The document provides a comprehensive overview of organizational development (OD), including its history, components, objectives, characteristics, assumptions, and values. It outlines various historical milestones, such as the initiation of laboratory training, action research, and quality of work life initiatives, as well as essential elements like long-term efforts, top management support, and collaborative problem-solving. Additionally, it emphasizes the focus on human and social aspects within organizations, aiming for ongoing improvement and empowerment of employees.

1. OD’History, Basic components,
Objectives, Characteristic,
Assumption and Values

2. ORGANIZATIONAL DEVELOPMENT
OD
History
Basic
Components
Objectives
Characteristic
Assumption And
Value

3. History of OD:

4. Laboratory Training Background
• Laboratory training began in 1946, when Kurt Levin was asked for
help in research on training community leaders
• A workshop was developed and the community leaders were
brought together
• At the end of each session the researchers discussed the behaviors
they had observed
• Thus the first T-group was formed in which people reacted to
data about their own behavior

5. • The researchers drew two conclusion about this first T- group experiment
Feedback about group interaction was a rich learning experience.
• Applying T-group techniques to organizations gradually became known as “team
building “

6. Action Research and Survey Feedback
Background
• The action research contribution began in 1940
• The research needed to be closely linked to the actions
• A collaborative effort was made, to collect the organizational data
• To analyze the cause of the problem and then to device and implement a solution
• Further data was collected to asses the results

7. QUALITY OF WORK LIFE
 This phase was developed in Europe in 1950 based on the research
of Eric Trist.
 The contribution of QWL can be explained in two phases:
 This program involved developing a work design which aimed at
better integrating technology and people.
 Participation by unions and management in the work design.
 The distinguishing characteristics of this program was developing
self managing groups .
 The second phase of QWL continues under the banner of employee
involvement.
 Employee contribution helps in running the organization so that it
can be more flexible, productive and competitive.

8. Basic Components:
 Long-term effort: It means that organization change and
development take time. It is more accurate to describe improvement
as a never ending of continuous change.
 Led and supported by top management: Top management must
lead and activity encourages the change effort. Top management
must initiate the improvement journey and be committed ti seeing it
through.
 Visioning process: Through this process organization members
develop a viable, coherent and shared picture of the nature of the
product and services the organization offered.

9.  Empowerment process: It means those leadership behavior and
human resource practices that enables organization members to
develop and use their talents as fully as possible.
 Learning process: It means those interacting, listening and self-
examining process that facilitate individual, team and organizational
learning.
 Problem solving process: It refers to the ways organization
members diagnose situation, solve problems, make decisions and
take actions on problems, opportunities, and challenges in the
organizations environment and its internal functioning.
 By ongoing collaborative management: One of the most important
things to manage in organizations is the culture. The prevailing
pattern of the values, attitude, beliefs, assumptions, activities, norms
and artifacts affect organization activates.

10.  Liberation Management: Liberation management is that cotemporary
bureaucratic structures with their functional specialties and rigid
hierarchies are all wrong for the demands of today’s fast faced market
place.
 Using the consultant facilitators role: It conveys our beliefs that leaders
can benefit from seeking professional assistance in planning and
implementing OD initiatives.
 Action research: It means the participative model of collaborative
and iterative diagnosis and taking action in which the leader,
organization members, and OD practitioners work together to
defined and resolve problems and opportunities.
 By intact work teams and other configurations: It recognizes that
teams can contribute in accomplishing works in organizations. The
most prevalent forms of teams in organizations are intact work
teams consisting of superiors and subordinates with a specific job to
perform.

11. Objectives:
 To increase the level & trust and support among organizational
members.
 Individual and group development.
 To increase the level of personal enthusiasm and satisfaction in the
organization.
 Focus on value development.
 Empowerment of social sides of employees.
 To increase the organization’s problem solving.

12.  To increase the openness of
communication laterally,
vertically and diagonally.
 To create an environment in
which authority of assigned
role is implemented by authority
based on knowledge and skill.
 To find synergistic solutions to Fig.Vertical Horizontal communication
problems with greater frequency.
 To increase the level of self and group responsibility in planning and
implementation.
 To put in place processes that will help improve the ongoing
operation & the organization on a continuous basis.

13. CHARACTERISTIC:
 OD focuses on culture and processes: Organization development
on culture and process of proper and organization on following
suitable and positive culture level and process success organization
development program depend.
 Collaboration: Specifically, OD encourages collaboration between
organization leaders and members in managing culture and
processes.
 Accomplishment of tasks: Teams of all kinds are particularly
important for accomplishing tasks and are targets for OD activities.
 Human and social sides:OD focuses on the human and social side
of the organization and in so doing also intervenes in the
technological and structural sides.

14.  Participation: Participation and involvement in problem solving
and decision making by all levels of the organization are hallmarks
of OD.
 System change: OD focuses on total system change and views
organizations as complex social systems.
 Facilitation: OD practitioners are facilitators, collaborators, and co
learners as complex social systems.
 Over arching goals: An over reaching goal is to make the client
system able to solve its problems on its own by teaching the skills
and knowledge of continuous learning through self analytical
methods. OD views organization improvement as an ongoing
process in the context of a constantly changing environment.
 Action research model: OD relies on an action research model with
extensive participation by client system members.
 Developmental view: OD takes a development view that seeks the
betterment of both individuals and the organization . Attempting to
create “win- win” solution is standard practice in OD programs.

15. ASSUMPTIONS OF OD:
 There are sets of believes , from basic to most OD activities relating
people as:
• Individual
• Team Member/ Leader
• Part of an Organization

16. Assumptions about people as an
INDIVIDUAL
 Most individuals have drive towards personal growth &
amelioration with a challenging environment.
 Most people are capable of making higher level of contribution to
organizational goal.

17. Assumptions about people
In GROUP & As a LEADER
 Maximum people carries a desire to be get accepted by at least one
small reference group.
 The most psychologically relevant group for most people is the
work group.
 All member, morally, should assist each other with effective
leadership & member behavior.
 Suppressed feelings & attitudes adversely affect problem solving,
personal growth & job satisfaction.
 It is believed that level of interpersonal trust, support, & cooperation
is much lower than is either desirable or mandatory.
 Solution to most motivational & attitudinal queries in an
organizations are transactional (debatable or transferable)

18. Assumptions about people as a
PART OF SYSTEM
 Traditional bureaucratic org structures to give way to newer
organizational designs.
 Needs & aspirations of employees to be addressed.
 Putting people first can result in organization that r humane
developmental & empowering as well as a high performing in terms
of productivity, profitability & quality of out put.

19. VALUES OF OD
 What do you mean by values?
A personal value is absolute or relative and ethical value, the
assumption of which can be the basis for ethical action. A value system
is a set of consistent values and measures. A principle value is a
foundation upon which other values and measures of integrity are
based.
 Ethical values?
Individually or organizationally, values determine what is right and
what is wrong, and doing what is right or wrong is what
we mean by ethics. To behave ethically is to behave in a manner
consistent with what is right or moral.

22. 11/21/2015Chp-2 Basics of OD
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23. 11/21/2015Chp-2 Basics of OD
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27. OD VALUES
 Development
 Professionalism
 Helping peopleand organizations
 Respect to all individuals
 Inclusion, collaboration and participation
 Open , honest and candid communications
 Authenticity
 Inquiry
 Community
 Diversity
 Personal and organization awareness, growth and learning
 Experimentation
 Creating a realistic hope
 Integrity
 Confidentiality

28. BIBILIOGRAPHY
 https://en.wikipedia.org/wiki/Organization_development
 www.organisationdevelopment.org/history-of-od/
 11 Components of Organization Development Process given by French Bell