ORGANIZATIONAL DEVELOPMENT

Organizational Development
OD is a planned process of change in an organizations

culture through the utilization of behavioral science technology, research, and theory. -Burke

Why OD?
Individual and group development. Inculcating team spirit. Empowerment of social side of employees.

Focus of value development.

Development of Organizational Culture. Achievement of competitive edge of the organization. Employee participation in problem solving and decision

making.

OD Intervention
4 Fronts: Personal Concern Job-Related Intervention Structural Intervention Socio-Technical Intervention

Personal Intervention

Sensitivity Training
Laboratory training, encounter groups, T groups Changing behavior through unstructured group learning Members interact freely and openly, loosely directed by professional

behavioral scientist Rejects any leadership role Increase understanding of group processes and behavior of others Specific results are improved listening skills, improved empathy, tolerance and conflict resolution

Survey Feedback
Helps in solving discrepancies and differences among members. Questionnaire is given to manager of any given unit and employees

under him. Asks employees their opinion on decision making practices, coordination , effectiveness, job, peers and immediate supervisor. Data collected is tabulated and distributed to the members. Helps as spring board in -Identifying problems -Clarifying issues -Generating new ideas

Process Consultation
When manager knows there is need for improvement but is unable to

identify- what and how? Outside consultant assists client to perceive understand and act on process events. PC consultant gives client insight into what is happening around him, within him and between him and other people. PC does not solve the problems but guides the client on how to solve his own problems. The process is followed JOINTLY so that it can still be continued after PC is gone

Team Building
Uses high interaction group activities to increase trust and openness

among people Applicable in groups which are doing interdependent jobs. First team members define goals and priorities of the team, each members roles and responsibilities and team processes. Following this the members evaluate teams performance, its effectiveness and the Problem areas. Helps clarifying each members role, removes ambiguity and understand their specific tasks.

Intergroup Development
To solve dysfunctional conflicts that exist in different groups. Seeks to change negative attitudes, distorted perceptions and

stereotypes that groups have of each other. Each group meets independently to develop lists of its perception of itself, other group and how other groups see it The groups then share their lists after which similarities and differences are discussed. Integration phase-Working to develop solutions and improve relationships

Job Related Interventions

Workflow
In a technological environment there is a need to review every job in order to ensure that job includes: Task Identity Task Significance Meaningfulness Autonomy

Job Evaluation
It is a process of determining the relative worth or value of the various

jobs within an organization.

Job evaluation helps to set a job hierarchy. It cannot be the sole factor for deciding the pay structure. There are various external factors like technological changes, labor

market, political and economic factors which determine the pay structure

Job Re-design Strategies

It refers to the study of jobs, tasks and collection of tasks. It includes

job enrichment, job enlargement etc.

Modern approach job design is done by gathering a rough description

about the job and then finalizing the requirements and relationships of job holders.
Now-a-days greater emphasis is given to human values.

Job redesign is mainly aimed at enhancing productivity and employee motivation includes job enlargement.

Structural Intervention
Change in Physical Settings Formalization Organizational mirroring

Contd
CHANGE IN PHYSICAL SETTING

Main objective is to reduce the physical fatigue.

FORMALIZATION: Refers to

-policies -procedures -rules and regulations. Management By Exception.

ORGANIZATIONAL MIRRORING

Improve the organization effectiveness by providing feedback from other org.

Steps Involve

Consultation Identification of problem and suggesting solution Implementation

Socio-Technical Interventions
Endeavors to redesign the organizations -Structure -Process -Functions It could involve the following steps System Analysis Flexible Work Arrangements

System Analysis
Four sequential stages: Assessment, Problem Solving, Implementation

and Evaluation.
Composed of 4 Interlocking system:-

Technical system Social system Administrative system Strategic system

Flexible Work Arrangements

Introduce a flexible working hours scheme The introduction requires care and needs to be carefully planned by all those likely to be affected.
When the details have been agreed there should be a trial period of,

perhaps, three months to help identify and eliminate any problems.

Flexible Work Programs

Flex-Time Compressed Work Week Flex-Place Job Sharing Role Analysis Expanded Leave Partial Retirement

Thank You
PRESENTED BY:

SWARANA BIYANI(04) TAHSEEN FATIMA(13) SHAMA LONARE(27) RENUKA NAWATHEY(32) RAJASHREE RADHAKRISHNAN(38) NIYATI SABHARWAL(44)

Change Requires Courage

It must be considered that there is nothing more difficult to carry out, more doubtful of success, more dangerous to handle, than to initiate a new order of things. For the reformer has enemies in all those who profit by the old order, and only lukewarm defenders in all those who would profit by the new order. -Machiavelli- The Prince