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1.-Organizational-Development_INTRODUCTION

Organizational Development (OD) is a planned, long-term effort led by top management aimed at improving an organization's effectiveness, culture, and problem-solving capabilities through collaborative change. It relies on behavioral science principles and focuses on enhancing interpersonal trust, satisfaction, and cooperation among employees. Key figures in the field include Chris Argyris, Richard Beckhard, and Edgar Schein, who contributed to the development of team-building and organizational culture concepts.

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Daniela Alim
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13 views

1.-Organizational-Development_INTRODUCTION

Organizational Development (OD) is a planned, long-term effort led by top management aimed at improving an organization's effectiveness, culture, and problem-solving capabilities through collaborative change. It relies on behavioral science principles and focuses on enhancing interpersonal trust, satisfaction, and cooperation among employees. Key figures in the field include Chris Argyris, Richard Beckhard, and Edgar Schein, who contributed to the development of team-building and organizational culture concepts.

Uploaded by

Daniela Alim
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Organizational

Development
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Organizational Development
 Many questions may arise in the minds of audience!!!!!!!!

Why

OD
What Who
Study

How
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Organizational Development
 It is a new term :
[means]
 Conceptual
 Effort
 Effectiveness
 Viability

 It is a process, it links between one and another for organization – wide


improvements
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Organizational Development
 A Long term effort, planned strategy led and supported by top
management
 To improve and enhance an organization’s vision, empowerment,
learning, and problem solving processes
 Through an on going, collaborative approach to change
organization’s culture
 It relies on a set of humanistic values about people and
organization
 Adopt a systematic approach through the use of theories and
practice of planned change
 Threats increased to effectiveness, efficiency and profitability
 Facing of challenges from turbulent environments, increased
competition and changing customer demands
 Maintain congruence among organizational dimensions such as
technology, strategy, culture and processes
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Organizational Development

 Organization development :

Focus On
 Increasing the effectiveness of :
 Individuals
 Teams
 Organization’s human and social processes
 Dual Focus – a unique strength of Organizational Development
 Energize the talents of organization members in the pursuit of
their own self interests
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Organizational Development
 OD can be defined as a planned and sustained effort to apply
behavioural science for system improvement, using reflexive, self
analytic methods – Schmuck and Miles, 1971
 OD refers to a long-range effort to improve an organizations’s
problem-solving capabilities and its ability to cope with changes
in its external environment with the help of external or internal
behavioral-science consultants. – Wendell French, 1999
 Organization development practitioner is to an organization as a
physician is to a human body. Practitioner diagnoses the most
important priorities to address in the organization, suggest a
change management plan, then guides the organization through
the necessary change – MC. Namara
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Organizational Development
 OD is a process (and its associated technology) directed at
organization improvement. – Margulies, 1978
 OD is about building and maintaining the health of the
organization (total system)– Edgar Schein, 1998
 OD is a system-wide process of data collection, diagnosis, action
planning, intervention and evaluation aimed at (1) enhancing
congruence between organizational structure, process, strategy,
people and culture; (2) developing new and creative
organizational solutions and (3) developing the organization’s self
renewing capacity. It occurs through collaboration of
organizational members working with a change agent using
behavioral science theory, technology and research. – Michael
Beer
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 Today’s Organization operate in a rapidly changing


environments consequently, one of the most important assets of
an organization is the ability to manage change and for people to
remain healthy and authentic
 New definition of OD, “Organization development is the attempt
to influence the members of an organization to expand their
candidates with each other about their views of the organization
and their experience in it to take greater responsibility for their
own actions as organization members”
 “The assumption behind OD is that when people pursue both of
these objectives simultaneously they are likely to discover new
ways of working together that they experience as more effective
for achieving their own and their shared goals. And when it does
not happen, such activity helps them to understand why and to
make meaningful choices”
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CHARACTERISTICS OF
ORGANIZATIONAL DEVELOPMENT
Sources of Knowledge Behavioral science disciplines such as
psychology, sociology, systems theory,
organizational behavior, management etc.
Goal Organization effectiveness and improvement

Focus Total system (alignment and interface


between parts)
Core knowledge base Group Processes and Human Dynamic
procuresses
Orientation Planned intervention after diagnosis

Target Primarily human system within the social


system
Application Provide theory and methodology insights
Lifelong Learning
Values Shamelessly humanistic
Respect for all
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Objectives of Organizational Development


1. To increase the level of inter-personal trust among
employees.
2. To increase employees’ level of satisfaction and
commitment.
3. To confront problems instead of neglecting them.
4. To effectively manage conflict.
5. To increase cooperation and collaboration among the
employees.
6. To increase the organization’s problem solving.
7. To put in place processes that will help improve the
ongoing operation of the organization on a continuous
basis.
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History of
Organizational Development
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Critical Founders of OD Field


 Chris Argyris
He is one of the first to conduct team building
sessions in 1957. He asserted that it is important to
gather valid information and give clients choice to
secure commitment. He also wrote book “Intervention
Theory and Method (1970).
o Richard Beckhard
He is one of the major figure in the emergence and
extension of the field of OD. He was interested in
improving the effectiveness of communications in
large meetings and enable participative discussion.
He develop one of the 1st major non-degree training
program in OD – Program for Specialists in
Organizational Training and Development.
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 Ronald Lippitt
He is Lewin’s staff at the Research Center for
Group Dynamics at MIT and was a member of the 1st
group of trainers for T-group in 1946. He was one of
the founders of National Training Laboratory in Group
Development which started holding sessions in Bethel,
Maine. Together with Lee Bradford, they invented the
flip chart paper in 1956 as a convenient way to
record, retrieve and display OD activities.
o Robert Tannerbaum
He is a PhD in Industrial Relations holder from the
School of Business at the University of Chicago. He is
known as the 1st researcher to conduct the earliest
team building activities at the US Naval Ordinance
Test Station at China Lake California. He published the
team building work in Harvard Business Review in 1955.
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 Edgar H. Schein
He is a Professor at the MIT Sloan School of
Management. He made a notable mark on the field
of career development, group process consultation
and organizational culture. His career anchoring
concepts and tools are forerunners in helping
organizations to think of combining unconditional
motivation and an organization way of managing
staff career structure. Schein spearheaded the
process consultation as an essential philosophy
underlying OD. Lastly, he is credited for pioneering the
term “corporate culture”.
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 Herbert Shepard
He completed his doctorate at MIT and then
went to join the employee relations department of
Esso Standard Oil as a research associate. He has a
major impact on the emergence of OD through his
extensive practice in corporate world as his
involvement with the NTL work.
In 1960, he founded the 1st doctoral program
devoted to training OD specialists at the Case Institute
of Technology. There are two particular lessons
emerged from his work such as:
a.) the requirement for top management’s active
involvement in the leadership of the program
b.) the importance of the need for on-the-job
application
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Application of
Organizational Development
 Human Resource Management Interventions:
--- Goal setting
--- Performance appraisal
--- Reward systems
--- Career planning and development
--- Managing workforce diversity
--- Employees wellness
--- Parallel learning structures
o Person- focused interventions:
--- Partnership between individuals and behavioural science experts
--- Individuals Participants; Experts Facilitators

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