This document discusses organizational development (OD) techniques. It defines OD as a planned, systematic process of organizational change based on behavioral science research and theory, with the goal of creating adaptive organizations capable of transformation. Some key OD techniques discussed include survey and feedback, process consultation, sensitivity training, the managerial grid, quality circles, team building, and management by objectives. The document provides brief descriptions of each technique and how they are used in OD.

1. ORGANISATION
DEVELOPMENT
AND
OD TECHNIQUES
Rahul Thomas
Sajai Krishna​

2. INTRODUCTION
The term Organizational development was coined by Richard Beckhard in the
mid 1950’s.
Organizational development is an acronym of two words Organization and
Development
ORGANIZATION: A social unit that is structured and managed to meet a need
to pursue collective goals
DEVELOPMENT: The systematic use of scientific and technical knowledge to
meet specific objectives or requirements

3. WHAT IS ORGANIZATIONAL DEVELOPMEMT?
It is a planned ,systematic process of organizational change based
on behavior science research and theory
GOAL
To create adaptive organizations capable of transforming and
reinvesting themselves so as to remain effective
3

4. BASIC CHARACTERISTICS OF OD
• Planned change
• Comprehensive change
• Emphasis upon working groups
• Long range change
• participation of a change agent
• Emphasis on intervention
• Collaborative management
• Organizational culture
• Action Research

5. ROLE OF ORGANIZATIONAL
DEVELOPMENT
5
• To place emphasis on humanistic values
• To treat each human being as complex person
• To increase the level of trust among members
• To increase the level of enthusiasm at all levels
• To increase level of self and group responsibility in planning

6. PROBLEMS IN ORGANIZATIONAL
DEVELOPMENT
6
• Discrepancy in ideal and real life situations
• Lack of open system concept
• Resistance to change
• Lack of motivation among members
• Costly programmes

7. 7
ORGANIZATIONAL
DEVELOPMENT PROCESS

8. MANAGING OD PROCESS
3 basic components of OD program
Diagnosis: Continuous collection of data about total system its subunits ,its
process and its culture
Action : All those activities and interventions designed to improve
organizational functioning
Project Management: All activities designed to ensure the success of the
program
8

9. OD INTERVENTIONS 9
OD intervention techniques are methods created by OD
professionals and others for organizational development
Single Organization or consultant cannot use all the interventions.
They use interventions depending upon the need or requirements

10. OD INTERVENTION TECHNIQUES
• Survey and Feed back
• Process consultations
• Sensitivity Training
• The managerial Grid
• Goal setting and planning
• Team building
• Management by objectives(MOB)
• Quality circle
10

11. SURVEY AND FEED BACK
11
Survey Feedback is tool which provides an
organization with a honest opinion of what their
present or future customers think about them and
helps them in taking an informed decision.

12. PROCESS
CONSULTATIONS
12
• Process Consultation is the creation of a
relationship with the client that permits the client to
perceive, understand, and act on the process
events that occur in the client’s internal and
external environment in order to improve the
situation as defined by the client

13. SENSITIVITY TRAINING
Sensitivity training refers to one of the organizational
development techniques which through counseling methods
works on increasing employee well-being, self-awareness of an
individual's own prejudices and sensitivity to others.
13

14. MANAGERIAL GRID
14
The managerial grid model is a self-assessment tool by
which individuals and organizations can help identify a
manager's or leader's style

15. QUALITY CIRCLES
15
• Quality circles involve people in solving problems and
tap their brain power effectively. Quality circle is a
small group of employees in the same work area or
doing similar type of work who voluntarily meets
regularly for about an hour every week to identify,
analyse and resolve work related problems.

16. TEAM BUILDING
High interaction among team members to increase
trust and openness Team building uses high
interaction group activities to increase trust and
openness among team members , improve
coordinative efforts , and increase team
performance

17. MANAGEMENT BY OBJECTIVES
17
• The strategic management model that aims to improve the
performance of an organization by clearly defining objectives
that are agreed to by both management and employees
• Management by objectives (MBO) is a process in which a
manager and an employee agree on specific performance goals
and then develop a plan to reach them.

18. THANK YOU
REFERENCE: ORGANIZATIONAL BEHAVIOUR: K ASWANTHAPPA