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` A systematic process
` For applying behavioral science principles and practices in
organizations
` To increase individual and organizational effectiveness

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` eckhard defines OD as ͞ an effort, (1)planned,
(2)organization ʹ wide, and (3)managed from the top, to
(4)increase organization effectiveness and health through
(5)planned interventions in the organizations processes, using
behavioral ʹ science knowledge͟

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` Organizational development is a long range effort to improve an
organizations team effort led and supported by top management,
to improve an organizations visioning, empowerment, learning, and
problem solving processes, through an ongoing, collaborative
management of organizational culture- with special emphasis on
the consultant facilitator role and the theory and technology of
applied behavioral science, including participant action research ʹ
French &bell (1999)
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` The 4 values that drive the functioning of OD in an
organization are ʹ
` Process
` Organizational effectiveness
` alancing individual and organizational needs
` Humanistic values
` These are manifested in participation, openness to learning,
equity and fairness, valid information, informed choice, shared
ownership and commitment. They are vital in shaping
processes that help organizations become and remain healthy.
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` The 
   may constitute one of the most
expensive aspects of an organization but can certainly make a
difference in the success and failure of an organization, and so
it is essential to know how to manage them.
` r

   ʹ workers today was to be
recognized, appreciated and rewarded for performance.
Further if we also want them to be more efficient we need to
make organizational processes more efficient.
` The constantly changing

are hinting towards
the need for organizations to be open to change & more
responsible so as to be able to survive and prosper.
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` rhange agents usually facilitate OD.
` Internal consultant ʹ employees of the organization
` External consultants - individuals who are not part of the
organization

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` Earlier OD was described as the process of goals ʹ actions ʹ
redefined goals ʹ new actions.
` Today OD adopts a process called action research which is a
mixture of 3 ingredients ʹ the participative nature of OD, the
consultant nature of OD and the process of diagnoses and
action.
` Preliminary diagnoses
` Data gathering from the client group
` Data feedback
` Exploration of the data
` Action planning
` Taking action
` Evaluation and assessment of results
` The action research model is powerful, focuses on seeking
ideas from a large number of people, participation, better
decision making and increased commitment. It yields both
change and new knowledge.
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` It is a relatively new field of study, was first mentioned in the
1940͛s.
` Does not contain any unifying theory but just models of
practices.
` It first emerged as a study of group dynamics and planned
change.
` Systematic OD has recent history and comprises of 4 main
aspects
` Laboratory training
` Survey research and feedback methodology
` Action research
` Productivity & quality of work life
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` The National Training laboratories (NTL) development of
training groups known as 


or
  .
Laboratory Training began in 1946 when Kurt Lewin and his
staff at the Research renter for Group Dynamics at MIT were
asked by the ronnect Interracial rommission and the
rommittee on rommunity Interrelations of the American
Jewish rongress for help on training community leaders. A
workshop was developed for the leaders to learn about
leadership and to discuss problems. At the end of each day,
the researchers discussed privately what behaviors and group
dynamics they had observed. The leaders asked permission to
sit in on these feedback sessions. Reluctant at first, the
researchers finally agreed. Thus the first T-group was formed
in which people reacted to information about their own
behavior.
 



  


` Kurt Lewin formed the Research renter for Group Dynamics at
MIT in 1945. After he died in 1947, his staff moved to the
University of Michigan to join the Survey Research renter as
part of the Institute for Social Research. It was headed by
Rensis Likert, a pioneer in developing scientific approaches to
attitude surveys (five-point Likert scale).
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` In the 1940s John rollier, Kurt Lewin, and William Whyte
discovered that research needed to be closely linked to action
if organizational members were to use it to manage change.
Action research has two results: 1) organizational members
use research on themselves to guide action and change, while
2) researchers were able to study the process to gain new
information. Two noted action research studies was the work
of Lewin and his students at the Hardwood Manufacturing
rompany (Marrow, owers & Seashore, 1967) and the Lester
roch and John French¹s classic research on overcoming
resistance to change
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A
` This was originally developed in Europe during the 1950s and
is based on the work of Eric Trist and his colleagues at the
Tavistock Institute of Human Relations in London. This
approach examined both the technical and the human sides of
organizations and how they are interrelated.

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` Interest in organizational transformation
` Interest in the learning organization
` Intensified interest in teams
` Interest in TQM
` Interest in visioning and future search
` Rediscovering large meetings and the ͞whole system͟ in the
room
` Other directions and areas of interest ʹ reengineering and
core process design.