organisation development and intervention technique

1. ORGANIZATION
DEVELOPMENT
PROCESS OF O.D. & INTERVENTION TECHNIQUES
Keshav Trikha
Mohd Shoaeb Sheikh
Mudit Dave

2. INTRODUCTION
 Acc. To Wendell French “O.D refers to long range effort to
improve an organization’s problem solving capabilities and
its ability to cope with changes in it’s external environment
with the help external or internal behavioral – scientist
consultants, or change agents ,as they are sometimes
called”.
 Acc. To Bannis “ O.D is response to change, a complex
educational strategy intended to change , the beliefs,
attitudes, values structure of organization.so that they can
better adapt themselves to new technologies, markets and
challenges. It aims at developing the organization into an
organic system as contrasted to mechanical system.”

3. CHARACTERISTICS OF O.D
 It is related to real organization problems instead of hypothetical classroom
cases.
 It is an educational strategy which attempts to bring about a planned
change.
It uses sensitive training methods an emphasis on importance on
experimentally based training.
Its change agents are almost external consultants outside of the
organization.
External change agents and internal organization executives establish a
collaborative relationship involve in mutual trust and influence and determined
goals.
The goals that change agents to seeks to accomplish through O.D tend to

4. GOALS OF O.D
According To French, Some Of The Common Goals Of OD Programs Are:
To increase the level of self and group responsibility in planning and
implementation.
To optimize the effectiveness of both the stable (the basic organization chart)
and the temporary systems (the many projects, committees, etc.) through
which much of an organization’s work is accomplished by built-in and
continuous improvement mechanisms.
To move towards high collaboration and low competition between inter-
dependent units.
To create conditions in which conflict is effectively managed.
To reach the point where decision are taken on the basis of an information
source rather than an organizational role.
To enhance the identification of members and groups within the organization
as a whole

5. PROCESS OF O.D PROGRAMME
1) Plan the change processes- done primarily by trained consultants
(behavioral scientists) advising the top management who approve the
progamme.
2) Change the attitudes and habits of individuals- the way people treat one
another.
3) Change the group climate or culture (the collective attitudes and habits of
individuals).
4) Work out new structures such as:
(a) sub-goals (products, types of patient care, allocation of budget money),
(b) who does what (a new specialization pattern), and
(c) who has the final authority over whom
5) Solve day-to-day problems involving
a) new demands from outside the organization, and
b) new discoveries or demands from inside the organization.

6. ORGANIZATIONAL DEVELOPMENT
TECHNIQUES
 Diagnostic Activities
 Team Building
 Sensitive Training
 Survey Feedback
 Techno Structural Activities
 Intergroup Development

7. DIAGNOSTIC ACTIVITIES
1) An organization development diagnosis analyses the current
condition of an organization.
2) To carry out this diagnosis, managers use questionnaires, opinion
or attitude surveys, interviews & meetings to assess various
characteristics of the organization.
3) The results of this diagnosis may generate profiles of the
organization activities, which can then be used to identify problem
areas in need of correction.

8. TEAM BUILDING
 Team Building activities are intended to enhance the effectiveness &
satisfaction of individuals who work in groups or teams to promote overall
group effectiveness Given the wide spread use of teams today, these
activities have taken on increased importance.
 An Organizational Development consultant might interview team
members to determine how they feel about the group; then an off side
meeting could be held to discuss the issues that surfaced & iron out any
problem areas or member concerns
 Many companies use team Building as one method for changing the

9. SENSITIVE TRAINING
The most commonly used Organizational Development technique is
sensitivity training.
It is called laboratory training as it is conducted by creating an experimental
laboratory situation in which employees are brought together, in groups, to
interact in an unstructured environment.
The members are encouraged to interact with new members and new
individual behaviours.

10. THE OBJECTIVES OF SENSITIVE
TRAINING
 To help people understand themselves better.
 To create better understanding of others.
 To gain insight into the group process.
 To develop specific behavioral skills.

11. SURVEY FEEDBACK
 In Survey feedback each employee responds to a questionnaire
intended to measure perceptions & attitudes(for Ex. satisfaction &
supervisory style)
 Everyone involved, including the supervisor, receives the result of the
survey.
 The aim of this approach is usually to change the behavior of
supervisors by showing them how their subordinates view them.
 After the feedback has been provided, workshops may be conducted to

12. TECHNO STRUCTURAL ACTIVITIES
 It is concerned with the inter relationship of design & technology of
the organization.
 A structural change can increase in decentralization job design
change such as increase in the use of automation & a technological
change involving a modification in work flow.

13. INTERGROUP DEVELOPMENT
 Inter group development seeks to change the attitudes stereotypes and
perceptions that groups have of each other
 Intergroup development activities are designed to increase cooperation and
resolve conflicts that have arisen as a result of interdependence.
 Its aim is to improve the relationship between two or more groups.
 Importance of intergroup development:
One group often works with other groups to achieve their goals on a daily basis;
Different groups within the organization often have diverse issues and preferences which create
problems;
The quality of the interrelationships between different groups can affect the degree of
organizational effectiveness.

14. LIMITATIONS OF OD
Major time requirements
Substantial expense
Possible failure
Possible invasion of privacy
Possible Psychological harm
Emphasis on group processes
rather than performance
Possible conceptual ambiguity
Difficulty in evaluation
Cultural incompatibility

15. CONCLUSION
OD Effort
 is a planned change
 involves the total system
 managed with total acceptance and commitment of the top
management
 is designed to improve organisational effectiveness
 is in terms of intervention at the task or structure or technology or
people level
 is an ongoing process and long term process
 relies primarily on experiential learning
 uses an action research intervention

16. THANK YOU