2. INTRODUCTION
Organisation development is a systematic ,integrated
&planned approach to improve effectiveness of the enterprise
It is to designed to solve problems that adversely effect the
operational efficiency at all levels
OD encompasses the a collection of planned-changed
interventions built on humanistic democratic value seek to
improve effectiveness &employee well being
4. OBJECTIVES OF OD:
Improve organisational performance as measured by
profitability, market share, innovativeness, etc.
Make organisations better adaptive to its environment which
always keeps on changing.
Make the members willing face organisational problems and
contribute creative solutions to the organisational problems.
Improve internal behaviour patterns such as interpersonal
relations, intergroup relations, level of trust and support among
the role players.
Understand own self and others, openness and meaningful
communication and involvement in planning for organisational
development.
6. STRENGTHS
In the yr 1998-99,Tcs has grown into the largest
Indian software company
Racing towards achieving its vision of being
global top ten.
On time delivery,
Premier position in the industry in terms of
revenues,
Focus on training programs,Quality initiatives,
Use of good technical tools and procedures and
Encouragement of individual excellence in
performance.
7. DIAGONISED PROBLEMS
Mounting revenue pressures.
Selectivity in projects.
Focus on specialization.
Efforts on Experimentation & Innovation.
Rewards and Recognitions.
Inter group co-ordination & knowledge sharing.
Branding and PR.
8. ALIGNMENT AND ATTUNEMENT
Integrating and balancing out the four voices:
Voice of Shareholders
Voice of Employee
Voice of Customer
Voice of Technology
9. OD INTERVENTIONS
A team that refers to a set of sequenced ,planned
actions or events intended to help an organization
to increase it’s effectiveness .Intervention.s
purposely disrupts the Status quo
10. INDIVIDUAL INTERVENTIONS
Coaching
Training and Development
Process Consultation and Team Building
Third-party Interventions (Conflict Resolution)
Organization Confrontation Meeting
Intergroup Relationships
Large-group Interventions
11. INDIVIDUAL INTERVENTIONS AT TCS
Internal organization workshop was conducted with top
management for scenario building. Focused at a larger level,
on the “The TCS that can be”.
Aim:
To challenge the conventional ways of thinking and to give
shape to the key drivers of change .
Realistic listening and dialoguing.
Dissemination and communication of the scenarios with
teams.
To develop a new language for the organization,consistent
with the envisaged future scenario.
12. INDIVIDUAL INTERVENTIONS AT TCS
Participants:
Representatives of senior management.
Theme of Scenarios:
The nature of the struggle the organization would go
through and etched out realistic possibilities based on
present factors.
Factors:
Wealth creation
Enhanced productivity factors
Feeling of being valued
Resource allocation and team-work
Membership criteria and norms of the group
Learning opportunities for individuals and teams
14. PROPEL – THE CASE OF A LARGE
RELATIONSHIP AT TCS
Team alignment initiative
Aim:
To set up a dialogue among associates to reflect ,
build and channel potent restlessness into a
convergent blueprint of responsiveness by redefining
desirable role behaviours.
15. GOAL ALIGNMENT & BALANCED SCORECARD
A Teach-Train-Transfer workshop on Goal alignment
was conducted, with help fromexpert OD consultants:
To build the context.
To think through goal setting at TCS with a systems
perspective to goal alignment.
To explore means of institutionalizing goal-oriented
performance management within the organization.
16. DARPAN - REFLECT AND IMPROVE
Darpan – Associate Satisfaction Survey for
large relationship.
The Questionnaire to capture associate feedback
across 5categories:
Career & Job, Communication, Culture &
Pride, Leadership, Supervisor.
Analysis was done for the overall relationship, as
well as individual Business Units within the
relationship.
Results shared with the entire team and actionable
evolved through a series of camps and
confluences.
17. OUTCOMES FROM DARPAN : THECULTURAL
PERSPECTIVE
ASI increase in Darpan 06 &
correspondingincrease in CSI.
91 % of the team felt proud of being part of
therelationship.
90% of the team felt that they can see the big
picture -how their contributions add value
to customer.
90% of the team felt that their supervisors are
approachable & enable them to do their job better
18. OTHER OD INTERVENTIONS
Nakshatra award:Reward and Recognition
initiative within the relationship.
Awarded to encourage star performers for
eachmonth within each business unit
In Touch:Any employee can walk in to meet the
lead anddiscuss out any problems/ suggestions
for improvement in the relationship.
Toast MasterClub/Lets Talk:To enhance
personality/communication abilityof associates in
the relationship .
To help them gain confidence through sessions by
certified facilitators.
19. POST OD SCENARIO FROM A CULTURE PERSPECTIVE
Organizational Development interventions have been
instrumental in terms of enhancing value to the customer &
employee at Tata Consultancy Services.
PROPEL
- encouraged sharing of ownership and empowerment to
change, as also the sharing of success stories and best
practices across the organization.
Valuing of employees was institutionalized through
establishing processes that enable and enhance individual
performance, and lead to empowered project teams.
Issue based mentoring was facilitated, with camps and
confluences as enabling frameworks.
Confluences invested in personal transformation for the
employee, camps invested in improving the workspace.
Through Scenario building, a collective transformation of
dreams and concernsinto response capabilities was
envisaged.
20. POST OD SCENARIO FROM A CULTURE
PERSPECTIVE
The earlier tendency of self-sacrificing hard work
was replaced bya shift of focus to teamwork and
valuing of the employee.
Helped push self imposed boundaries and
limitations through challenging organizational
boundaries and limitations constantly.
Continuously scanning for environment
opportunities are looked at
21. CONCLUSION
OD interventions at TCS have helped build aculture of
fostering systems thinking.
Creating forums for dialogue.
Encouraging leadership at all levels.