Organizational development is defined by several experts as a planned, organization-wide effort led by top management to increase organizational effectiveness through interventions that apply behavioral science knowledge. Companies that enjoy enduring success maintain fixed core values and purpose while constantly adapting their business strategies to a changing world. Organizational development aims to improve an organization's vision, empowerment, learning, problem-solving and culture through collaborative management and the use of consultants, with an emphasis on developing intact work teams.

1. INTRODUCTION TO
ORGANIZATIONAL
DEVELOPMENT
COMPANIES THAT ENJOY ENDURING SUCCESS
HAVE CORE VALUES AND A CORE PURPOSE THAT
REMAIN FIXED WHILE THEIR BUSINESS
STRATEGIES AND PRACTICES ENDLESSLY ADAPT
TO A CHANGING WORLD

2. ORGANIZATIONAL
DEVELOPMENT
 The dynamic of preserving the core while stimulating progress is the reason that
companies such as .....
.......became elite institutions able to renew themselves and achieve superior long-term
performance

3. DEFINITION
Richard Beckard
-“Organization development is
an effort
(1) planned,
(2) organization-wide, and
(3) managed from the top,
(4) to increase organization
effectiveness and health
through
(5) planned interventions in the
organization’s “processes,”
using behavioral-science
knowledge

4. DEFINITION
Thomas Cummings and Christopher Worley: “Organization development is 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

5. DEFINITION
 Wendell French and Cecil Bell:
“Organization development is a long-term effort, led and supported by top management, to
improve an organization’s visioning, empowerment, learning, and problem-solving
processes, through an on-going, collaborative management of organization culture -
with special emphasis on the culture of intact work teams and other team configurations -
utilizing the consultant-facilitator role and the theory and technology applied behavioral
science, including action research”

6. SIMILARITIES OF DEFINITION
 Planned change
 Organization wide
 Supported top down
 Improve organization effectiveness
 Applied Behavioral Science principles

7. PROCESS OF OD

8. ASSUMPTIONS & VALUES
 Dealing with individuals –
 Develop their potential
 Drivers to personnel growth & development.
 Provided with supportive & challenging environment .
 Desire & capable of higher level of contribution than normally permitted.

9. ASSUMPTIONS & VALUES
 Implication of managers-
 Ask, Listen, Support
 Challenge, Encourage Risk taking
 Permit failure , remove obstacles fear
 Give autonomy & responsibilities
 Set high Standard
 Reward success

10. ASSUMPTIONS & VALUES
 Dealing with groups-
 one of the most relevant reference group for individual is work group, including peers &
boss.
 most people desire to be accepted & interacts with one or more small reference group .
 most people are capable of making greater contribution to the groups effectiveness &
development.

11. ASSUMPTIONS & VALUES
 Implications for managers –
 let team flourish
 leaders should invest in groups/ teams
 adopt team leadership style rather than one to one style
 actively engage group members & help leaders in decision making & problem solving
 help group members deal with both positive & negative feelings
 solve problem through mutual interactions

12. ASSUMPTIONS & VALUES
 Designing & running organization-
 traditional org structure to newer organizational design.
 need & aspiration of the employees to be addressed.
 putting people first

13. KURT LEWIN
Kurt Lewin is perhaps best-known for developing Force Field Analysis, using Force Field
Diagrams. The classic force field diagram helps a group picture the "tug-of-war" between
forces around a given issue.

14. FORCE FIELD ANALYSIS

15. KURT LEWIN
Change is a three-stage process

16. MCGREGOR
Douglas McGregor and Richard Beckhard while "consulting together at General Mills in the
1950's, the two coined the term organizational development (OD) to describe an innovative
bottoms-up change effort that fit no traditional consulting categories.

17. MCGREGOR - THEORY X
Y
 Douglas McGregor, an American social psychologist, proposed his famous X-Y theory in
his 1960 book 'The Human Side Of Enterprise'.
 Theory x and theory y are still referred to commonly in the field of management and
motivation, and whilst more recent studies have questioned the rigidity of the model,
 McGregor's X-Y Theory remains a valid basic principle from which to develop positive
management style and techniques.
 McGregor's XY Theory remains central to organizational development, and to improving
organizational culture.

18. THEORY X Y

19. ROBERT BLAKE
Dr. Robert R. Blake (January 21,
1918 – June 20, 2004) was an
American management
theoretician. He did pioneer work
the field of organizational
dynamics.
Together with Jane S. Mouton,
he developed the Managerial Grid
Model (1964), which attempts to
conceptualize management in
terms of relations and leadership
style

20. MANAGERIAL GRID MODEL

21. ROBERT TANENBAUM
Robert Tannenbaum has come
up with new session called as
Team Building in 1952 &1953 at
U.S Naval Ordnance test station at
China Lake, California.
According to Tannenbaum, the
term vertically structured groups
was used with groups dealing with
“Personal Topics”( such as
Interpersonal relationship, self
analysis etc) &
with organization topics( such as
duties and responsibilities, policies
and procedures etc).
These sessions were conducted
with all managers of a given
organization.

22. THANK YOU