ORGANIZATION DEVELOPMENT
(OD)
ORGANIZATION DEVELOPMENT
• is the process through which an organization
improves its internal capacity to meet its
current and possible future requirements.
• This would mean HR activities
and OD activities overlap in a lot of aspects.
ORGANIZATION DEVELOPMENT
• is the study and implementation of practices,
systems, and techniques that
affect organizational change.
ORGANIZATION DEVELOPMENT
• the study and implementation of practices,
systems, and techniques that
• affect organizational change
EMERGENCE
• OD emerged from human relations studies in
the 1930s
• Kurt Lewin (1898–1947) is widely recognized
as the founding father of OD, although he died
before the concept became current in the
mid-1950s.
GOALS OF ORGANIZATION DEVELOPMENT
• The primary goal of OD is to improve
organisation effectiveness
• to modify an organization's performance
and/or culture. The organizational changes are
typically initiated by the group's stakeholders.
PRIMARY ROLE OF AN OD CONSULTANT
• is to establish helping relationships within the
organisation,
• with and between individuals and groups, to
achieve that objective.
CHARACTERISTICS OF ORGANISATIONAL
DEVELOPMENT
• is an educational strategy for bringing a
planned change
• It is related to real problems of the
organization.
• Laboratory training methods based on
experienced behaviour are primarily used to
bring change.
CHARACTERISTICS OF ORGANISATIONAL
DEVELOPMENT
• The role of change agent is to guide groups
towards more effective group processes rather
than telling them what to do. Change agents
simply assist the group in problem solving
processes and the groups solve the problems
themselves.
• 5. close working relationship between change
agents and the people who are being changed.
CHARACTERISTICS OF ORGANISATIONAL
DEVELOPMENT
• seeks to build problem-solving capacity by
improving group dynamics and problem
confrontation.
• reaches into all aspects of the organization culture
in order to make it more humanly responsive.
• is a long term approach (of 3 to 5 years period) and
is meant to elevate the organization to a higher
level of functioning by improving the performance
and satisfaction of organization members.
CHARACTERISTICS OF ORGANISATIONAL
DEVELOPMENT
• is broad-based and describes a variety of
change programmes. It is concerned not only
with changes in organizational design but also
with changes in organizational philosophies,
skills of individuals and groups.
• is a dynamic process. It recognises that the
goals of the organization change and hence the
methods of attaining them should also change.
CHARACTERISTICS OF ORGANISATIONAL
DEVELOPMENT
• based on open, adaptive systems concept.
The organization is treated as an interrelated
whole and no part of the organization can be
changed without affecting other parts.
• is research based. Change agents conduct
surveys, collect data, evaluate and then
decisions are taken.
CHARACTERISTICS OF ORGANISATIONAL
DEVELOPMENT
• uses group processes rather than individual
process. It makes efforts to improve group
performance.
• is situational and contingency oriented.
• Organization Development and Management
Development are complementary rather then
conflicting.
Organizational Development Process
• A conventional approach in the organizational
development process is the action research
model. Components of the Action Research
Model
• The action research model comprises six key
components:
Organizational Development Process
• The action research model comprises six key
components:
• 1. Problem diagnosis
• The method of diagnosis usually takes the
form of data gathering, assessment of cause,
as well as an initial investigation to ascertain
options.
Organizational Development Process
2. Feedback and assessment
• involves proper investigation of identified
problems so that there is a deep understanding
of the challenge at hand.
• include an appraisal of documents, focus
groups, customer or employee surveys, hiring
consultants, and interviewing current
employees. Information gathered is used to re-
evaluate the challenges in the first step.
Organizational Development Process
• 3. Planning
The plan lays down all the intervention measures
that are considered appropriate for the problem
at hand.
include such things as training seminars,
workshops, team building and structure of teams.
Additionally, measurable objectives, which define
the expected results, form an integral part of the
overall plan.
Organizational Development Process
4. implementation
• if training classes are preferred over other methods,
• test results will form the basis upon which the
training process is evaluated.
• The objective at this point is to ensure the required
changes take place.
• If that is not the case, feedback is assessed and used
to bring about the required change.
Organizational Development Process
5. Evaluation
• the outcome of the change in the organization is
assessed.
• If the required change does not take place, the
organization looks for the cause.
• Adjustments are made to ensure the obstacle is
eliminated.
EXAMPLES OF OD
• Employee training.
• Product research and development.
• Cultural change campaigns.
ORGANIZATION DEVELOPMENT TECHNIQUES
Bhavioural techniques
Sensitivity Training
• Making Human resource understand about
themselves and others reasonably,
• Psychological technique in which intensive group
discussion and interaction are used to increase
individual awareness of self and others.
ORGANIZATION DEVELOPMENT TECHNIQUES
• Role play
• as pretending to be someone else or pretending
to be in a specific situation that you are not
actually in at the time.
• An example of role playing is when you pretend
that your friend is your boss and you have a
practice conversation in which you ask for a raise.
ORGANIZATION DEVELOPMENT TECHNIQUES
Management by Objectives
• is created and named by Peter Drucker (1954) as a
contemporary management creator in his book “The Practice
of Management”. Since that time continuously studies,
researches and analysis have been made for the MBO method.
• which aims to increase organizational performance by aligning
goals and subordinate objectives throughout the organization.
• MBO involves focusing more on results rather than the
activities involved.
ORGANIZATION DEVELOPMENT TECHNIQUES
Grid development
• is the comprehensive organization development
programme developed by Blake and Mouton
• which focuses on the overall development of
individuals, groups and the organization as a
whole.
ORGANIZATION DEVELOPMENT TECHNIQUES
Grid development
• Blake and Mouton from the University of Texas
proposed a two-dimensional Managerial Grid based on a
manager’s concern for production (task-oriented) and
concern for people (relationship-oriented). Each axis on
the grid consists of a nine-point scale with 1 meaning a
low concern and 9 a high concern. Depending on a
manager’s score on each of the two axis, you can assign
different types of management styles to managers. This
article will elaborate on these different kind of styles and
its implications.
2. Non behavioral Techniques
Organizational redesign
• involves the creation of roles, processes and
structures to ensure that the organization's
goals can be realized.
2. Non behavioral Techniques
Job enrichment
• Job enrichment is a common motivational
technique used by organizations to give an
employee greater satisfaction in his work.
• job enrichment include adding extra tasks (also
called job enlargement), increasing skill variety,
adding meaning to jobs, creating autonomy,
and giving feedback.
2. Non behavioral Techniques
Job enrichment attempts to give
employees greater responsibility by
increasing the range and complexity of tasks
they are called upon to complete and giving
them the necessary authority. It motivates by
giving employees the opportunity to use their
abilities to the fullest.
2. Non behavioral Techniques
Work design
• Work Design is an emerging practice that
helps teams, organizations and communities
to design how to work tomorrow.
Miscellaneous Techniques
SURVEY FEEDBACK
• Survey Feedback is tool which provides an
organization with a honest opinion of what
their present or future customers think about
them and helps them in taking an informed
decision.
Miscellaneous Techniques
PROCESS CONSULTATION
• Richard A. Schmuck.
• Process consultation aims at improving the
interpersonal and group procedures used by
administrators.
Miscellaneous Techniques
Team building
• Team building is a management technique used for
improving the efficiency and performance of the
workgroups through various activities.
• It involves a lot of skills, analysis and observation for
forming a strong and capable team.
• The whole sole motive here is to achieve the
organization vision and objectives.
Organizational Development Challenges
• Managing performance to increase accountability.
• Building a pipeline of qualified leaders.
• Addressing the career development needs of a
multigenerational workforce.
• Strategically
communicating organizational priorities.
• Engaging and retaining a diverse workforce.
• Managing remote employees.
• On-boarding new employees.
organizational manager role
• To contribute to the design and delivery of
people and
• organisational development strategies and the
management of change in support of the
organisation's strategic and
• operational plans, providing information, advice
and services as required.
OD INVOLVES
• analyzing the entire organization:
• strategy,
• culture,
• structure,
• systems,
• Human resources, processes, and planning.
OD INVOLVES
• Training design uses a similar approach to
OD model –
• Assess,
• Develop,
• Design,
• Implement, and
• Evaluate)
• but it is usually focused on people/ behaviors/
performance components.
BENEFITS OF ORGANIZATIONAL DEVELOPMENT
• Organizational development creates a
constant pattern of improvement in which
strategies are developed, evaluated,
implemented, and assessed for results and
quality.
• In essence, the process builds a favorable
environment in which a company can embrace
change, both internally and externally.
BENEFITS OF ORGANIZATIONAL DEVELOPMENT
• An efficient communication system helps
employees with the company’s goals, values,
and objectives.
• An open communication system enables
employees to understand the importance of
change in an organization.
BENEFITS OF ORGANIZATIONAL DEVELOPMENT
Employee training and development
• to the continued efforts of a company to
boost the performance of its employees.
• Companies aim to train and develop
employees by using an arrangement of
educational methods and programs.
BENEFITS OF ORGANIZATIONAL DEVELOPMENT
• One approach to change is employee development –
a critical focal point is a reward for motivation and
success.
• Successful engagement of employees leads to
increased innovation and productivity. Through
competitive analysis, consumer expectations, and
market research, organizational development
promotes change.
• 5. Increased public service delivery
• Organizational development influences the bottom line in many
different ways.
• As a result of increased productivity and innovation, service
delivery will increase.
• Costs come down because the organization can better manage
employee turnover and absenteeism.
• After the alignment of an entity’s objectives, it can focus entirely
on development and product and service quality, leading to
improvements in customer satisfaction.
THANK YOU
