integration of different
phases of the intervention must be well
paced.
Conditions that promote openness should
be created.
Reliable communicative signals.
Optimum tension in the situation .
ORGANIZATION MIRROR
INTERVENTION
It is a technique designed to work
units feedback on how other elements
of organization view them.
The coaches and mentors can very effectively transfer core skills
Customization of skills in relation to the core activities of the
business is retained
Cross training of staff can be achieved
Contd….
For succession planning
The Employee
The Department
The Organization
Benefits to The Coach / Mentor
Benefits to the Coach / Mentor can be described
as:
Job Satisfaction
Directed by appropriate
managers.
Environment
Feedback
Source Waddell, Cumming and Worley (2007) Organisation Development & Change.
Thomson, South Melbourne Australia
Organisation-Level
Diagnostic Model
Organisation
General Strategy performance
Environment The way a company uses its resources human
Uncertainty in social, economic or technical to gain and sustain
technological, economic ,
ecological and political
competitive advantage Productivity
forces
Organisation
Industry
design Stakeholder
Structure
Five forces – suppliers, satisfaction
buyer, threats of entry,
threats of substitutes and
rivalry among competittors
Source Waddell, Cumming and Worley (2007) Organisation Development & Change.
Nelson, South Melbourne Australia
Group-Level Diagnostic Model
Group Group
Composition Norms
Source Waddell, Cumming and Worley (2007) Organisation Development & Change.
Thomson, South Melbourne Australia
Individual-Level Diagnostic Model
Source Waddell, Cumming and Worley (2007) Organisation Development & Change.
Thomson, South Melbourne Australia
O. D. PROCESS: Diagnosis, Action & Program Management
The O. D. process consists of three components-diagnosis, action and
program management.
Diagnosis component consists of continuous collection of data about the
total system, its sub-units its processes, and its culture.
The action component consists of all the activities and interventions
designed to improve the organization’s functioning.
The program management component is designed to ensure success of
the program.
Diagnosis involves;
1. What are its strengths?
2. What are its problems?
3. What are its unrealized opportunities?
4. Discrepancy between desired situation and current situation?
Elements of the OD process
1. Entering and contracting
Consultation with
Behavioural Science Expert
Inquiry into Best
Data gathering and Practices
Preliminary Diagnosis
Action
Design and
Data Gathering after Deliver Ways to
Action Create the Future
Refreezing
4. Evaluating and Institutionalizing
• The final stage in planned change involves evaluating
the effects of the intervention and managing the
institutionalization of successful change programs .
• Feed back to organization members about the
intervention’s results provide information about whether
the changes should be continued ,modified or
suspended.
• There are several criteria for designing interventions
,including the organization's readiness for change ,its
current change capability, its culture and power
distributions and change agent’s kills and abilities .
• Depending on the outcomes of diagnosis, there are four
major types of interventions in OD
ORGANIZATIONAL DEVELOPMENT
Kurt Lewin’s Three –Stage Model : as
modified by Lippitt & others
1. Developing a need for change. (Lewin’s
unfreezing phase)
2. Establishing a change relationship. In this
phase a client system in need of help and
a change agent from outside the system
establish a working relationship
3. Clarifying or diagnosing the clients
system’s problem
4. Examining alternative routes and goals;
establishing goals and intentions of
actions
ORGANIZATIONAL DEVELOPMENT
First-Order Second-Order
1. Structure 1. Mission and Strategy
2. Management Practices 2. Leadership
3. Systems 3. Organizational Culture
(Transactional) (Transformational)
Management
Practices
Systems
Policies &
Structure
Procedures
Work
Unit Climate
Motivation
Task Individual
Individual
Requirements & Individual & Needs &
Needs
Individual & Values
Values
Organizational
Skills / Abilities
Performance
ORGANIZATION DEVELOPMENT(Second)
External
Environment.
Leadership
Mission & Organizational
Strategy Culture
Individual &
Organizational
Performance
The Burke-Litwin Model of Organizational Performance and Change
External
Environment
Leadership
Mission & Organizational
Strategy Culture
Management Systems
Structure Practices (Policies &
Procedures)
Work Unit
Climate