Organizational

Development TANU SHUKLA

BITS Pilani RAJNEESH CHOUBISA
Pilani Campus
 Organizational Development:
Application of social science techniques to plan change in
organizational settings for the purpose of enhancing organizational
effectiveness and the development of individuals

OD is a process used to enhance both the effectiveness of an

organization and the well-being of its members through planned
interventions. This definition focus on three key points:

i. OD enhances the effectiveness of the organization.

ii. OD enhances the well-being of organizational members.

iii. OD enhances the above two through planned interventions.

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Why is OD Used/Needed?
Survival
(In order to remain in competition, organizational decision
makers must realize that a change is necessary which can
only be brought about through OD. For instance, companies
such as IT, Telecommunications).
Poor Organizational Performance
(When organizations fail to show profits over an extended
period of time, or are steadily eroded there is a need for
organizational change through an OD intervention. For ex.
Chrysler Corporation in late 1970s
Strategic Reasons (Business Expansion and operations)
Self Improvement

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 OD: Historical Precursors
No recognized father but Kurt Lewin deserves the title.
Kurt Lewins three step model of change and action research
model continues to serve as theoretical guide for OD
practitioners.
Started centre of group dynamics at MIT and at NTL, Maine.
T-Group training was synonymous with OD (1950s).
Survey Research Center(1946) at University of Michigan by
Rensis Likert (along with Floyd Mann)- Detroit Edison.
Survey Feedback was the most effective part (Bowers,1973).
Action Research became a favorite (Mid 1940s &1950s).
Socioclincal Work that emerged in Great Britain at Tavistock
Clinic (Trist & Bamforth,1951).
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 OD: Approaches
Two Prominent Approaches:
A) Change Process Theories: Explain how organizations
improve and change. Best encapsulated through Lewins
three stage model and Scheins change model.
B) Implementation Theories: Explains how specific intervention
strategies are designed and carried out. Four main types:
Human processual theory
Techno-structural theory
Socio-technical systems theory
Organization transformation theory

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Three Stage Model: Lewin

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Three Stage Model: Lewin

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Action Research Model: Lewin

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Burkes Theory of Organizational Change:

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 Model of Planned Change:

Source: Porras & Silvers (1991). Annual Review of Psychology, 42 (53-54). BITS Pilani, Pilani Campus
Porras & Robertsons Model (1992):

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 Human Process Based
Intervention Theory:
Place a heavy emphasis on change and focus on changing
behaviors by modifying individual attitudes, values, problem
solving approaches and interpersonal styles.
Basic requirements of an intervention activity are valid
information, free choice and internal commitment (Argyris,
1950s).
Lewin hypothesized that these interventions should be
directed at groups rather than individuals since individual
behavior change without changing group norms would not
be feasible.
Other than Lewin, prominent collaborators were Lippitt,
White, Likert and McGregor.

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Techno-structural Intervention
Theory:
Focuses on improving work content, work method,
work flow, performance factors, and relationship
among workers.
One key component of TSI is job design which
most often affects work outcomes and satisfaction.
Changing job design (referred to as job redesign
accompanies with job enrichment) results in
organizational performance and job satisfaction
(Hackman & Oldham).
Another defining feature of TSI is the level of
participation in the change process.
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Socio-technical Systems Designs:

These are directed at the fit between the

technological configuration and the social
structure of work units [which] results in the
rearrangement of relationships among roles of
tasks of activities to produce self-maintaining,
semi-autonomous groups.
Quality of work life interventions (1960s & 1970s).
Pioneered by W. E. Deming: Employee
involvement geared towards improving quality.
Focuses on empowering the worker to assume
more lateral responsibility at work.
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Organizational Transformation
Change:
Pioneered by Beckhard who viewed organizations
as complex human systems,
Each possessing a unique character, culture, and
value-system along with,
Information and work procedures that must be
continually examined, analyzed and improved if
ultimate productivity and motivation are to result.
For OTC the organizational leaders must be able to
develop a vision and principles that can be
translated into mission and goals.

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OC Interventions:

1) Human Processual Interventions:

Survey Feedback
The systematic collection of survey data
Feedback to groups to promote problem solving
and change
Team Building
A process to improve a groups problem-solving
abilities
Example: process consultation (Edgar Schein)
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OC Interventions:
2) Techno-structural Interventions
Job Enlargement
Adding variety through similar tasks
Job Enrichment
Increasing responsibility, knowledge of
results, and meaningfulness of work
Alternative Work Schedules
Compressed workweek
Flextime work schedule
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OC Interventions:
3) Socio-technical Systems Intervention:

Quality Circles
Involving employees in work decisions
Total Quality Management (TQM)
Continuous improvement efforts
Self-Managing Teams (SMTs)
Team members have authority to make
decisions and regulate the teams activities
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OC Interventions:
4)Organizational Transformation
Interventions
Cultural Interventions
Efforts to change the values, norms, or ways of thinking
in an organization
Strategic Changes
Fundamental changes in the purpose or mission of an
organization
Becoming a Learning Organization
Beyond TQM, to continuous learning and improvement
for all employees
High Performance Work Systems
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 Summary & Conclusions:
Organizational Development:
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.

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