ORGANISATION DEVELOPMENT,CONTRIBUTORY STEMS HISTORY,Meaning & definition of Organization Development History of Organization Development Contributory stems of Organization Development Stages on contributory system

1. A SEMINAR ON
ORGANIZATION DEVELOPMENT
HISTORY AND
CONTRIBUTORY STEMS
OF
ORGANIZATIONAL DEVELOPMENT

2. CONTENTS
• Meaning & definition of Organization
Development
• History of Organization Development
• Contributory stems of Organization
Development
• Stages on contributory system

3. Meaning
• OD is the act, process , or result of furthering ,
advancing or promoting the growth of an
organization .
• OD is anything done or ‘better’ an organization.
• OD is an effort planned, organization, managed
from the top , to increase organization
effectiveness and health through planned
interventions in the organization “process” using
behavioural science knowledge.

4. Definition
• Organization development is a planned process of
change in an organization’s culture through the
utilization of behavioural science technologies ,
research , and theory.
BURKE,1994.
Recent definition of OD:-
BEER IN 1990:
The goals of OD are,
(a).improving compatibility among organizational structures,
processes , strategy , people and culture.
(b).Developing new and creative organizational solutions and
(c).Developing the organization’s self -renewing capacity.

5. History of organization devlopment
The term ‘organization development’ was
started in the year 1960 by behavioural
scientists like
“Robert blake”
“Jane mouton” .
Organization development basically emerged
from five main backgrounds or stems.

6. Contributory stems
Laboratory training background
Action research & survey feedback background
Normative background
Productivity & quality of work life background
Strategic change background

7. 1.LABORATORY TRINING BACKGROUND
• The laboratory trining was first started in 1946.
• The first stem was about the growth and development
of the National Training laboratories(NTL)and the
training groups called as sensitivity training or T-
groups.
• The first stem developed laboratory training or the T-
groups.
• A T-group is a small, unstructured group where in
the participants learn out of their own interactions
dynamic like interpersonal relations, person growth ,
leadership and group dynamic.

8. 2.ACTION RESEARCH & SURVEY FEEDBACK BACKGROUND:-
• Kurt Lewin the action research and survey
feedback method in 1947.
• Action research process is a scientific process
of gathering organizational data, giving
feedback , analyzing and discussing the result
with the client groups and taking cooperative
actions for developing the organisation.

9. 3.Normative background
• The normative approaches has resulted in a
contingent view that effects the external
environment .
• Normative approaches has technology and
other determining forces which influence the
organisational design and management
practices.

10. 4.PRODUCTIVITY
&
QUALITY OF WORK LIFE BACKGROUND
• Productivity and quality -of -work- life (QWL)
background is divided into two phases.
• The Europe’s original projects in 1950s and their
emergence in US 1960s explained the first phase of QWL
programs incorporate participation by unions and
management in the work design leading to greater
levels.
• The second phase of QWL programs started in 1979.
QWL approach started including other features like
reward systems, workflows, management styles and the
physical work environment .

11. 5.Strategic change background
• The strategic change background is a latest
effect on organizational development’s
evolution.
• Strategic change enhances the alignment
between the organisational environment ,
strategy and organizational design.
• Strategic change background is a long term
plan.

12. Stages in contributory system
STAGE VI RENEW &
REBUILD
STAGE V SPECIALIZE &
CONTROL
STAGE IV MATURING
STAGE III GO-GO
ST STAGE II START UP & LUNCH
STAGE I INCEPTION

13. STAGE I – INCEPTION
• Often, organization are formed when a founder
(or a group of founders) recognizes an unmet
need and decides to do something about it .
• The founder court followers by articulating her
values and ideas.
• If the founders perceives sufficient support ,
he/she undertakes the moves from inspiration
to conceiving a new organization.

14. STAGE II – START -UP & LAUNCH
• Now the organization moves from visioning to
planning and implementing the dream .
• location are chosen, buildings outfitted and the first
staff .
• There is a constant cry for “cash” as start-up funding
is quickly exhausted.

15. STAGE III–GO-GO
• As more paid staff comes on board ,the organization
begins to need centralized and unified direction .
• The senior leader transitions from an educator-in-
chief into a functional manger and often some of her
first direct reports transition from managing
themselves to managing staff .

16. STAGE IV-MATURING
• By this point in the life cycle the organization is firmly
established .
• Basic resources are in place , and, typically , continuous
growth creates demand for more resources.

17. STAGE V - SPECIALIZE & CONTROL
• In the best scenarios, healthy organization at this
stage are systematic enough to understand the
reason for their successes able to replicate them .
• they address and solve problems caused by change.

18. STAGE VI - RENEW & REBUILD: -
• Changing external forces or an implosion of internal
forces or unprecedented opportunities, or a combination
of these three dynamic propel the organization into a
large –scale review of its identity, values , vision and
mission.
• Generally , most of the original founders have left or
moved on and a new generation of leaders takes on the
responsibility of the organization.