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Organization Development AND Interventions

Organization development (OD) aims to increase an organization's effectiveness and ability to change. It involves systematically applying behavioral science knowledge to improve strategies, structures, and processes. The key steps in the OD process are problem identification, data collection, diagnosis, planning and implementation, and evaluation and feedback. OD is based on humanistic values like allowing people to develop their full potential and increasing organizational effectiveness. It uses theories from fields like psychology and draws from approaches like action research, which emphasizes collaborative problem-solving through cycles of diagnosing issues, planning change, taking action, and evaluating outcomes.

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Nisha Patel
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38 views

Organization Development AND Interventions

Organization development (OD) aims to increase an organization's effectiveness and ability to change. It involves systematically applying behavioral science knowledge to improve strategies, structures, and processes. The key steps in the OD process are problem identification, data collection, diagnosis, planning and implementation, and evaluation and feedback. OD is based on humanistic values like allowing people to develop their full potential and increasing organizational effectiveness. It uses theories from fields like psychology and draws from approaches like action research, which emphasizes collaborative problem-solving through cycles of diagnosing issues, planning change, taking action, and evaluating outcomes.

Uploaded by

Nisha Patel
Copyright
© © All Rights Reserved
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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ORGANIZATION DEVELOPMENT

AND
INTERVENTIONS
 INTRODUCTION TO OD:
The term organizational development was coined by Richard
Beckhard in the mid-1950s.Organizational development is an acronym of two
words i.e., organization and development.
 Organization: A social unit of people that is structured and managed to meet
a need or to pursue collective goals.

 Development: The systematic use of scientific and technical knowledge to


meet specific objectives or requirements.
 ORGANIZATION DEVELOPMENT:

 Organization development (OD) is a deliberately planned effort to increase an


organization's relevance and viability.

 Organizational development is the framework for change, and often times a


manager helps to lead this change.
 MEANING OF OD:
 Organization development is known as both a field of applied
behavioral science focused on understanding and managing organizational
change and as a field of scientific study and inquiry.

 OD is a systemic learning and development strategy intended to change


the basics of beliefs, attitudes, and relevance of values and structure of the current
organization to better absorb disruptive technologies, market opportunities, and
ensuing challenges and chaos.
 DEFINITIONS OF OD:
 According to Middlemist and Hitt define “organizational development is a
systematic means for planned change that involves the entire organization and is
intended to increase organizational effectiveness.”

 Cummings and Huse define OD “A system wide application of behavioral


science knowledge to the planned development and reinforcement of
organizational strategies, structure, and processes for improving an organization’s
effectiveness.”
Bennis. W define “Organizational development is a response to change, a
complex educational strategy intended to change beliefs, attitudes, values, and
structures
 of organizations so that they can better adapt to new
technologies, markets, and challenges, and the dizzying rate of change itself.“

 Cummings and Worley define “"Organization development is a system-


wide application of behavioral science knowledge to the planned development
and reinforcement of organizational strategies, structures, and processes for
improving an organization's effectiveness."
OD helps to remove problems like:
1. Poor Morale
2. Low Productivity
3. Poor Quality
4. Inter- personal conflict
5. Intergroup Conflict
6. Unclear Goals
7. Inappropriate Leadership Style
8. Poor Team Performance
9. Inappropriate Organization Structure
10. Poorly Designed Tasks
11. Poor Customer Relations
12. Inadequate alignment among organization’s
strategy, structure, culture, processes
 OBJECTIVES OF OD:

 To increase the level of inter-personal trust among employees.

 To increase employee's level of satisfaction and commitment.

 To confront problems instead of neglecting them.

 To effectively manage conflict.

 To increase cooperation among the employees.

 To increase the organization problem solving.

 To put in place process that will help improve the ongoing operation of the
organization on a continuous basis.
 PROCESS OF OD:
Organization Development (OD) is a planned approach to improve employee
and organizational effectiveness by conscious interventions in those processes and
structures that have an immediate bearing on the human aspect of the organization.
A normal OD process can be phased in following manner:
.
Problem Identification

Data Collection

Diagnosis

Planning and Implementation

Evaluation and Feedback


 Problem identification:
The first step in OD process involves understanding and identification of
the existing and potential problems in the organization. The awareness of the
problem includes knowledge of the possible organizational problems of
growth, human satisfaction, the usage of human resource and organizational
effectiveness.
 Data Collection:
Having understood the exact problem in this phase, the relevant data is
collected through personal interviews, observations and questionnaires.
 Diagnosis:
OD efforts begin with diagnosis of the current situation. Usually, it is not
limited to a single problem. Rather a number of factors like
attitudes, assumption, available resources and management practice are taken
into account in this phase. There are four steps in organizational diagnosis:
 Structural analysis:
Determines how the different parts of the organization are functioning
in terms of laid down goals.
 Process analysis:
Process implies the manner in which events take place in a sequence. It
refers to pattern of decision making, communication, group dynamics and
conflict management patterns within organization to help in the process of
attainment of organizational goals.
 Function analysis:
This includes strategic variables, performance
variables, results, achievements and final outcomes.
 Domain analysis:
Domain refers to the area of the organization for organizational
diagnosis.
 Planning and implementation:
After diagnosing the problem, the next phase of OD, with the OD
interventions, involves the planning and implementation part of the change
process.
 Evaluation and feedback:
Any OD activity is incomplete without proper feedback. Feedback is a
process of relaying evaluations to the client group by means of specific repo
or interaction
EFFECTIVENESS OF OD:
Humanistic values underlie OD. Margulies and Raia articulated the
humanistic values of OD as follows:

 Providing opportunities for people to function as human beings rather than as


resources in the productive process.

 Providing opportunities for each organization member, as well as for the


organization itself, to develop to his full potential.

 Seeking to increase the effectiveness of the organization in terms of all of its


goals.

 Attempting to create an environment in which it is possible to find exciting and


challenging work.

 Providing opportunities for people in organizations to influence the way in


which they relate to work, the organization, and the environment.

 Treating each human being as a person with a complex set of needs, all of
which are important in his or her work and life.
Emergence of Applied Behavioural
Science
The Behavioural-Science
Approach
Behavioural science uses research and the
scientific method to determine and understand
behaviour in the workplace
•Behavioural science draws from a number of
different fields and theories, primarily those of
psychology, social neuroscience, and cognitive
science.
•Behavioural science draws from a number of different fields
and theories, primarily those of psychology, social
neuroscience, and cognitive science.
•One application of the behavioural-science approach can be
seen in a field called organizational development.
Organizational development is an ongoing, systematic
process of implementing effective organizational change.
•Behavioural sciences include relational sciences, which deal
with relationships, interaction, communication networks,
associations, and relational strategies.
•Combined, the behavioural science approach is broadly
about understanding individual and group behavioural
dynamics to initiate meaningful organizational development
Action Research Theory

A Humanistic Approach to Change:

Organization Development has developed from a


mixture of human resource and organizational
behaviour research and theory.  For many OD may
appear to be a new trend, but it has been around
since the early part of the 20th Century when the
Hawthorne experiments began in 1927 which took
a scientific approach to restructuring the
organizational environment to improve
organizational efficiency.
Action Research Theory
There are five core theories that provide a solid foundation for the work that OD
practitioners do.  Good grounding in theory is essential for every OD
practitioner. 
Lewin developed a unified change theory based on four distinct elements; Field
Theory, Group Dynamics, Action Research and the Three step model of Change. 
All have been criticised and all are necessary to bring about planned change.
Lewin is one of the founding fathers of Organisation Development, especially the
pursuit of the commitment to humanistic values in developing society,
facilitating change through learning and the pursuit of changing an individuals
mental models and perceptions of the world that they inhabit in order to move
forward.
Action Research Theory

Action Research is the foundation stone of Organsation Development


practice, it is what underpins the theory and practice of the discipline
in the organisation.  The theory is based on what Lewin advised, “no
action without research, no research without action.”
The theory provides the very heart of the purpose of the OD
diagnostic phase in the OD cycle.  It provides the opportunity to build
the knowledge of the causes and dynamics of organisational issues,
the understanding of organisational change and the basis of the need
for collaboration and joint inquiry between the OD practitioner and
the organisational players experiencing the change.
Action Research Theory
Key Points
1.Action Research is a four step continuous process;
Diagnosis, Planning, Action and Evaluation

2.Action Research Theory provides the bridge between


knowledge building and data gathering with effective action
3.It empowers employees and enables the organisation to
sustain the change by providing data not only of how
to make the changes required today but also on the change
process itself
4.Action refers to the OD interventions that are
implemented to develop the organisation
5.All organisational stakeholders are involved in the
collaborative process of creating and executing the planned
changes.

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