1. ORGANISATION DEVELOPMENT

2. Definition
OD is a long term effort, led and supported by top
management to improve an organisation’s
visioning, empowerment, learning and problem
solving
processes,
through
an
ongoing
collaborative management of organisation
culture-with special emphasis on the culture of
intact work teams and other team configurationsusing the consultant facilitator role and the theory
and technology of applied behavioural science,
including action research.

3. FOCUS OF OD
 Organisational transformation
 Learning organisation
 Interest in teams
 Interest in TQM
 Visioning

4. ASSUMPTIONS
 About individuals
 Individuals have drive for personal
growth
 People desire to make greater
contributions towards achieving
organisational goals

5. About groups
 Psychologically relevant group is work
group
 People want to be accepted at least in
one group
 Most people are capable of making
greater contributions towards group
development
 Formal leader cannot perform all
leadership functions
 Suppressed feelings are dangerous
 Attitudinal problems require

6. About Organisations
 Experimenting with new organisation
structures and forms of authority is
imperative
 There exists a win-lose situation in
organisations
 Needs and aspirations of human beings
are reasons for organised efforts in
society

7. Foundations of OD
 Models and theories of planned change
 Systems theory
 Participation and empowerment
 Teams and teamwork
 Parallel learning structures
 A normative re-educative strategy of changing
 Applied behavioural science
 Action research
Study: BURKE—LITWIN model of change

8. Components of OD Process
 Diagnosis: of strengths, opportunities,
problems
 Actions/interventions
 Evaluation of actions
 Problem solved –terminate action
problem not solved- initiate new actions
problem not solved- redefine problem
problem solved , new problem developsnew actions

9. OD INTERVENTIONS
A sequence of planned activities, actions,
and events intended to help an
organization improve its performance and
effectiveness

10. How does OD intervention fit into
the OD process?
Interventions purposely
disrupt the status quo.

11. Institutionalizing interventions
 Organization characteristics
 Intervention characteristics
 Institutionalization processes
 Indicators of Institutionalization

12. Organization characteristics
 Congruence
 Stability of environment and technology
 Unionization

13. Intervention Characteristics
• Need/Goal specificity
• Scope/Level of change target
• Focus/Purpose
• Internal support
• Requirements, Specifications, Constraints
• Programmability
• Costs/Benefits

14. Team interventions

15. Work group
 Reporting to common superior
 Face to face interaction
 Interdependence
CROSS-FUNCTIONAL TEAMS

16. Effective teams
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Clear purpose
Informality
Participation
Listening
Civilised disagreement
Consensus decision making
Open communications
Clear roles
Shared leadership
External realtions
Style diversity
Self-assessment

17.  Family group diagnostic meeting.
 Family group team building meeting
 Role analysis technique
 Role negotiation technique.
 Responsibility charting
 Force field analysis technique

18. Role analysis technique
-By Ishwar Dayal and JM Thompson
1. Focal role initiated
2. Expectations of others
3. Expectations from the focal role

19. Intergroup
Interventions

20.  Intergroup Team building intervention
 Organisation mirror intervention

21. Personal and
Interpersonal
Interventions

22. Interpersonal and Personal
Interventions
 Sensitivity training.
 Transactional analysis.
 Behavior modeling.
 Life and career planning interventions

23. STRUCTURAL
INTERVENTIONS

24.  Socio-technical systems
 Work-redesign
 MBO and appraisal
 Quality Circles
 QWL projects
 Parallel learning structures
 TQM