This document discusses organizational development (OD). It defines OD as a systematic, integrated approach to improve organizational effectiveness by solving problems at all levels. The key objectives of OD include improving performance, adaptability, problem-solving skills, and internal behaviors. OD uses models like Lewin's change model and is based on theories of individual and organizational behavior. Interventions can be individual-focused, like training, or organization-focused, like surveys or team building. Factors like applicability and acceptability influence the choice of interventions. Effective communication is also important for OD.

1. ORGANIZATIONAL
DEVELOPMENT
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2. Meaning
 OD is a systematic, integrated and planned
approach to improve the effectiveness of the
enterprise.
It is designed to solve the problems that
adversely affect the operational efficiency at all
levels.
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3. Characteristics of OD
 OD is a systematic approach to planned change.
It is a structured cycle of diagnosing organizational problems
and opportunities and then applying expertise to them.
 OD is grounded in solid research & theory.
It involves the application of our knowledge of the behavioral
science to the challenges that the organization face.
 OD recognizes the reciprocal relationship between individuals
and organization.
It acknowledges that for organizations to change, individuals
must change.
 OD is goal oriented.
It is a process that speaks to improve both individuals and
organizational well being and effectiveness.
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 OD is designed to solve problems.

4. Objectives of OD:
 To improve organizational performance as measured by
profitabi.ity, market share, innovations etc.,
 Make organization better adaptive to its environment.
 Make the members willing face organizational problems
and contribute creative solution to the organizational
problems.
 Improve internal behavior patterns such as interpersonal
relations, intergroup relations, level of trust and support.
 Understand one’s won and others, openness and meaning
communication and involvement in planning for
organizational development. 4

5. Assumptions:
 Most of the individuals have drives towards personal growth
and development.
 Higher productivity can be achieved when the individual goals
are integrated with organizational goals.
 Cooperation is always more effective than conflict.
 The suppression of feelings adversely affects problem solving,
personal growth and satisfaction with one’s work.
 The growth of individual members is facilitated by
relationships that are open, supportive and trusting.
 The difference between commitment and agreement must be
fully understood.
 OD programmes, if they are to succeed, must be reinforced by
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the organizational total human resource system.

6. OD models:
 Kurt Lewin’s Change model:
Unfreezing  Change  Refreezing
 Greiner’s model:
Change occurs in terms of certain sequential
stages.
 Leavitt’s model:
Interactive nature of the various subsystems
in the change process.
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7. Leavitt’s model
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8. OD interventions
 Individual focused
 Organization focused
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9. Individual focused
 Sensitivity training
 Skill training
 Job redesigning
 Role negotiation
 Career planning
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10. Organization focused
 Survey feedback
 MBO
 QWL
 Team building
 Process consultation
 Grid training
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11. Factors influencing choice of
and OD intervention:
 Applicability
 Feasibility
 Acceptability
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12. Communication
 Meaning
Transference of messages or exchange of
ideas, facts, opinion or feelings by 2 or more
persons.
It is an art of making one’s ideas and opinion
known to others.
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13. Nature of Communication:
 Communication involves 2 parties
 The 2 parties must have the ability to convey as
well as to listen
 Communication includes sending and also
receiving the response to the message.
 The message can be conveyed verbally, in
written, by means of signs, gestures or symbols.
 Communication is a continuous process.
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14. Need for Communication
 Adequate and timely Communication helps
managers discharge their functions of planning,
organising, staffing, directing and controlling.
 Ensures willing, cooperation
 A good communication system communicating
quality information contributes positively to the
quality of decisions.
 Coordination of activities across the departments
in the organization.
 Moulds attitude and builds up employee morale. 14

15. Process of Communication
 Communicator  Encoding  Message 
medium  Decoding  Receiver  Feed back.
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16. Channels of Communication:
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17. Barriers to communication
 Filtering Barriers
 Language Barriers
 Physical Barriers
 Status Barriers
 Emotional Barriers
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18. How to make communication
effective
 Language
 Regulating the flow
 Feedback
 Listening carefully
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