ORGANISATIONAL

DEVELOPEMENT
 MEANING &DEFINITION

• OD is a technique used for bringing change in

the entire aspect of the org,rather than
focusing attention on the individuals.
• According to R.Beckhard ,’’OD is an effort,
planned organization wide & managed from
the top ,to increase organization effectiveness
& health through planned interventions in the
organization's process using behavioral
science knowledge.
 Characteristics of OD
• Planned change
• Comprehensive change
• Long range change
• Dynamic process
• Change agent
• Problem solving
• Feedback
• Team building
 Need for OD

• Training for change

• To help in making org culture more responsive

 Steps in OD process
• Initial diagnosis of the problem
• Data collection
• Data feedback & confrontation
• Planning strategy for change
• Intervening the system
• Team building
• Evaluation
 Action research
• Also known as participatory research, is learning by
doing in the sense that a group of workers identify a
problem, develop a resolution, implement the solution and
then analyze the final results. The action research process
consists of five steps in the cycle: diagnosing, action
planning, taking action, evaluating, and specifying learning.
The process is known for on-the-job research, and not the
scientific method type study created in a lab.
 The Process

• The first step in the action research process is

regarding the diagnosing of the organizational
issue. In this step, the actual problem is identified
to promote the start of the action research. The
Bittner Team has already diagnosed that there is a
motivation issue with the employees.
• Action planning is the second step that
constitutes alternative paths of action. The Bittner
Team has spent many weeks trying to create a list
of different ways they could improve employee
outlook. After many employee interviews they
have found that a shorter or more flexible work
week is wanted by the workers.
• The third step is taking action, where a
specific alternative is selected to solve the
issue.
• Evaluating is the next step, where the action results are
studied to see the overall impact. The Bittner Team held a
company-wide presentation to explain when and how the
new workweek would be implemented. Starting in one
month, all employees would need to be at work 7am to 7pm
Tuesdays, Wednesdays and Thursdays. The employees
would have a four-day weekend! The employees were
excited to try this new plan and so was Bittner.
• The last step in the action research process is specifying learning,
where learning and results can be used to help future issues within
the organization. After a three-month trial period of the new shorter
work week, the company deemed the plan a success. Employees
were active in formulating any changes, such as working remotely if
needed on one other day, and productivity and motivation were at an
all-time high. Bittner himself felt relaxed and had a new sense of
excitement for his work.
 Definition of Interventions
An intervention is a set of sequenced and
planned actions or events intended to help
the organization increase its effectiveness.

Interventions purposely disrupt the status quo

 Intervention Overview
• Human Process Interventions
• Techno structural Interventions
• Human Resources Management Interventions
• Strategic Interventions
 Human Process Interventions
• Coaching
• Training and Development
• Process Consultation and Team Building
• Third-party Interventions (Conflict Resolution)
• Organization Confrontation Meeting
• Intergroup Relationships
• Large-group Interventions
 Techno structural Interventions
• Structural Design
• Downsizing
• Reengineering
• Employee Involvement
• Work Design
 Human Resources Management
Interventions
• Goal Setting
• Performance Appraisal
• Reward Systems
• Career Planning and Development
• Managing Work Force Diversity
• Employee Stress and Wellness
 Strategic Interventions
• Integrated Strategic Change
• Mergers and Acquisitions
• Alliances and Networks
• Culture Change
• Self-designing Organizations
• Organization Learning and Knowledge
Management
 Interventions/techniques of OD
• Grid management
• Transactional analysis
• Sensitivity training
• Process consultancy
• Team development
• Survey feedback
• Third party peace making
• Role playing
• Structural techniques
 Grid Training and Development
 Proposed by Blake and Mouton
 Also known as managerial grid
 Aims at attaining much more than the development and
growth of the individual managers.
 It is the technique which integrates individual, team and
organizational development.
 Contd.

 this model depicts two prevailing concerns found

in all organizations – concern for productivity and
people.
 MG helps the managers in evaluating their
concern for people and productivity. It also
stresses the importance of team – management
leadership styles.
 Stages of Managerial Grid

1) Training

The mangers learn about grid concepts

and how they are applied in week long seminars.
After appropriate instructions, these key
managers will work to implement the grid
programme through out the organization.
2) Team development
• Members of the same department are brought together to discuss how they are

going to attain 9 9 position on the grid.

3) Intergroup development

 Marks the beginning of overall organizational development

 There is a shift from micro level of individual and group development to a macro

level of group organizational development.

 The main focus is on improving co- ordination and cooperation among work

groups

 Inter group tensions are dealt with openly and joint problem solving procedures are

adopted
 4) Organizational goal setting
 The participants contribute to and agree up on the important goals
of the organization.
 A sense of commitment and self control is instilled in the
participants as the managers and subordinates work together
through out the organization

5) Goal attainment
 The participants attempt to accomplish the goals which they set in
the fourth stage.
6) Stabilization:-All the efforts from stage 1 to 5
are evaluated and critical analysis are made and
in the light on this various programs may be
redesigned
 Contd.
Co-ordinates (1,1) – impoverished management
 the manager makes the minimum efforts to get required
work accomplished as a result minimum standards of
performance and minimum worker dedication
Co-ordinates(9,1) – Authority compliance.
 Excellent work design efficiency in operations, well
established procedures and the interference of human
element is in the minimum degree.
 Contd.

Co-ordinates (1,9) – country club management

 thoughtful attention to the needs of the people

 personal and meaningful relationship with

workers, friendly atmosphere, high morale and
loosely structured work design or in other words
primary concern for people, production secondary
 Contd.
Co- ordinates (9,9) – (team Management)

 Work accomplishment from thoroughly committed people, trust

worthy and respectful atmosphere, highly organized task
performances.

Co –ordinates (5,5) – middle of the road management

 Concerned with balancing the necessity to get the work done while
maintaining worker morale at a satisfactory level.

 Moderate concern for both production and people.

 Sensitivity training

• Introduced by Kurt lewin

• Also known as ‘T’ group training

• Objective is to change the behavior of people

through unstructured group interaction
 Features

• Members are brought together in a free & open

environment

• No formal agenda is provided for the meeting

• Participants discuss freely aided by a facilitator

 Benefits

• Self awareness

• Develops an insight in participants

• Develops inter personnel group process

• Assess one’s values & goals

 Limitations

• Waste of time & money

• Personality humiliating
TRANSACTIONAL ANALYSIS
 TRANSACTIONAL ANALYSIS
• It was introduced by Eric Berne.
• Transactional analysis is a technique used to help people
better understand their own and other’s behaviour, especially
in interpersonal relationships.
• It is a good method for understanding interpersonal
behaviour.
• It offers a model of personality and the dynamics of self and
its relationship to others that makes possible a clear and
meaningful discussion of behaviour.
Transactional analysis is primarily concerned
with following:
• Analysis of self awareness

• Analysis of ego states

• Analysis of transactions

• Script analysis

• Games analysis

• Analysis of life positions

 stroking
 1. ANALYSIS OF SELF AWARENESS
• The interpersonal relationships are composed of interself.

• Self is the core of personality pattern which provides integration.

• Self awareness is an important concept, it describes the self in terms

of image, both conscious and unconscious.

• Joseph Luft and Harrington have developed a diagram to look at

one’s personality including behaviours and attitudes that can be
known and unknown to self and known and unknown to others.

• This diagram is known as the JOHARI WINDOW.

• It comprising of 4 parts.
 JOHARI WINDOW

OPEN BLIND
(known to others and also self) (unknown to self but known to others)

HIDDEN UNKNOWN
(known to self but unknown to others) (unknown to self and unknown to
others)
 2. ANALYSIS OF EGO STATES
• The ego plays an important role in human behaviour.

• People interact with each other in terms of psycological positions or

behavioural patterns known as ego states.

• Ego states are person’s way of thinking, feeling and behaving at any
time.

• There are 3 important ego states.

• Ego states: child, adult and parent.

• A person of any age have these ego states in varying degree.

• A healthy person is able to move from one ego state to another.

 THE EGO STATES

PARENT ADULT CHILD

Personality
• 1. parent ego state:
The parent ego state means that the values, attitudes and
behaviours of parents an integral part of the personality of an
individual. These people tend to talk to people and treat others
like children. The characteristics of a person with parent ego
state are:
• Judgemental
• Rule maker
• Moralising
• Over protective
• indispensable
• 2. Adult ego state:
The adult ego state is authentic, direct, reality based, fact seeking and
problem solving. They assume that human beings as equal, worthy and
responsible. The process of adult ego state formation goes through one’s
own experiences and continuously updating attitudes left over from
childhood. People with adult ego state, gather relevant information,
carefully analyse it, generate alternatives and make logical choices.

• 3.Child ego state:

the child ego state is characterized by very immature
behaviour. The important features of child ego state are
creativity, anxiety, depression, dependence, fear, joy, emotional
sentimental etc.
 3.ANALYSIS OF TRANSACTIONS
• A transaction is a basic unit of social interaction.

• The heart of transactional analysis is the study and diagramming of

the exchanges between two persons.

• Thus where a verbal or non verbal stimulus from one person is

being responded by another person a transaction occurs.

• Transactional analysis can help us to determine which ego state is

most heavily influencing our behaviour and the behaviour of the
other people with whom we interact.
• Depending on the ego states of the persons involved in transactions, there may be three types
of transactions:
1.Complementary transactions:
Both people are operating from the same ego state. There can be nine complementary
transactions. They are given below:
 Adult-Adult transactions
 Adult-Parent transactions
 Adult-Child transactions
 Parent-Parent transactions
 Parent-Adult transactions
 Parent-Child transactions
 Child-Parent transactions
 Child-Adult transactions
 Child-Child transactions
2. Crossed transactions:
a crossed transaction is one in which the sender sends message a
behaviour on the basis of his ego state, but this message is reacted to by
an unexpected ego state on the part of the receiver. Crossed
communication should be avoided as far as possible. Whenever such
transactions occur, communication tends to blocked and a satisfactory
transaction is not accomplished.
3.Ulterior transactions:
two ego states within the same person but one disguises the other one.
 4. SCRIPT ANALYSIS
• In a layman’s view ,a script is the text of play, motion picture, or a
radio or TV programme.

• In transactional analysis a person’s life is compared to a play and

the script is the text of the play.

• According to Eric Berne,” a script is an ongoing programme,

developed in early childhood under parental influence which directs
the individual behaviour in the most important aspects of his life.

• A script is a complete plan of living, offering prescriptions,

permissions and structure which makes one winner or loser in life.
• I am OK, you are OK:

It appears to be an ideal life position. People with this type of life position have
confidence in themselves as well as trust and confidence in others.

• I am OK, you are not OK:

This is a distrustful psychological positions. This is the attitude of those people,

who think that whatever they do is correct.

• :I am not OK, you are OK

This is a common position for those people who feel power less when they
compare themselves to others.

• I am not OK,, you are not OK:

people in this position tend to feel bad about themselves and see the whole world
as miserable. They do not trust others and have no confidence in themselves.
 6.STROKING
• Stroking is an important aspects of the transactional analysis.

• The term stroke refers to “giving some kind of recognition to

others.”

• People need strokes for their sense of survival and well being
on the job. Lack of stroking can have negative consequences
both on physiological and psychological well being of a
person.

• There are three types of strokes:

1.Positive strokes:
the stroke one feel good, is a positive stroke. Recognition,
approval are some of the examples.
2. Negative strokes:
a stroke one feel bad or not good is a negative stroke. negative
strokes hurt physically or psychologically.
3.Mixed strokes:
a stroke may be of a mixed type also.
Example :the boss comment to a worker “you did an excellent job
inspite your limited experience.
 7. GAMES ANALYSIS
• When people fail to get enough strokes at work they try a
variety of things.
• One of the most important thing is that they play
psychological games.
• A psychological game is a set of transaction with three
characteristics:
 The transaction tend to be repeated.
 They make sense on superficial or social level.
 One or more transactions is ulterior.
• Types of games:

* A first degree game is one which is socially acceptable in the

agent’s circle.

* A second degree game is one which more intimate end up with bad
feelings.

* A third degree game is one which usually involve physical injury.

 BENEFITS AND UTILITY OF
TRANSACATIONAL ANALYSIS
• Improved interpersonal communication.

• Source of positive energy.

• Understanding ego state.

• motivation.

• Organisational development
 Process consultation

• It is a set of activities on the part of a

consultant which help the client to perceive,
understand & act upon process which occur in
the client’ s environment
 Effectiveness

• It depends upon how well its people relate to

one another.. Major concern areas of process
consultation are;
• Inter group process
• Group problem solving & decision making
• Group norms & growth
 Stages

• Initiate the contract

• Define the relationship
• Select a setting & a method
• Gather data & make a diagnosis
• Intervene
• Reduce involvement & terminate
 Team development

• Improving effectiveness of a work group with

particular attention to work procedures &
interpersonal relationship within it .
Work group problems are of two types
• Task related conflict
• Personality conflict
 Survey feedback
• To get better teams in the org
• To devise better process for handling the issues facing
them.
• It involves two steps
• Collecting data abt the org through the use of surveys &
questionnaire
• Conducting feedback meeting & workshops
 Third party peace making
• Interventions by a third party to resolve the conflicting
situation
• Use of appropriate techniques
i. Wisely choosing the place
ii. Selecting the proper environment
iii. Using effective strategies
iv. Setting appropriate agenda
 Role playing

• Used for human relations & leadership training

• Objective to increase the trainee’s skill in

dealing with others