Organization Development and Interventions Overview
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ORGANIZATION
DEVELOPMENT
AND
IN
T
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R
V
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NTI
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ORGANIZATIONAL
DEVELOPMENT(OD)
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
behav
i
o
r
al
s
c
i
e
nce
f
ocused
o
n
und
er
st
a
nd
i
ng
a
n
d
m
an
a
gi
n
g
o
r
ga
n
i
z
a
t
i
o
n
al
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."
OBJECTIVES
OF
OD:
According
to somil
aseeja, the objective of od
is:
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.
People want
to
grow and
mature
.
Employees have much
to
offer
(e.g.
creativity and
energy)
that is
not
being used
at
work
.
M
o
st
e
m
ploy
e
es
d
e
s
i
r
e
the
oppo
r
t
u
nity
t
o
c
ont
r
i
b
ute
(
t
hey
desire,
seek
and
appreciate
e
m
p
o
we
r
m
ent
)
.
Groups:
Groups
and
teams
are
critical
to
organizational success and individual
need
satisfaction.
Groups have
powerful
influences
on individual behaviour
.
The
complex roles
to
be
played
in
groups require
skill
development.
V
ALUES
ASSUMPTIONS AND
VALUES
OF
OD:
ASSUMTIONS
Individuals:
Individuals:
OD
aims
to overcome obstacles
to
the
na
t
ural
h
u
m
an
t
e
nd
e
ncy
to
gro
w
,
e
n
a
b
l
i
n
g
e
m
p
l
oyees
to
contribute
more to
the
organization.
O
D
s
tre
s
ses
op
e
n
communication,
Treating
employees
with genuine
dignity and
respect
is
emphasized.
Groups:
Hid
i
ng
fe
e
l
i
ngs
o
r
not
b
e
i
n
g
accepted
by
the
group
diminishes
i
n
div
i
dual
w
i
l
l
i
n
g
ne
s
s
t
o
so
l
ve
problems
constructively
Acc
e
ptanc
e
,
coll
a
bora
t
i
on
a
nd
i
n
v
o
l
ve
m
ent
l
ead
t
o
e
xpr
e
s
si
o
ns
of
feelings and
perceptions.
Organization:
Exce
s
sive
c
on
t
r
o
l
s,
p
o
l
i
c
i
e
s
a
nd
rules
are
detrimental
Conflict
can
be
functional
if
properly
channeled
Ind
i
v
i
dual
a
n
d
o
r
gan
i
za
t
i
onal
g
oa
l
s
can
be
compatible
.
In
most organizations,
the
level
of
int
e
r
pers
o
nal
supp
o
rt,
t
rust
a
nd
coop
e
rat
i
on
i
s
low
e
r
t
h
a
n
des
i
r
a
ble
and
necessary
Organization:
The
way
gr
o
ups
linked,
influences
are
the
i
r
Effectiveness,
change
should start at
the
top and gradually
be
introduced
through the rest of the
organization.
The
group links the top and
bottom
of the
organization
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
Di
agn
osis
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:
performance
T
his
inc
l
ud
e
s
s
t
rat
e
g
i
c
v
a
ri
a
b
l
es,
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 report
or
interaction
EFFECTIVENESS
OF
OD:
H
u
m
a
nis
t
ic
va
l
ues
und
e
rl
i
e
OD.
M
a
r
g
u
l
i
e
s
a
n
d
R
a
i
a
a
rt
i
c
ul
a
t
e
d
the
humanistic
values of
OD
as
follows:
Providing opportunities for
people
to
function as human beings rather
than
as
resources
in
the productive
process.
Prov
i
d
i
ng
oppo
r
t
u
nit
i
es
for
eac
h
o
r
g
a
niza
t
i
o
n
m
e
m
be
r
,
a
s
well
a
s
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.
ORGANIZATION
INTERVENTIONS(OI)
CONTENTS
INTRODUCTION
TO
OI.
MEANING OF
OI.
ASSUMPTIONS OF
OI.
FACTORS
THAT
HELPS CHANGE
AGENT.
EXAMPLES OF
INTERVENTIONS.
INTRODUCTION
TO
OI:
They
may
be
introduced
by a
change agent
as
part of
an
improvement
program, or
they may
be
used
by
the client following
a program
to check
on
the
state of the
organization's
health, or
to effect
necessary
changes
in its
own
behavior.
"Structured activities" mean such diverse procedures as
experiential
exercises, questionnaires, attitude surveys, interviews, relevant group
discussions, and even
lunchtime
meetings between the
change
agent
and a
member
of the
client
organization
.
Every action that influences an
organization's
improvement program
in
a
change
agent-client
system relationship
can
be
said to
be
an
intervention.
There are
many
possible intervention
strategies
from which
to
choose.
MEANING
OF
OI:
"Interventions" are principal learning processes in the "action"
stage of
o
r
g
a
niza
t
i
on
de
v
e
l
o
p
m
en
t
.
I
n
t
e
r
v
e
nt
i
ons
a
re
s
t
r
uc
t
ur
e
d
a
c
t
i
v
i
t
i
es
us
e
d
individually
or
in
combination
by
the
members
of
a
client
system
to
improve
their social or task
performance
.
Interventions
range
from
those
designed to improve
the
effectiveness
of
individuals through those designed to
deal with
teams
and
groups,
intergroup
relations, and the total
organization.
There
are
interventions
that
focus
on
task
issues
(what
people
do),
and
those that focus
on
process issues
(how
people go about
doing it).
Finally,
interventions
may
be roughly
classified according
to
which change mechanism
they tend
to
emphasize: for example, feedback,
awareness
of
changing cultural
norms, interaction and
communication
,
conflict
, and
education
through
either
new knowledge or
skill
practice.
ASSUMPTIONS
OF
OI:
Several assumptions
about
the nature and functioning
of
organizations
are
made in the
choice
of
a
particular
strategy.
Beckhard
lists six such
assumptions:
The basic
building blocks of an
organization
are
groups
(
teams
). Therefore, the
basic units of change are groups,
not
individuals.
An always
relevant
change goal
is
the
reduction of inappropriate
competition
between parts
of the
organization and the development
of a
more collaborative
condition.
Decision
making
in
a
healthy
organization
is
located
where
the
information
sources are, rather than
in
a particular role or level of
hierarchy
.
Organizations, subunits of
organizations,
and individuals continuously manage
their
affairs
against goals. Controls are interim measurements,
not
the basis
of
managerial
strategy.
One
goal
of
a
healthy organization
is to
develop generally
open
communication
, mutual
trust, and
confidence
between and across
levels.
People
support
what they
help create. People
affected
by a change
must
be
allowed active participation
and a
sense of ownership
in
the planning and
conduct of the
change
FACTORS
THAT
HELP CHANGE
AGENT:
Some
of the things which will help him
are:
A real need
in
the
client
system
to
change.
Genuine support from
management.
Setting a personal
example: listening,
supporting
behavior.
A sound background
in
the behavioral
sciences.
A working knowledge of
systems
theory.
A
belief in
man as
a
rational, self-educating being fully
capable
of learning
better
ways
to
do
things.
EXAMPLES
OF
INTERVENTIONS:
A few
examples
of interventions
include
Team
Building.
Coaching.
Large
Group
Interventions.
Mentoring.
Performance
Appraisal.
Downsizing.
TQM
And
Leadership
Development.
Refe
r
ences:
www.wikipedia.com
www.businessdictionary.com
www.boundless.com
www.msu.edu.com
Questions
?
Thank
you
Organization Development (OD) is a planned effort to enhance an organization's relevance and viability. It involves the systematic use of scientific and technical knowledge to meet specific objectives. OD focuses on understanding and managing organizational change by altering beliefs, attitudes, and values within an organization. Various definitions highlight OD as a strategic response to change aimed at enhancing organizational effectiveness through improved structures, processes, and strategies. The objectives of OD include fostering interpersonal trust, increasing employee satisfaction and commitment, addressing problems proactively, managing conflicts effectively, promoting cooperation, and enhancing problem-solving capabilities within the organization.
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ORGANIZATION DEVELOPMENT AND INTERVENTIONS PRESENTED BY: ISMAIL.SHAIK 12HP1E0041 MBA ALIET
ORGANIZATIONAL DEVELOPMENT(OD) CONTENTS: ORGANIZATIONAL DEVELOPMENT. MEANING AND DEFINITIONS OF OD. OBJECTIVES OF OD. ASSUMPTIONS AND VALUES OF OD. PROCESS OF OD. EFFECTIVENESS OF OD.
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 anddevelopment. Organization: A social unit of people that is structured and managed to meet a need or to pursue collectivegoals. Development: The systematic use of scientific and technical knowledge to meet specific objectives orrequirements. 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 OFOD: 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 andinquiry. 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 OFOD: 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 organizationaleffectiveness. Cummings and Huse define OD A system wide application of behavioral science knowledge to the planned organizational strategies, structure, and processes for improving an organization s effectiveness. development and reinforcement of
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 changeitself. 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'seffectiveness."
OBJECTIVES OFOD: According to somil aseeja, the objective of odis: To increase the level of inter-personal trust among employees. To increase employee's level of satisfaction and commitment. To confront problems instead of neglectingthem. 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 continuousbasis.
ASSUMPTIONS AND VALUES OFOD: ASSUMTIONS Individuals: V ALUES Individuals: People want to grow and mature. Employees have much to offer (e.g. creativity and energy) that is not being used at work . Most employees opportunity to desire, seek empowerment). OD aims to overcome obstacles to the natural human grow, enabling contribute more to the organization. OD stresses communication, Treating employees with genuine dignity and respect is emphasized. tendency employees to to desire the open contribute and (they appreciate Groups: Groups: Hiding accepted by the group diminishes individual willingness problems constructively Acceptance, collaboration involvement lead to expressions of feelings and perceptions. feelings or not being Groups and teams are critical to organizational success and individual need satisfaction. Groups have powerful influences on individual behaviour. The complex roles to be played in groups require skilldevelopment. to solve and
Organization: Organization: Excessive rules are detrimental Conflict can be functional if properly Individual and organizational goals can be compatible . controls, policies and The linked, Effectiveness, change should start at the top and gradually be introduced through the rest of theorganization. way groups are their influences channeled In most organizations, the level of interpersonal support, cooperation is lower than desirable and necessary The group links the top and bottom of the organization trust and
PROCESS OFOD: 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. Anormal OD process can be phased in followingmanner: . 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 andquestionnaires. 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 assumption, available resources and management practice are taken account in this phase. There are four steps in organizationaldiagnosis: Structural analysis: Determines how the different parts of the organization are functioning in terms of laid down goals. attitudes, into
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 organizationalgoals. Function analysis: This includes strategic variables, results, achievements and finaloutcomes. 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 report or interaction performance variables,
EFFECTIVENESS OFOD: Humanistic values underlie OD. Margulies and Raia articulated the humanistic values of OD asfollows: Providing opportunities for people to function as human beings rather than as resources in the productiveprocess. Providing opportunities for each organization member, as well as for the organization itself, to develop to his fullpotential. 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 theenvironment. Treating each human being as a person with a complex set of needs, all of which are important in his or her work andlife.
ORGANIZATION INTERVENTIONS(OI) CONTENTS INTRODUCTION TOOI. MEANING OFOI. ASSUMPTIONS OFOI. FACTORS THAT HELPS CHANGEAGENT. EXAMPLES OFINTERVENTIONS.
INTRODUCTION TO OI: They may be introduced by a change agent as part of an improvement program, or they may be used by the client following a program to check on the state of the organization's health, or to effect necessary changes in its own behavior. "Structured activities" mean such diverse procedures as experiential exercises, questionnaires, attitude surveys, discussions, and even lunchtime meetings between the change agent and a member of the client organization. interviews, relevant group Every action that influences an organization's improvement program in a change agent-client system relationship can be said to be anintervention. There are many possible intervention strategies from which tochoose.
MEANING OFOI: "Interventions" are principal learning processes in the "action" stage of organization development. Interventions individually or in combination by the members of a client system to improve their social or task performance. Interventions range from those designed to improve the effectiveness of individuals through those designed to deal with teams and groups, intergroup relations, and the totalorganization. There are interventions that focus on task issues (what people do), and those that focus on process issues (how people go about doing it). Finally, interventions may be roughly classified according to which change mechanism they tend to emphasize: for example, feedback, awareness of changing cultural norms, interaction and communication, conflict, and education through either new knowledge or skillpractice. are structured activities used
ASSUMPTIONS OFOI: Several assumptions about the nature and functioning of organizations are made in the choice of a particular strategy. Beckhard lists six such assumptions: The basic building blocks of an organization are groups (teams). Therefore, the basic units of change are groups, notindividuals. An always relevant change goal is the reduction of inappropriate competition between parts of the organization and the development of a more collaborative condition. Decision making in a healthy organization is located where the information sources are, rather than in a particular role or level ofhierarchy. Organizations, subunits of organizations, and individuals continuously manage their affairs against goals. Controls are interim measurements, not the basis of managerial strategy. One goal of a healthy organization is to develop generally open communication, mutual trust, and confidence between and acrosslevels. People support what they help create. People affected by a change must be allowed active participation and a sense of ownership in the planning and conduct of the change
FACTORS THAT HELP CHANGEAGENT: Some of the things which will help himare: A real need in the client system tochange. Genuine support frommanagement. Setting a personal example: listening, supportingbehavior. A sound background in the behavioralsciences. A working knowledge of systemstheory. A belief in man as a rational, self-educating being fully capable of learning better ways to do things.
EXAMPLES OFINTERVENTIONS: A few examples of interventionsinclude Team Building. Coaching. Large Group Interventions. Mentoring. PerformanceAppraisal. Downsizing. TQMAnd Leadership Development.
References: www.wikipedia.com www.businessdictionary.com www.boundless.com www.msu.edu.com
