This document discusses organizational development (OD) and the diagnostic process used in OD. It defines OD as a planned, systematic, and collaborative process that applies behavioral science principles to improve organizational effectiveness. The diagnostic process involves collecting information through methods like questionnaires, interviews, observations, and unobtrusive measures in order to analyze issues and plan interventions. The interventions are then implemented and evaluated in an ongoing process of maintenance to continuously monitor and improve the organization.

1. Presented By -
Priyanka Sharma - 77
Shephali Srivastava - 96

2. What’s Organizational
Development ???
Organizational
Development
Planned &
Systematic
Process
Collaborative
Diagnosis
Support Of
Top
Management
Application Of
Behavioral
Science
Principles
Introduced to
enhance
Organizational
effectiveness

3. Organizational Iceberg
Model

5. “Diagnosis is a
collaborative
process between
organizational
members and the
OD consultant to
collect pertinent
information, analyze
it, and draw
conclusions for
action planning and
intervention.”
Definition Of Diagnostic Component

6. Methods for
Collecting Data
Questionnaire
s
Permits
quantitative
comparison and
evaluation
Interviews
Interviews may be
highly structured
or unstructured
Observations
Observe
organisational
behaviors in their
functional settings
Unobtrusiv
e Methods
• Data is not
collected directly
from respondents
but from secondary
sources

7. Questionnaires
 One of the most efficient
ways of collecting data
 Contain fixed-response
questions about various
features
 Administered to large
numbers of people
simultaneously
 Can be analyzed quickly
 Permit quantitative
comparison and
evaluation
ADVANTAGES:
– Responses can be quantified and
summarized
– Large samples and large quantities
of data
– Relatively inexpensive
DIS ADVANTAGES:
– Predetermined questions
– No chance to change
– Over interpretation of data possible
– Response biases possible

8. Interviews
Interviews may be highly
structured
• resembling questionnaires
Interviews may be highly
unstructured
• starting with general
questions that
allow the respondent to
lead the way
ADVANTAGES:
– Responses can be quantified and
summarized
– Large samples and large quantities
of data
– Relatively inexpensive
DIS ADVANTAGES:
– Predetermined questions
– No chance to change
– Over interpretation of data possible
– Response biases possible

9. Observation
More direct way of collecting
data
 Observe organizational
behaviors in their functional
settings
ADVANTAGES:
– Collect data on actual behaviour,
rather than reports of behaviour
– Real time, not retrospective
– Adaptive
DIS ADVANTAGES:
– Coding and interpretation
difficulties
– Observer bias and questionable
reliability
– Can be expensive

10. Unobtrusive
 Data is not collected directly
from respondents but from
secondary sources
 Use records of absenteeism or
tardiness, grievances, quantity
and quality of production or
service, financial performance
and correspondence with key
customers, suppliers or
governmental agencies
 Helpful in diagnosing the
organisation, group and
individual outputs
ADVANTAGES:
– Non-reactive, no response bias
– High face validity
– Easily quantified
DIS ADVANTAGES:
– Access and retrieval difficulties
– Validity concerns
– Coding and interpretation
difficulties

11. “Action plans are OD
interventions specifically
tailored to address issues
at individual, group,
inter-group, or
organizational levels as
well as issues related to
selected processes.”
Definition Of Action Component

12. OD Interventions – Actions taken to
produce desired changes!!!
Need for OD Intervention
Corrective Action
When an
organisation has a
problem it takes
corrective action –
to fix it
Enabling Action
When an
organization sees an
unrealized
opportunity it uses
this action to seize
the opportunity
Alignment Action
When features of
organization are
out of alignment
this action gets
things back ‘in sync’
New Vision
When yesterday’s
vision is no longer
good enough
actions to build
necessary
structures, processes
and culture are
needed to make new
vision a reality

13. Action Process
Planning
Action
Executing
Action
Evaluating
Action
Analyzing Discrepancies
What is
happening?
What should be
happening?
Where one wants
to be?
Where one is?

14. “This component is
concerned with self-
analysis and self-
reflection as a means to
self-improvement. Action
Research principles are
observed in goal-setting
and feedback
mechanisms to monitor
and evaluate actions.”
Definition Of Process Maintenance

15. Process Maintenance
 Acknowledgement and Ownership –
Organization members acknowledge the ownership of
interventions and of the entire OD program.
 Cope with Problems –
The Process Maintenance Component models the ability
to cope with problems and opportunities in the internal
and external environments.
 Relevance and Effectiveness of Interventions –
This component tests the effectiveness and relevance of
interventions. It insures that the intended consequences do
not obviate the organization and the OD program’s goals.