Organizational Development (OD)- Meaning, Definition, Need for OD, Organizational Development Techniques, Traditional Techniques, Sensitivity Training, Grid Training, Survey Feedback, Modern Techniques - Process Consultation, Third Party, Team Building, Transactional Analysis (TA), Work Stress - Meaning, Reasons for Stress at Workplace, Causes of Stress, Individual Stressors, Group Stressors, Organizational Stressors, Environmental Stressors, Impact / Consequences / Outcome of Stress, Stress v/s Burnout, Managing Stress at Individual Level, Role of Organizations in Managing Stress

1. Dr. Parveen Kaur Nagpal
Organizational Development
Stress Management

2. Dr. Parveen Kaur Nagpal
Organizational Development (OD)
Organizational Development is a process that focuses on organizations
improvement which involves planned strategic efforts to benefit the
organization, its employees and shareholders.
OD is a study that concentrates on various aspects of organizational life that
includes culture, values, systems and behaviour.
OD deals with various people problems and work system problems in the
organization such as low morale, inappropriate leadership styles, inappropriate
organization structure, poor designed tasks, conflicts, unclear goals, poor
customer relations etc.
Organizational Development is an applied behavioural science that is
concerned with the health of the organization, organizational effectiveness,
organizations capacity to solve the problems, their ability to adapt to changes
and create high quality life for its employees

3. Dr. Parveen Kaur Nagpal
Organizational Development - Definitions
1. Burke (1982) defines OD as “Planned process of change in an organization’s
culture through the utilization of behavioural science technologies,
research and theory.”
2. Warrick (1984) defined OD as “Planned long range systems and primarily
behavioural science strategy for understanding, developing, and changing
organizations to improve their present and future effectiveness and
health.”
3. Porras and Robertson (1992) defines OD as “Planned behavioural science
based interventions in work settings for the purpose of improving
organizational functioning and individual development.”

4. Dr. Parveen Kaur Nagpal
Need for Organizational Development
• Developing contractual relationship between the concerned parties in the
organization
• Acceptance of change culture
• Evaluating the employee performances
• Organization self-renewal as people become conscious of their
responsibilities in future
• Increased motivation
• Increased competitive ability
• Encouraging research culture
• Product Innovation
• Organizational change
• Growth

5. Dr. Parveen Kaur Nagpal
Organizational Development Techniques

6. Dr. Parveen Kaur Nagpal
A. Traditional Techniques of OD
1. Sensitivity Training: Also known as laboratory training, here the
employees in groups are asked to interact. The aim of sensitivity training is
to help people understand each other and gain insight so that they feel
free and become fearless.
2. Grid Training: The concept of managerial grid identifies two major
dimensions of management behaviour - people oriented and production
oriented. Under this category of management style managers put their
best efforts and have commitment to the people and organization.
3. Survey Feedback: Information is collected through survey method. The
wide range of data is collected regarding working conditions, quality of
work, working hours, wages and salaries, attitude of employees etc. This
data are then analyzed by a team of managers

7. Dr. Parveen Kaur Nagpal
B. Modern Techniques of OD
1. Process Consultation: The technique of process consultation is an
improvement over the method of sensitivity training or T Group in the
sense that both are based on the similar premise of improving
organizational effectiveness through dealing with interpersonal problems.
However process consultation is more tasks oriented than sensitivity
training. Here the consultant or expert provides the trainee feedback.
2. Third Party: The terms “third party” and “intermediary” are both used to
refer to a person or team of people who become involved in a conflict to
help the disputing parties manage or resolve it. Third parties might act as
consultants, helping one side or both sides analyze the conflict and plan
an effective response. Alternatively, they might act as facilitators,
arranging meetings, setting agendas, and guiding productive discussions.

8. Dr. Parveen Kaur Nagpal
B. Modern Techniques of OD
3. Team Building: This method is specifically designed to make improvement
in the ability of employees and motivating them to work together. It is the
organization development technique which emphasizes on team building
or forming work groups in order to improve organizational effectiveness.
4. Transactional Analysis (TA): This is the method for studying interactions
between individuals. TA helps people to understand each other better. It is
a useful tool for organizational development but it has diverse
applications in training, counselling, interpersonal communication and
making analysis of group dynamics.

9. Dr. Parveen Kaur Nagpal
Stress
• Stress is basically a pressure on the psychology of the individual that arises
due to the complexity of one’s work.
• Stress is a “wear and tear” experienced by an individual while they adjust to
the environment. It affects individuals emotionally and physically.
• It is a dynamic condition in which an individual is confronted with an
opportunity, constraint, or demand related to what he or she desires and for
which the outcome is perceived to be both uncertain and important.
• Stress is associated with constraints and demands. The former prevents an
individual from doing what he/she desires while the latter refers to the loss of
something desired.
• Stress can be positive as well as negative. Positive stress is known as
‘Eustress’ and may result in providing opportunity for one in gaining
something. On the other hand, negative stress can be associated with fear,
absenteeism, heart diseases, anger, depression etc.

10. Dr. Parveen Kaur Nagpal
Reasons for Stress at Workplace
1. Demands of workload, work pattern and working environment
2. Lack of Control
3. Role Ambiguity
4. Work-life Balance Issues
5. Unfair Treatment
6. Longer hours
7. Little or no Acknowledgment or Reward
8. Micromanagement (excessive control)
9. Lack of Job Security
10. Office Politics

11. Dr. Parveen Kaur Nagpal
Causes of Stress
I. Individual Stressors
II. Group Stressors
III. Organizational Stressors
IV. Environmental Stressors

12. Dr. Parveen Kaur Nagpal
Causes of Stress
I. Individual Stressors
➢Personality
➢Career Changes
➢Economic Problems
➢Changes in Life Structure
➢Pace of Life
➢Life Change and Life Trauma

13. Dr. Parveen Kaur Nagpal
Causes of Stress
II. Group Stressors
➢Managerial Behavior: Managers may create stress for employees by:
i) Exhibiting inconsistent behavior
ii) Showing lack of concern
iii) Providing inadequate direction
iv) Failure to provide support etc.
➢Sexual Harassment
➢Workplace Violence
➢Interpersonal and Group Conflict
➢Lack of Group Cohesiveness

14. Dr. Parveen Kaur Nagpal
Causes of Stress
III. Organizational Stressors
➢Boredom
➢Organizational Climate
➢Risk involved
➢Conflicts
➢Anxiety
➢Interdependence
➢Lack of Job Security
➢Overload of Work
➢Role Conflict
➢ Role Ambiguity
➢ Organizational Structural Factors

15. Dr. Parveen Kaur Nagpal
Causes of Stress
IV. Environmental Stressors
➢Political Factors
➢Economic Factors
➢Technological Factors
➢Caste and Religion Conflicts

16. Dr. Parveen Kaur Nagpal
Impact / Consequences / Outcome of Stress
Stress has behavioral, cognitive and physiological consequences:
• Burnout
• Effect on Physical and Mental Health
• Psychological Health
• Behavioral Impact

17. Dr. Parveen Kaur Nagpal

18. Dr. Parveen Kaur Nagpal
Managing Stress
I. Managing Stress at Individual Level
• Physical Exercise
• Relaxation Techniques and Meditation
• Work-home Transition
• Cognitive Therapy
• Networking
• Effective Time Management
• Foresighted Nature

19. Dr. Parveen Kaur Nagpal
Managing Stress
II. Role of Organizations in Managing Stress
• Supportive Organizational Climate
• Job Enrichment
• Decentralization of Authority
• Organizational Role Clarity
• Career Planning and Counselling
• Stress Control Workshops
• Employee Assistance Program (EAP) - a specifically, designed program to
solve the personal problems of executives.
• Sabbaticals
• Proper Selection, Placement and Training

20. Dr. Parveen Kaur Nagpal
References
1. Aswathappa, K., “Organizational Behaviour – Text and Cases”, Mumbai:
Himalaya Publishing House, 1996
2. Nagpal, “Human Resource Management”, M. Com Part II, Sem 3, Sheth
Publishers
3. Sharma, Nagpal, “Stress Management”, BMS, Vipul Prakashan.
4. Sharma, Nagpal, “Organizational Development”, BMS, Vipul Prakashan