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Introduction of OD :definition, Evolution Values

Organizational development is a long-term process led by top management to improve an organization's functioning through collaborative management of culture. This involves applying behavioral science knowledge to develop strategies and processes to enhance effectiveness. Originating in the 1940s with training groups at MIT, OD has evolved through action research to incorporate learning organization concepts, quality management, and business process reengineering. Key assumptions of OD include viewing groups as agents of change, collaboration over competition, information guiding decisions, and focusing on people-related matters. Core values emphasized in OD are empowering employees, open communication, process ownership, collaboration, and continuous learning.

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Aditya Kulkarni
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333 views

Introduction of OD :definition, Evolution Values

Organizational development is a long-term process led by top management to improve an organization's functioning through collaborative management of culture. This involves applying behavioral science knowledge to develop strategies and processes to enhance effectiveness. Originating in the 1940s with training groups at MIT, OD has evolved through action research to incorporate learning organization concepts, quality management, and business process reengineering. Key assumptions of OD include viewing groups as agents of change, collaboration over competition, information guiding decisions, and focusing on people-related matters. Core values emphasized in OD are empowering employees, open communication, process ownership, collaboration, and continuous learning.

Uploaded by

Aditya Kulkarni
Copyright
© Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Introduction of OD :Definition, Evolution Values

anisation Development is a long term effort lead and supported by Top Mana
improve an Organisations
ioning, Empowerment, Learning and Problem Solving Processes,
ough an
oing Collaborative management of Org Culture with special
phasis on the culture of Intact Work Teams and other team configurations
ng the Consultant Facilitator Role and the Theory of Applied Behavioural
luding Action and research …. French and Bell

ther Definitions
rganisational development is an organisational process for understanding and im
ny and all substantive process an organisation may develop for performing any t
ursuing any objectives… a process for improving processes .. That is what OD ha
asically sought to be for approx 25 yrs… Vaill 1989

D is a systematic application of Behavioural Science Knowledge to the planned


evelopment and reinforcement of Organisational Strategies , structures and pro
or improving an organisation’s effectiveness (Cummings and Worley 1993)
Evolution
The Research Centre for Group Dynamics at MIT , initiated a T group
(trg) under
Leadership of Kurt Lewin and Others , along with an Observer, for an
activity at “New
Britain Workshop ” in 1946 . What started with interaction with one or
two members of
Workshops spread to participation by a very large number within days of
commencement

In 1947 , this lead to The National Training Laboratory in Group


Development at Gould Academy in Bethelmein . This too was sponsored
by MIT

This evolved into number of National Trg Laboratory centers and a


programwas offered in 1952 by University of California (UCLA)

In 1952-53 This was practiced in US Naval Ordnance test Station ,


California .by
Robert Tannenbaum

In 1957 IBM and EXXON practiced this.

Those party to and influenced by this phenomenon at this stage include


This involvement furthered the movement in a variety of activities and included
• LEARNING Organisation
• TOTAL Quality management
• Business Process Re-engineering

These formed the basis for Action Research and Evolution of Socio Technical and
Socio-Clinical approaches
This further lead to the Formation of the OD Forum of the American Society for
Training and Development in seventies.
Assumptions in OD ( Richard Beckham -1969)
1.Groups are Key to achieving Change –
The Groups are the basic building Blocks and basic unit of Change
are Groups and
Not Individuals
2.Collaboration Versus Competition –
An always Relevant Change Goal is reduction of inappropriate
Competition
between parts of the Organisation and development of a more
Collaborative
Condition
3.Information Guides the Decision and not individual –
Decision Making in a healthy organisation is located where the
information sources
are rather than in a particular Role or Level of Hierarchy
4.Ends are Important than means –
Sub Units and Individuals continuously manage their affairs agains
goals .Controls
are interim measurement and not basis of Managerial Strategy
5.People Related Matters , matter most-
A goal of healthy organisation is to develop open communication ,
mutual trust,
and confidence between and across levels
Values are an integral part of OD. And as seen from the definition have been
Contributed by many. Some of these are
Warren Bennis
Through focussed attention and through the collection and feedback of relevan
To relevant people , more choices become available and this leads to better de
Robert Tannenbaum
a.Viewing people as basically good
b.Confirming individuals as Human beings by positive evaluation
c.View people as having capability to change as against a fixed indivisual
d.Accepting and utilising presence of individual differences.
e.Seeing the individual as a whole and not linked to the Job Alone
f.Effectively use expressions of feelings.
g.Authenticity in behaviour.
h.Aligning use of Power for organisation s relevant purpose rather than prestig
i.Enhancement in trust.
j.Willingness to take risk.
k.Seeing Processes as Task Accomplishment means and not as impediment.
l.Collaboration Vs Competition

In simple terms while dealing with individuals make two assumptions


1.Individuals have urge to personal growth and development if given support a
provided with conducive environment and challenge
2. People possess capability to make greater contribution to the org goals
This calls for doing simple actions like.. ASK, Listen, support , Challenge, Encoura
Take Risk, Allow Failure, Remove obstacles, Provide Autonomy, Give Responsibil
Set High Standards, and reward success.

Summary of Values
Empower employees to act
Create Openness in communication
Facilitate ownership of process and the outcomes
Promote a culture of Collaboration
Promote Inquiry and continuous learning

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