The document discusses Organization Development (OD) interventions implemented at Tata Consultancy Services (TCS). It first outlines the objectives and characteristics of OD. It then describes the pre-OD scenario at TCS, including strengths and problems. Various OD interventions are discussed, including workshops, surveys, and awards to align goals, improve communication, and recognize employees. The outcomes included enhanced employee satisfaction, pride, and empowerment. The post-OD scenario saw a shift to teamwork and valuing employees over self-sacrifice. OD helped foster systems thinking and create dialogue to encourage leadership.

1. SUBMITTED BY
S.SAIHARITHA
148949

2. INTRODUCTION
Organisation development is a systematic ,integrated
&planned approach to improve effectiveness of the enterprise
It is to designed to solve problems that adversely effect the
operational efficiency at all levels
OD encompasses the a collection of planned-changed
interventions built on humanistic democratic value seek to
improve effectiveness &employee well being

3. CHARACTERISTICS OF ORGANIZATION DEVELOPMENT

4. OBJECTIVES OF OD:
 Improve organisational performance as measured by
profitability, market share, innovativeness, etc.
 Make organisations better adaptive to its environment which
always keeps on changing.
 Make the members willing face organisational problems and
contribute creative solutions to the organisational problems.
 Improve internal behaviour patterns such as interpersonal
relations, intergroup relations, level of trust and support among
the role players.
 Understand own self and others, openness and meaningful
communication and involvement in planning for organisational
development.

5. PRE – OD SCENARIO OF TCS

6. STRENGTHS
 In the yr 1998-99,Tcs has grown into the largest
Indian software company
 Racing towards achieving its vision of being
global top ten.
 On time delivery,
 Premier position in the industry in terms of
revenues,
 Focus on training programs,Quality initiatives,
 Use of good technical tools and procedures and
 Encouragement of individual excellence in
performance.

7. DIAGONISED PROBLEMS
 Mounting revenue pressures.
 Selectivity in projects.
 Focus on specialization.
 Efforts on Experimentation & Innovation.
 Rewards and Recognitions.
 Inter group co-ordination & knowledge sharing.
 Branding and PR.

8. ALIGNMENT AND ATTUNEMENT
 Integrating and balancing out the four voices:
 Voice of Shareholders
 Voice of Employee
 Voice of Customer
 Voice of Technology

9. OD INTERVENTIONS
 A team that refers to a set of sequenced ,planned
actions or events intended to help an organization
to increase it’s effectiveness .Intervention.s
purposely disrupts the Status quo

10. INDIVIDUAL INTERVENTIONS
 Coaching
 Training and Development
 Process Consultation and Team Building
 Third-party Interventions (Conflict Resolution)
 Organization Confrontation Meeting
 Intergroup Relationships
 Large-group Interventions

11. INDIVIDUAL INTERVENTIONS AT TCS
 Internal organization workshop was conducted with top
management for scenario building. Focused at a larger level,
on the “The TCS that can be”.
 Aim:
 To challenge the conventional ways of thinking and to give
shape to the key drivers of change .
 Realistic listening and dialoguing.
 Dissemination and communication of the scenarios with
teams.
 To develop a new language for the organization,consistent
with the envisaged future scenario.

12. INDIVIDUAL INTERVENTIONS AT TCS
 Participants:
 Representatives of senior management.
 Theme of Scenarios:
 The nature of the struggle the organization would go
through and etched out realistic possibilities based on
present factors.
 Factors:
 Wealth creation
 Enhanced productivity factors
 Feeling of being valued
 Resource allocation and team-work
 Membership criteria and norms of the group
 Learning opportunities for individuals and teams

14. PROPEL – THE CASE OF A LARGE
RELATIONSHIP AT TCS
 Team alignment initiative
 Aim:
 To set up a dialogue among associates to reflect ,
build and channel potent restlessness into a
convergent blueprint of responsiveness by redefining
desirable role behaviours.

15. GOAL ALIGNMENT & BALANCED SCORECARD
 A Teach-Train-Transfer workshop on Goal alignment
was conducted, with help fromexpert OD consultants:
 To build the context.
 To think through goal setting at TCS with a systems
perspective to goal alignment.
 To explore means of institutionalizing goal-oriented
performance management within the organization.

16. DARPAN - REFLECT AND IMPROVE
 Darpan – Associate Satisfaction Survey for
large relationship.
 The Questionnaire to capture associate feedback
across 5categories:
 Career & Job, Communication, Culture &
Pride, Leadership, Supervisor.
 Analysis was done for the overall relationship, as
well as individual Business Units within the
relationship.
 Results shared with the entire team and actionable
evolved through a series of camps and
confluences.

17. OUTCOMES FROM DARPAN : THECULTURAL
PERSPECTIVE
 ASI increase in Darpan 06 &
correspondingincrease in CSI.
 91 % of the team felt proud of being part of
therelationship.
 90% of the team felt that they can see the big
picture -how their contributions add value
to customer.
 90% of the team felt that their supervisors are
approachable & enable them to do their job better

18. OTHER OD INTERVENTIONS
 Nakshatra award:Reward and Recognition
initiative within the relationship.
 Awarded to encourage star performers for
eachmonth within each business unit
 In Touch:Any employee can walk in to meet the
lead anddiscuss out any problems/ suggestions
for improvement in the relationship.
 Toast MasterClub/Lets Talk:To enhance
personality/communication abilityof associates in
the relationship .
 To help them gain confidence through sessions by
certified facilitators.

19. POST OD SCENARIO FROM A CULTURE PERSPECTIVE
 Organizational Development interventions have been
instrumental in terms of enhancing value to the customer &
employee at Tata Consultancy Services.
 PROPEL
 - encouraged sharing of ownership and empowerment to
change, as also the sharing of success stories and best
practices across the organization.
 Valuing of employees was institutionalized through
establishing processes that enable and enhance individual
performance, and lead to empowered project teams.
 Issue based mentoring was facilitated, with camps and
confluences as enabling frameworks.
 Confluences invested in personal transformation for the
employee, camps invested in improving the workspace.
 Through Scenario building, a collective transformation of
dreams and concernsinto response capabilities was
envisaged.

20. POST OD SCENARIO FROM A CULTURE
PERSPECTIVE
 The earlier tendency of self-sacrificing hard work
was replaced bya shift of focus to teamwork and
valuing of the employee.
 Helped push self imposed boundaries and
limitations through challenging organizational
boundaries and limitations constantly.
 Continuously scanning for environment
opportunities are looked at

21. CONCLUSION
 OD interventions at TCS have helped build aculture of
fostering systems thinking.
 Creating forums for dialogue.
 Encouraging leadership at all levels.

22. REFERECES
 http://www.slideshare.net/DarylTabogoc/od-
interventions-19344070
 http://www.yourarticlelibrary.com/organization/organ
isation-development-meaning-characteristics-and-
objectives/35318/
 http://www.slideshare.net/manumelwin/the-od-
journey-of-tcs-case-study