This document provides an overview of organization development (OD). It discusses that OD is a relatively new field that emerged in the 1950s and 1960s to help organizations function better through planned interventions. The document outlines several models of OD, including Lewin's three-stage change model, Lippitt et al.'s seven stage consulting process, and Burke-Litwin's model of transactional and transformational change. It also discusses key aspects of OD like participation, teams, interventions, diagnosis, and managing the change process.

1. ORGANIZATION DEVELOPMENT
Presented by:
EKO SATRIYO

2. About Organization Development (OD)
Relatively new field of study – 50’s & 60’s
OD is about how organizations and people function and
how to get them function better
Start Point – when the leader identifies an undesirable
situation and seeks to change it.
Focus - Making organizations function better (total
system change).
Orientation - Action (achieving results through planned
activities).
No unifying theory – just models of practice
OD is an organization improvement strategy

3. Intergroup conflictOrganization
Interpersonal conflicts
Low productivity
Poor alignment to organization’s strategy
Start Point

4. Focus
Change – new state of things, different from old state of
things
Can be viewed as an opportunity or as a threat
Change
First order change
Second order change
(making moderate adjustments)
(reinvent, reengineer, rewrite)
OD consultants are experts in organizational change
What needs to be changed and how to go about it

5. Orientation
Diagnosing
Taking Action
Re-Diagnosing
Taking New Action
This process is known as
‘Action Research’
Change occurs based on the actions
taken
New knowledge comes from
examining the results of the actions.
Three ingredients:
1. Participation
2. OD consultant (as collaborator & colearner)
3. Iterative process of diagnosis & action

6. Definition(s) of OD
Organization Development is an effort (1) planned, (2) organization-wide, and
(3) managed from top, to (4) increase organization effectiveness and health
through (5) planned interventions in organization ’ s “ processes ” , using
behavioral-science knowledge. …Beckhard, 1969
Organization Development is a process of planned change – change of an
organization ’ s culture from one which avoids an examination of social
processes (especially decision making, planning and communication) to one
which institutionalizes and legitimizes this examination. …Burke & Hornstein, 1972
Organization Development is a systematic application of behavioral science
knowledge to the planned development and reinforcement of organizational
strategies, structures, and processes for improving an organization ’ s
effectiveness. …Cummings & Worley, 1993
Organization development is a planned process of change in an
organization ’ s culture through the utilization of behavioral science
technologies, research, and theory.
…Burke, 1994

7. Organization Development is…
a system wide application and transfer of
behavioral science knowledge to the
planned development, improvement, and
reinforcement of the strategies, structures,
and processes that lead to organization
effectiveness.

8. History of OD
Four major stems of OD
(1) T-group
(2) Survey Feedback Technology
(3) Action research
(4) Sociotechnical & Socioclinical approaches
(1) T-Group (Laboratory Training) – participants learn from their
own actions and the group’s evolving dynamics
(2) Developing reliable questionnaires, collecting data from
personnel, analyzing it for trends, and feeding the results back
to everyone for action planning
(3) Diagnosing, taking action, re-diagnosing and taking new
action
(4) Integrate social requirements of employees with technical
requirements needed to do work in provided environment.

9. Revolutionary Values & Beliefs of OD
Organic systems (mutual confidence & trust) rather than mechanical
systems (authority-obedience) …. Warren Bennis
Basic units of change are groups, not individuals …. Richard Beckhard
Away from resisting and fearing individual differences towards accepting
and utilizing them …. Robert Tannenbaum
Trust and respect for individual
Open communication
Decentralized decision making
Collaboration and cooperation
Appropriate use of powers
Authentic interpersonal relationships
Radical departure from
accepted values and
beliefs of 1960’s

10. Second-Generation OD
Organization Transformation
Organizational Culture
Learning Organization
Total Quality Management
Visioning and Future Search
Business Process Reengineering
Quality of Work Life

11. Models and theories
Kurt Lewin
Change is a three-stage process
Stage 1- Unfreezing the old behavior/ situation
Stage 2- Moving to a new level of behaviors
Stage 3- Refreezing the behavior at the new level
Edgar Schein modified this theory by specifying psychological
mechanisms involved in each stage
Later Ronald Lippitt, Jeanne Watson and Bruce Westley expanded
this model into seven-stage model

12. Models and theories Contd..
Phase 1
Phase 2
Phase 7
Phase 6
Phase 5
Phase 4
Phase 3
Developing a need for change.
Establishing the change relationship.
Diagnosing the client system’s problem.
Examining alternative routes, establishing goals
and intentions of action.
Transforming intentions into actual change efforts.
Stabilizing change.
Achieving a terminal relationship.
Seven stage model representing the consulting process

13. Models and theories Contd..
Five critical leverage
points (tracks) for
organization change
1. The culture track
2. The management skills track
3. The team-building track
4. The strategy-structure track
5. The reward system track
AT&T, Eastman Kodak, Ford, General Electric, Xerox etc.
Track 1 : Enhances trust, communication, information sharing
Track 2 : Provide new ways of coping with complex problems
Track 3 : Infuses new culture and updated management skills
Track 4 : Develops revised strategy plan for organization
Track 5 : Establishes performance based reward system
Ralph Kilmann

14. Models and theories Contd..
Warner Burke
The Burke-Litwin Model of Organizational Change
Change
First order change (Transactional change)
Second order change (Transformational change)
OD interventions directed towards structure, management
practices, and systems (policies & procedures) result in
first order change.
OD interventions directed towards mission and strategy,
leadership, and organization culture result in second order
change.

15. Models and theories Contd..
Transformational
factors
Transactional
factors

16. Models and theories Contd..
Jerry Porras Peter Robertson
Porras & Robertson Model of
Organizational Change
OD interventions alter features of the work setting causing
changes in individuals’ behaviors, which in turn lead to
individual and organizational improvements.
Work setting factors
Organizing arrangements
Social factors
Physical setting
Technology
1
2
3
4

17. Models and theories Contd..
Organizing arrangements
Goals, strategies, structure,
policies, procedures
Social Factors
Culture, management style,
informal networks,
individual attributes
Physical Settings
Space configuration,
physical ambiance
Technology
Machinery, tools, IT, job
design

18. Systems Theory
Organizations are open systems in active
exchange with their environment
David A. Nadler
TheCongruenceModel

19. Systems Theory Contd..
Eric Trist
Sociotechnical Systems Theory (STS)
All organizations comprised of two
interdependent systems:
1. Social system
2. Technical system
To achieve high productivity and employee satisfaction,
organizations must optimize both systems.
Changes in one system affect the other system.

20. Participation & Empowerment
Participation in OD programs is not restricted to elites or
top people; it is extended broadly throughout the
organization.
Increased participation and empowerment have always
been central goals and fundamental values of OD.
Participation enhances empowerment and empowerment
in turn enhances performance.
Empowerment is the key to getting people to want to
participate in change.

21. Teams & Teamwork
Many tasks are so complex that they
cannot be performed by individuals;
people must work together to
accomplish them.
Putting those empowered individuals
into teams creates extraordinary
effects on performance.
Teams create synergy i.e. sum of
efforts of team is far greater than sum
of individual efforts.
A number of OD interventions are
specifically designed to improve team
performance. Examples – team
building, quality circles etc.
Characteristics of
successful teams
1.clear, elevating goal
2.result driven structure
3.competent members
4.unified commitment
5.collaborative climate
6.standards of excellence
7.external support and
recognition
8.principled leadership
…..Larson & LaFasto

22. Parallel Learning Structures
A parallel learning structure consists of a steering committee and a
number of working groups* that study what changes are needed,
make recommendations of improvements, and monitor the change
efforts.
(* Idea groups, action groups, implementation groups etc.)
One or more top executive should be part of steering committee
Representatives from all parts of the organization
In large bureaucratic organizations :
1. High forces of inertia
2. Hierarchical communication pattern
3. Standard ways of addressing problems
Here parallel learning structures are best way to initiate change
Inhibit :
learning
Innovation
Change

23. Normative-Reeducative Strategy of Change
Norms form the basis for behavior, and change comes through
reeducation in which old norms are discarded and replaced by new
ones.
Changes in normative orientations involve changes in:
• Attitudes
• Values
• Skills
• Relationships
Norms can be best changed by focusing on the group, not the
individual.

24. Applied Behavioral Science
OD is an application of behavioral science
Pure/ Basic Science Applied Science
Generating knowledge Knowledge to Solve
practical problems
Practice Theory : Diagnosing the situation, then selecting and
implementing treatments based on diagnosis, and finally evaluating
the effects of the treatments.
What helps me solve this problem?
What helps me solve real problems?
Applied Behavioral Science
Practice Research Practice Theory
Behavioral Science Research Behavioral Science Theory
Pure/basicscience
AppliedScience

25. Researcher enters a problem situation, diagnoses it and make
recommendations for remedial treatment (recommendations may not be put
into effect by client group)
People who are to take action are involved in the entire process
from the beginning (involvement increases the likelihood of carrying out the
actions once decided upon)
Researcher keeps the systematic, extensive record of what he/ she did and
what effects it had (may encounter situations too divergent from one another,
which may not permit generalizations)
It is controlled research on the relative effectiveness of various
techniques (is difficult to do when client wants immediate answers)
Diagnostic
Participant
Empirical
Experimental
Action Research
Data Collection
Feedback of data to client system members
Action planning based on the data
Taking action
Evaluating results of actions
Types
Diagnostic
Participant
Empirical
Experimental

26. Managing the OD Process
Three basic components of OD programs:
Diagnosis Continuous collection of data
about total system, its
subunits, its processes, and
its culture
Action All activities and interventions
designed to improve the
organization’s functioning
Program
management
All activities designed to
ensure success of the
program

27. Diagnosing Organizational Subsystems
Diagnostic targets Information sought Methods of Diagnosis
The total organization Q) What is organization’s culture?
Q) Are organizational goals and strategy
understood and accepted?
Q) What is organization’s performance?
• Examination of organizational records –
rules, regulations, policies
• Questionnaire survey
• Interviews (both group & individual)
Large and complex
subsystems
Q) What are the unique demands on this
subsystem?
Q) Are organization structures and processes
related to unique demands?
Q) What are the major problems confronting this
subsystem?
• Questionnaire survey
• Interviews
• Observations
• Organization records
Small and simple
subsystem
Q) What are major problems of the team?
Q) How can team effectiveness be improved?
Q) Do individuals know how their jobs relate to
organizational goals?
• Individual interviews
• group meeting to review the interview data
• Questionnaires
• Observation of staff meetings and other day-
to-day operations
Intergroup subsystems Q) How does each subsystem see the other?
Q) What problems do the two groups have in
working together?
Q) How can they collaborate to improve
performance of both groups?
• Interviews of each subsystem followed by
‘sharing the data meeting’
• Flowcharting critical processes
• Meetings between both groups
Individuals Q) Do people perform according to organization’s
expectations?
Q) Do they need particular knowledge or skills?
Q) What career development opportunities do
they have/ want/ need?
• Interviews
• Information from diagnostic meetings
• Data available with HR department
Roles Q) Is the role defines adequately?
Q) What is the ‘fit’ between person and role?
Q) Is this the right person for this role?
• Role analysis
• Observations
• Interviews

28. Diagnosing Organizational Processes
Organizational
Processes
Information sought Methods of Diagnosis
Communication
patterns, styles &
flows
Q) Is communication open or closed?
Q) Is communication directed upward, downward,
laterally?
Q) Are communications filtered? ….. Why? How?
• Observations – in meetings
• Questionnaires
• Interviews and discussion with group
members
Goal setting Q) Do people set goals?
Q) Who participates?
Q) Do they possess necessary skills for effective
goal setting?
• Questionnaires
• Interviews
• Observations
Decision making,
problem solving &
action planning
Q) Who makes decisions?
Q) Are they effective?
Q) Are additional decision making skills needed?
• Observations of problem-solving meetings
• Analysis of videotaped sessions
• Organizational records
Conflict resolution and
management
Q) Where does conflict exist?
Q) Who are involved parties?
Q) How is it being managed?
• Interviews
• Flowcharting critical processes
• Meetings between both groups
Superior-subordinate
relations
Q) What are the prevailing leadership styles?
Q) What problems arise between superiors and
subordinates?
• Questionnaires
•Interviews
Strategic management
& long range planning
Q) Who is responsible for ‘looking ahead’ and
making long term decisions?
Q) Do they have adequate tools and support?
Q) Have the recent long range decisions been
effective?
• Interviews of key policy makers
• Group discussions
• Examination of historical records

29. Diagnosis – The Six-Box Model
Leadership
Purposes
Relationships
Helpful
Mechanisms
Rewards
StructureWeisbord identifies six
critical areas where
things must go right if
organisation is to be
successful. According to
him, the consultant must
attend to both formal
and informal aspects of
each box.
This model is still widely used
by OD practitioners
Marvin Weisbord

30. Actions
Interventions are the actions taken to produce desired changes.
Four conditions that give rise to the need for OD interventions:
1. The organisation has a problem
(corrective action – to fix it)
2. Organization sees an unrealized opportunity
(enabling action – to seize the opportunity)
3. Features of organization are out of alignment
(alignment action – to get things back ‘in sync’)
4. Yesterday’s vision is no longer good enough
(action for new vision – actions to build necessary
structures, processes and culture to make new vision a
reality)

31. Interventions
Major families of OD interventions:
1. Diagnostic
2. Team-Building
3. Intergroup
4. Education and Training
5. Structural
6. Process Consultation
7. Grid Organization Development
8. Third-Party Peace Making
9. Coaching and Counseling
10.Life and Career Planning
11.Planning and Goal Setting
12.Strategic Management
Each of these families of interventions includes many activities

33. Example : Team Building Interventions
Team building
interventions
Intact work
teams
Special teams
Diagnostic meetings
Team building focused on goal setting,
decision making, problem solving etc.
Building & mainitaining effective
interpersonal relationships
Role analysis techniques for role
clarification & defination
Team building focused on task
accomplishment
Task allocations
Interunit conflicts
Role negotiation

35. Program Management
Motivating Change
Creating a Vision
Developing Political Support
Managing the Transition
Sustaining Momentum
Effective Change
Management
Cummings and Worley identified 5 sets of activities required for effective
change management:

36. Program Management Contd..
John P. Kotter
Kotter’s 8-stage process for managing organizational change:
Establishing a sense of urgency
Creating a guiding coalition
Developing a vision and strategy
Communicating the change vision
Empowering a broad base of people to take action
Generating short term wins
Consolidating gains and producing even more change
Anchoring (institutionalizing) the new approaches into the culture
1
2
3
4
5
6
7
8
HBR,Mar-Apr1995,p.61

37. SIGNIFICANCE OF HUMAN RESOURCE
DEVELOPMENT
• The term refers to the knowledge, skills,
creative abilities, talents, aptitudes, values
and beliefs of an organization’s workforce
• Human resources development improves the
utilization value of an organization
• The efficiency of production process and
various areas of management depends to a
greater extent on the level of human
resources development

38. CHANGING ENVIRONMENTAL FACTORS
• The vitality of human resources to a nation and to the
industry depends upon the level of its development.
• HRD assumes significance in view of the fast changing
organizational environment and need of the
organization to adopt new technologies in order to
respond to the environmental changes due to:
– Unprecedented increase in competition within and outside
the country consequent upon the announcement and
implementation of economic liberalization
– Trends towards market economy are more prevalent in
most of the countries indicating only the industries strong
in all respects to continue in the market and other
industries are forced to withdraw from the market

39. THE CONCEPT OF HUMAN RESOURCES
DEVELOPMENT
• HRD is mainly concerned with developing the skills,
knowledge and competencies of people and it is people-
oriented concept
• The concept of HRD is not yet well conceived by various
authors though they have defined the term from their
approach as it is of recent origin and still is in the
conceptualizing stage.
• Many personnel managers and organizations view HRD as
synonymous to training and development
• The concept was formally introduced by Leonard Nadier in
1969 as “ those learning experiences which are organized
for a specific time and designed to bring about the
possibility of behavioural chang

40. FEATURES OF HRD
• HRD is a systematic and planned approach for the
development of individuals in order to achieve
organizational, group and individual goals
• HRD is a continuous process for the development
of technical, managerial, behavioural and
conceptual skills and knowledge
• HRD develops the skills and knowledge not only
at the individual but also at dyadic level, group
level and organizational level

41. FEATURES OF HRD
• HRD is multi-disciplinary.
• It draws inputs from Engineering, Technology,
Psychology, Anthropology, management,
Commerce, Economics, Medicine etc.
• HRD is embodied with techniques and
processes
• HRD is essential not only for manufacturing
and service industry but also for information
technology industry

42. SCOPE OF HRD
• Recruiting the employees within the dimensions
and possibilities for developing human resources
• Selecting those employees having potentialities
for development to meet the present and future
organizational needs
• Analysing, appraising and developing
performance of employees as individuals,
members of a group and organizations with a
view to develop them by identifying the gaps in
skills and knowledge

43. NEED FOR HRD
• Changes in Economic Policies
• Changing job requirements
• Need for Multi-skilled Human Resources
• Organizational viability and transformation
process
• Technological Advances
• Organizational complexity
• Human Relations

44. HRD OBJECTIVES
• To enhance organizational capabilities
• To aid total quality management
• To provide comprehensive framework for HRD
• To prevent employee obsolenscence
• To develop creative ability and talents
• To prepare employee for higher level jobs
• To promote individual and collective morale, a
sense of responsibility, co-operative attitudes and
good relationships

45. HRD FRAMEWORK
• Recent economic liberalization announced by the government of
India tend towards market and economy and started creating more
dynamic environment in India than ever before
• Human resources planning for HRD should plan for human
resources not only for the present and future jobs but also roles
• Organizational plans including the plans for change, based on
environmental opportunities and threats, are the basis to
determine organizational requirements
• Human resources to be acquired and developed are determined in
terms of skills, knowledge, abilities, values, aptitude, beliefs,
commitment etc.
• The outcomes of HRD are four-fold: to the organization, to the
individuals, to the groups and to the society

46. TECHNIQUES OF HRD
• Performance Appraisal
• Potential Appraisal
• Employee Training
• Executive Development
• Career Planning and Development
• Social and Cultural Programmes
• Organizational change & Organizational
Development
• Workers’ participation in management

47. TECHNIQUES OF HRD
• Quality Circles
• Employee Counselling
• Role Analysis
• Communication Policies and practices
• Monetary Rewards
• Non-monetary Rewards
• Employee Benefits, and
• Grievance Mechanism

48. HRD OUTCOMES
• HRD outcomes provide the ground rules to
build an organization excelling in people,
processes, products and profits:
– Training makes people more competent
– There is greater clarity of norms and standards
– People become more committed to their jobs
– People develop great trust and respect for each
other
– HRD helps inducing multi-skills to the employees

49. THE FUNCTIONS OF HRD MANAGER
• Role analysis
• HR planning
• Recruitment
• Selection
• Placement
• Induction and orientation
• Performance Appraisal
• Training

50. THE FUNCTIONS OF HRD MANAGER
• Management development
• Career Planning and development
• Organization Development
• Compensation
• Social and Cultural Programmes
• Workers’ Participation in Management
• Quality Circles
• Employee Counselling
• Teamwork

51. HRD TASKS OF LINE MANAGER
• Appraisal
• Sub-system Training
• Career

52. ATTRIBUTES OF AN HRD MANAGER
• Technical
– Knowledge and skill in counselling
– Knowledge of behavioural sciences
– Knowledge of techniques in behavioural research
• Managerial
– Organizing ability,
– Systems development skills

53. • Personality
– Initiative
– Faith in human being and their capabilities
– Positive attitude towards others
– Imagination and creativity
– Concern for excellence
– Concern for people and their development
– Attitude for research and development work
– Interest in learning new things
– Ability to work as a team member