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What is Organisational Development (OD)?

Organization development (OD) is a field of research, theory and practice dedicated
to expanding the knowledge and effectiveness of people to accomplish more
successful organizational change and performance. OD emerged out of human
relations studies in the 1930s, during which psychologists realized that organizational
structures and processes influence worker behaviour and motivation. More recently,
work on OD has expanded to focus on aligning organizations with their rapidly
changing and complex environments through organizational learning, knowledge
management and transformation of organizational norms and values. Key concepts of
OD theory include: organizational climate (the mood or unique “personality” of an
organization, which includes attitudes and beliefs that influence members’ collective
behaviour), organizational culture (the deeply-seated norms, values and behaviours
that members share) and organizational strategies (how an organization identifies
problems, plans action, negotiates change and evaluates progress).

Core values of Organisational Development.
Underlying Organization Development are humanistic values. Margulies and Raia
(1972) articulated the humanistic values of OD as follows:
1. Providing opportunities for people to function as human beings rather than as
resources in the productive process.
2. Providing opportunities for each organization member, as well as for the
organization itself, to develop to their full potential.
3. Seeking to increase the effectiveness of the organization in terms of all of its
4. Attempting to create an environment in which it is possible to find exciting
and challenging work.
5. Providing opportunities for people in organizations to influence the way in
which they relate to work, the organization, and the environment.
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6. Treating each human being as a person with a complex set of needs, all of
which are important to their work and their life.

The objectives of OD are:
1. To increase the level of inter-personal trust among employees.
2. To increase employees' level of satisfaction and commitment.
3. To confront problems instead of neglecting them.
4. To effectively manage conflict.
5. To increase cooperation and collaboration among the employees.
6. To increase the organization's problem solving.
7. To put in place processes that will help improve the ongoing operation of the
organization on a continuous basis.
As objectives of organizational development are framed keeping in view specific
situations, they vary from one situation to another. In other words, these programs are
tailored to meet the requirements of a particular situation. But broadly speaking, all
organizational development programs try to achieve the following objectives:
1. Making individuals in the organization aware of the vision of the
organization. Organizational development helps in making employees align
with the vision of the organization.
2. Encouraging employees to solve problems instead of avoiding them.
3. Strengthening inter-personnel trust, cooperation, and communication for the
successful achievement of organizational goals.

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4. Encouraging every individual to participate in the process of planning, thus
making them feel responsible for the implementation of the plan.
5. Creating a work atmosphere in which employees are encouraged to work and
participate enthusiastically.
6. Replacing formal lines of authority with personal knowledge and skill.
7. Creating an environment of trust so that employees willingly accept change.

According to organizational development thinking, organization development
provides managers with a vehicle for introducing change systematically by applying a
broad selection of management techniques. This, in turn, leads to greater personal,
group, and organizational effectiveness.

What is Organisational Development Intervention?
"Interventions" are principal learning processes in the "action" stage
of organization development. Interventions are structured activities used individually
or in combination by the members of a client system to improve their social or
task performance. They may be introduced by a change agent as part of an
improvement program, or they may be used by the client following a program to
check on the state of the organization's health, or to effect necessary changes in its
own behaviour. "Structured activities" mean such diverse procedures as experiential
exercises, questionnaires, attitude surveys, interviews, relevant group discussions,
and even lunchtime meetings between the change agent and a member of the
client organization. Every action that influences an organization's improvement
program in a change agent-client system relationship can be said to be an
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This criterion concerns the extent to which the intervention is relevant to the organization and its members. and other relevant members must be committed to carrying them out. they must be based on valid knowledge that those outcomes actually can be produced. Valid information is the result of an accurate diagnosis of the organization’s functioning. Effective interventions are based on valid information about the organization’s functioning. The Extent to which it (the Intervention) fits the needs of the organization. It must reflect fairly what organization members perceive and feel about their primary concerns and issues. and they gain members’ internal commitment to those choices. It also means that interventions will not be imposed on them. Internal commitment means that organization members accept ownership of the intervention and take responsibility for implementing it. Free and informed choice suggests that members are actively involved in making decisions about changes that will affect them. staff. Otherwise. All of these factors make it difficult to know whether one method is more effective than another. there is no scientific basis for designing an effective OD intervention. The degree to which it is based on causal knowledge of intended outcomes Because interventions are intended to produce specific results. If interventions are to result in meaningful changes.Criteria for Effective Interventions In OD three major criteria define the effectiveness of an intervention: 1. 2. few attempts have been made to examine the comparative effects of different OD techniques. Moreover. they provide organization members with opportunities to make free and informed choices. management. 4 | Page . Unlike other exact sciences (like medicine or engineering) knowledge of the effect of OD interventions is in a rudimentary stage of development.

They should gain knowledge and skill in managing change from active participation in designing and implementing the intervention. and political changes are rapid and persistent. The values underlying OD suggest that organization members should be better able to carry out planned change activities on their own. economic. where technological. Factors relating to Change Situation: These relate to the environment of the organization and include the physical and human environment. implement and monitor change on their own. Factors That Impact the Success of OD Interventions I. Competence in change management is essential in today’s environment. social. following the intervention. 1 Readiness for Change: Intervention success depends heavily on the organization being ready for planned change. and. Indicators for readiness for change include sensitivity to pressures for change (higher sensitivity means greater readiness to change). OD interventions can be said to be effective. attempts are being made to evaluate different OD intervention methods. commitment of significant management time. 2 Capability to Change: Managing planned change requires particular knowledge and skills including the ability to motivate 5 | Page . availability of resources to support change. so that we can gain the ability to predict outcomes of various interventions and thus be able to use the most appropriate interventions for specific problems. only if they make the organization members competent to initiate. dissatisfaction with the status quo. 3. The extent to which the OD intervention transfers changemanagement competence to organization members.Despite these difficulties.

trans-organizational development.change. expansions. mergers and acquisitions. to manage transition. If organization members do not have these capabilities. 4 Capabilities of the Change Agent (OD Consultant): The success of OD interventions depend to a great extent on the expertise. 6 | Page . then a preliminary training intervention may be needed to prepare the members for the major change. The ethical guidelines under which OD practitioners operate require Full disclosure of the applicability of their knowledge and expertise to the client’s situation. to lead change. OD Interventions aimed at these strategic issues are called strategic interventions and are among the most recent OD interventions and include. etc. AI Factors Related to the Target of Change: These relate to the specific targets at which OD interventions are targeted. mergers. experience and talents of the consultant. 3 Cultural Context: The national culture within which an organization is embedded can exert a powerful influence on members’ reactions to change. No consultant should undertake to implement Interventions that are beyond their level of competence or their area of expertise. A Organizational Issues Strategic Issues: Strategic issues refer to major decisions of organizations such as what products or services to offer. integrated strategic change. to develop political support. This makes it important for OD interventions to be adapted to different cultures. etc. and so intervention design must account for the cultural values and assumptions held by organization members. and to sustain momentum. which markets to serve. acquisitions. The targets of change can be different issues of the organization and at different levels. organizational learning.

OD interventions aimed at these issues are called techno-structural interventions and include OD activities relating to organizational design. included among them are some of the most common OD techniques. decision-making. They also must make decisions about how to deliver products or services and how to link people to tasks. OD techniques aimed at these issues are called human resource management interventions. leadership. 1. leadership. 3 Human Resource Issues: These issues are concerned with attracting competent people to the organization.2 Technology and Structure Issues: These refer to issues relating to how organizations divide their work amongst departments and how they coordinate between departments. employee involvement and work design. such as communication. Overview Of OD Interventions Human Process Interventions A. The following interventions deal with interpersonal relationships and group dynamics. setting goals for them. Members gain feedback about the impact of their own 7 | Page . appraising and rewarding their performance. 4 Human Process Issues: These issues have to do with social processes occurring among organization members. and interpersonal relations. and group dynamics. The basic T Group brings ten to fifteen strangers together with a professional trainer to examine the social dynamics that emerge from their interactions. T Groups: This traditional change method provides members with experiential learning about group dynamics. such as conflict resolution and team building. OD methods focusing on these kinds of issues are called human process interventions. and ensuring that they develop their careers and manage stress.

and ineffective norms. B The following Interventions deal with human processes that are more system wide than individualistic or smallgroup oriented. team building helps members diagnose group processes and devise solutions to problems. 2. The aim is to help members gain the skills and understanding necessary to identify and solve problems themselves. and conciliation. Team Building: This intervention helps work groups become more effective in accomplishing tasks. It is usually applied when organizations are experiencing stress and when management needs to organize resources for immediate problem solving. member roles. Typically. such as disputes over work methods. however. Poor communications. The intervention generally includes various 8 | Page . Like process consultation. or from interpersonal issues. Process Consultation: This intervention focuses on interpersonal relations and social dynamics occurring in work groups. The consultant also may function as a resource person offering expertise related to the group’s tasks. bargaining. and strategies for performing tasks. set action targets. The third party intervener helps people resolve conflicts through such methods as problem solving. 4. and begin working on problems. Interpersonal conflict may derive from substantive issues.behaviours on each other and learn about group dynamics. such as miscommunication. It goes beyond group processes. to include examination of the group’s task. a process consultant helps group members diagnose group functioning and devise appropriate solutions to process problems. 1 Organization Confrontation Meeting: This change method mobilizes organization members to identify problems. Third Party Interventions: This change method is a form of process consultation aimed at dysfunctional interpersonal relations in organizations. 3. such as dysfunctional conflict.

It is packaged OD program that includes standardized instruments for measuring organizational practices and specific procedures for helping organizations to achieve the prescribed approach. to develop new ways of working. 3 Large-group Interventions: These interventions involve getting abroad variety of stakeholders into a large meeting to clarify important values. These methods are becoming popular in OD because of the growing problems relating to productivity and organizational effectiveness. Consultants place emphasis both on productivity and human fulfillment. 4 Grid Organization Development: This normative intervention specifies a particular way to manage an organization. Such meetings are powerful tools for creating awareness of organizational problems and opportunities and for specifying valued directions for future action. to articulate a new vision for the organization. 2 Intergroup Relations: These interventions are designed to improve interactions among different groups or departments in organizations. The Intergroup conflict model typically involves a consultant helping two groups understand the causes of their conflict and choose appropriate solutions. This group addresses the problem and develops means to solve it. These interventions are rooted in the disciplines of engineering. and psychology and in the applied fields of socio-technical systems and organization design.groupings of employees in identifying and solving problems. 9 | Page . Techno-Structural Interventions These interventions deal with an organization’s technology (for examples its task methods and job design) and structure (for example. sociology. division of labor and hierarchy). or to solve pressing organizational problems. The microcosm group intervention involves a small group of people whose backgrounds closely match the organizational problems being addressed.

“Dualistic structures” or “shadow structures”. This workflow integration results in faster. 4 Parallel Structures: This intervention involves members in resolving ill-defined. 3 Re-engineering: This recent intervention radically redesigns the organization’s core work processes to create tighter linkage and coordination among the different tasks. more responsive task performance. High-involvement organizations and Total Quality Management (TQM). Reengineering is often accomplished with a new information technology that permits employees to control and coordinate work processes more effectively. and conditions. parallel structures operate in conjunction with the formal organization. Interventions aimed at structural design include moving from more traditional ways of dividing the organization’s overall work (such as functional. technologies. They provide members with an alternative setting in which to address problems and to 10 | P a g e . self-contained-unit. The next three interventions: Parallel Structures. Diagnostic guidelines exist to determine which structure is appropriate for particular organizational environments. organization redesign. Also known as “collateral structures”. and matrix structures) to more integrative and flexible forms (such as processbased and network-based structures). fall under the broad category of interventions called Employee Involvement (EI) interventions.1 Structural Design: This change process concerns the organization’s division of labor – how to specialize task performances. Reengineering often fails if it ignores basic principles and processes of OD. Each of these downsizing methods must be planned with a clear understanding of the organization’s strategy. 2 Downsizing: This intervention reduces costs and bureaucracy by decreasing the size of the organization through personnel layoffs. and outsourcing. complex problems and build adaptability into bureaucratic organizations. These interventions are aimed at improving employee well-being and organizational effectiveness.

personnel policies. and organizational policies. physical layout. and reward systems. d 6 Rewards are tied closely to unit performance. They create organizational conditions that support high levels of employee participation. information and control systems. work design. Unlike parallel structures that do not alter the formal organization. talk. TQM grew out of a manufacturing emphasis on quality control and represents a long-term effort to orient all of an organization’s activities around the concept of quality. For example. including structure. norms and procedures for working in parallel structures are entirely different from those of the formal organization. along with highinvolvement organizations. members may attend periodic off-site meetings to explore ways to improve quality in their work area or they may be temporarily assigned to a special project of facility to devise new products or solutions to organizational problems. Consequently. Also known as “continuous process improvement” and “continuous quality”. in HIOs almost all organization features are designed jointly by management and workers to promote high levels of involvement and performance. cInformation is shared widely within the organization and employees have easy access to operational and issue-oriented information. plant operation. and act in completely new ways. Quality is achieved when organizational processes reliably 11 | P a g e .propose innovative solutions free from the formal organization structure and culture. Some of the features of HIOs are: a Employees have considerable influence over decisions bMembers receive extensive training in problem-solving techniques. Parallel structures facilitate problem solving and change by providing time and resources for members to think. the most comprehensive approach to employee involvement. What makes HIO’s unique is the comprehensive nature of their design process. Total Quality Management: TQM is the most recent and. 5 High-involvement Organizations (HIO’s): These interventions are aimed at creating organizations with high involvement of employees.

and results in traditional job and work group designs. 7 Work design: This refers to OD interventions aimed at creating jobs. Although it is possible to implement TQM without employee involvement.produce products and services that meet or exceed customer expectations. Job enrichment involves designing jobs with high levels of meaning. A second approach is work enrichment and rests on motivational theories and attempts to enrich the work experience. Today. and other performance management practices. and knowledge of results. There are three approaches to work design. A wellresearched model focusing on job attributes has helped clear up methodological problems with this important intervention. Members are given the knowledge. work environment. and power necessary to control their own task behaviors with relatively little external control. The third approach is socio-technical approach and seeks to optimize both social and technical aspects of work systems. This techno-structural intervention can be part of a larger employee involvement application. Recently. information. discretion. This method has led to a popular form of work design called “self managed teams” which are composed of multi-skilled members performing interrelated tasks. or it can be an independent change program. and work groups that generate high levels of employee fulfillment and productivity. reward systems. 12 | P a g e . Telephone operators and data-entry positions are examples of this job design. The Engineering approach focuses on efficiency and simplification. Work design has been researched and applied extensively in organizations. member participation in the change process increases the likelihood that it will become part of the organization’s culture. continuous quality improvement is essential for global competitiveness. organizations have tended to combine work design with formal structure and supporting changes in goal setting.

It generally focuses on managers and professional staff and is seen as a way of improving the quality of their work life. Managers and subordinates periodically meet to plan work. and financial problems that often are associated with poor work performance. 13 | P a g e . 4 Career Planning and development: This intervention helps people choose organizations and career paths and attain career objectives. Performance appraisal represents an important link between goal setting and reward systems. Important trends. require a more flexible set of policies and practices. promotions. strengths and weaknesses. It attempts to improve organization effectiveness by establishing a better fit between personal and organizational objectives. EAPs are counselling programs that help employees deal with substance abuse and mental health. 5 Managing workforce diversity: This change program makes human resources practices more responsive to a variety of individual needs. and solve problems in achieving goals. ethnic minorities. It includes innovative approaches to pay. 6 Employee Wellness: These interventions include employee assistance programs (EAPs) and stress management. such as the increasing number of women. and physically and mentally challenged people in the workforce. marital. and fringe benefits. review accomplishments. 3 Reward Systems: This intervention involves the design of organizational rewards to improve employee satisfaction and performance. It is the primary human resources management intervention for providing performance feed-back to individuals and work groups.Human Resource Management Interventions 1 Goal Setting: This change program involves setting clear and challenging goals. 2 Performance Appraisal: This intervention is a systematic process of jointly assessing work-related achievements.

Addressing key strategic leadership and cultural issues prior to the legal and financial transaction helps to smooth operational integration. 2 Tran’s organization development: This intervention helps organizations to enter into alliances. Strategic Interventions These interventions link the internal functioning of the organization to the larger environment and transform the organization to keep pace with changing conditions. They help managers reduce specific sources of stress. These interventions are amongst the newest additions to OD interventions. 3 Merger and Acquisition Integration: This intervention describes how OD practitioners can assist two or more organizations to form a new entity. A strategic change plan helps members manage the transition between a current strategy and organization design and the desired future strategic orientation. and provide methods for reducing such stress symptoms as hypertension and anxiety. 1 Integrated Strategic Change: This comprehensive OD intervention describes how planned change can make a value-added contribution to strategic management. They are implemented organization-wide and bring about a fit between business strategy. It argues that business strategies and organizational systems must be changed together in response to external and internal disruptions. structure. It helps organizations recognize the need for partnerships and develop appropriate structures for implementing them. 14 | P a g e .Stress management programs help workers cope with the negative consequences of stress at work. partnerships and joint ventures to perform tasks or solve problems that are too complex for single organizations to resolve. such as role conflict and ambiguity. culture and the larger environment.

Identifying “Key Communicators” 5.4 Culture Change: This intervention helps organizations to develop cultures (behaviors. involving multiple stakeholders in setting strategic directions and designing and implementing appropriate structures and processes. It focuses on developing a strong organization culture to keep organization members pulling in the same direction. These interventions move the organization beyond solving existing problems so as to become capable of continuous improvement. Experimentation with alternative arrangements 4. 5 Self-designing organizations: This change program helps organizations gain the capacity to alter themselves fundamentally. and knowledge management (KM). In-Visioning 7. which seeks to enhance an organization’s capability to acquire and develop new knowledge. Applying criteria to goals 2. 6 Organization learning and knowledge management: This intervention describes two interrelated change processes: organization learning (OL). values. The following a few of most common OD Interventions. Identifying “Fireable Offenses” 6. Management / Leadership Training 10. Team Building 8. which focuses on how that knowledge can be organized and used to improve organization performance. It is a highly participative process. Inter-group Problem Solving 9. that most of the companies practice: 1. Setting up measurements 15 | P a g e . Organizations learn how to design and implement their own strategic changes. beliefs and norms) appropriate to their strategies and environments. Establishing inter-unit task forces 3.

Example: Organizations are implementing the concept of Balanced Scorecard. WITH EXAMPLES OD practitioners choose the most appropriate OD Intervention. analyzes the results. performance bonus etc. X-Matrix etc. Example: 16 | P a g e .Introducing the concept of Variable pay in as a part of CTC . They are ideally accountable to one person and are appropriately rewarded for completing their assigned task effectively. 2.Project bonus. to capture the goals of the employees. like: . Then they hold people accountable not only for stating goals against those criteria but also for producing the desired results. and builds on them. 3. Example: Organizations have introduced various schemes for rewarding their employees for their performance. Applying criteria to goals Here the leadership establishes objective criteria for the outputs of the organization's goal-setting processes. Then they disband. which in turn is helpful in their assessment and midterm correction of their performance. Experimentation with alternative arrangements Today organizations are subject to "management by best-seller. Establishing inter-unit task forces These groups can cross both functional parts of the organization (the "silos") as well as employee levels.." one that performs experiments on organizational structure and processes." The goal in these interventions is to create what is being called a "learning organization. to create "Planned Change." 1.Spot Recognition Award .A BRIEF ON EACH OF THE ABOVE..

"If we're serious about these values..Introducing Employee Forums and Suggestion Box options for employee interaction .Introducing Top – down and Bottom – up Communication approach . Example: Defining the process of Organizational Communication policy . one-on-one and confidentially.Identifying Critical employees in the organization and making them the Brand Ambassadors of their company 5.Introducing the Competency based practices 4.Organizations today are targeting at streamlining the process of Learning and Development and encouraging the culture of Learning in the organizations. These people often do not know that they are.Publishing and Instilling Values and Beliefs among all employees . Identifying "Fireable Offenses" This intervention deepens the understanding of and commitment to the stated values of the organization. key communicators. . in fact.Targeting achieving mandatory man-days of training for their employees . Sexual Harassment etc. then what might an employee do that would be so affronted to them that he/she would be fired?" Example: . Identifying "key communicators" This is to carefully determine who seems to be "in the know" within the organization. 17 | P a g e . This facilitates the work of the Top Management to answer the critical question. This collection of individuals is then fed honest information during critical times.Introducing Policies like Whistle Blowing.

Inter-group Problem Solving This intervention usually involves working with the two groups separately before bringing them together. Team Building This intervention can take many forms. current situations that need attention within the organization and to monitor the degree to which training delivery is sufficiently participative as to 18 | P a g e . During the meeting the group diagnoses its function as a unit and plans improvements in its operating procedures. They understand that organizations cannot succeed long term without well-trained leaders. communications planning. The OD contribution there can be to ensure that the development curriculum emphasizes practical. and values. 7. organizational survey-feedback. Management/leadership training Many OD professionals come from a training background. The interventions might include training. 8. for generating better ideas and concepts 9.7 In-visioning This is actually a set of interventions that help to "acculturate" everyone in the organization into an agreed-upon vision. goal setting. They establish common goals and negotiate changes in how the groups interface. etc. followed by a one. purpose. threeday offsite session. Example: The most common is interviews and other pre-work. Example: This is practiced in Product Development Companies and most of the IT and ITES Companies. .Focused group discussion are encouraged by the management.

Example: Most of the organizations today are focusing at Leadership Management for their employees.promise adequate transfer of learnings to the job. .Business Organization Retreat (BOD) is being the most common practice. Setting up measurement systems The total-quality movement emphasizes that all work is a part of a process and that measurement is essential for process improvement. TQM etc act as Measurements tools for the process followed in the organization. Earlier. 10. this was targeted to the Top Management alone. but now. Example: . is a part of this initiative. organizations are seeing its relevance to inculcate the leadership skills in their middle management and junior management as well. The OD professional is equipped with tools and techniques to assist leaders and others to create measurement methods and systems to monitor key success indicators.The concepts like Six Sigma. 19 | P a g e .

to reduce its dependence on the power sector. electronic and mechanical equipment’s for all sectors. testing. It developed the capability to produce a variety of electrical. By the end of 1996. including transmission.[2] In 1982. 15 regional centers. The company has established the capability to deliver 20. engineering. 4 regional offices. History BHEL was established in 1964.COMPANY PROFILE Bharat Heavy Electricals Limited (BHEL) owned by the Government of India. 8 service centers.[2] Operations BHEL is engaged in the design. viz. oil & gas and defiance. The elite list of maharatna contains another 6 behemoth PSU companies of India. construction. transmission. manufacturing. Heavy Electricals (India) Limited was merged with BHEL in 1974. it was converted into a public limited company. transportation. Established in 1964. marking a 30% increase over 2012-13. and infrastructure allowing it to execute more than 150 projects at sites across India and abroad. commissioning and servicing of a wide range of products. it entered into power equipment. It has been granted the prestigious Maharatna status in 2013 by Govt of India for its outstanding performance. systems and services for the core sectors of the economy.452 MW of power plants in domestic and international markets in 2013-14. India. oil and gas and other allied industries. renewable energy. 7 joint ventures. industry. The company has been earning profits continuously since 1971-72 and paying dividends uninterruptedly since 1976-77. power. An improved focus on project execution enabled BHEL record its highest ever commissioning/synchronization of 13. 2 repair units. 8 overseas offices. transportation.[2] In 1991.a. of power equipment to address the growing demand for power generation equipment. BHEL is India's largest engineering and manufacturing company of its kind. It has a network of 17 manufacturing units. BHEL has retained its market leadership position during 2013-14 with 72% market share in the Power Sector. is a power plant equipment manufacturer and operates as an engineering and manufacturing company based in New Delhi. The 20 | P a g e .000 MW p. the company had handed over 100 Electric Locomotives to Indian Railway and installed 250 Hydro-sets across India.

Bangalore  Heavy Electrical Plant (HEP). It also has been exporting its power and industry segment products and services for over 40 years. Bhopal  Industrial Valves Plant (IVP). Jagdishpur  Electronics Division (EDN). Tiruchirappalli  Seamless Steel Tube Plant (SSTP). UAE. Iraq. Ranipur (Haridwar)  Heavy Power Equipment Plant (HPEP). Bhutan. Their physical exports range from turnkey projects to after sales services. 24.[4] Main manufacturing facilities  Centralized Stamping Unit & Fabrication Plant (CSU & FP). Tiruchirappalli 21 | P a g e . Bangalore  Electro-Porcelains Division (EPD). Hyderabad  Transformer Plant (TP). Rudrapur  High Pressure Boiler Plant (HPBP). Oman. Bangalore  Industrial Systems Group (ISG). The cumulative overseas installed capacity of BHEL manufactured power plants exceeds 9.Company has added more than 1. Ranipet  Component Fabrication Plant (CFP). Jhansi  Boiler Auxiliaries Plant (BAP). Egypt and New Zealand. Goindwal  Heavy Electrical Equipment Plant (HEEP). Jagdishpur  Insulator Plant (IP).000 MW across 21 countries including Malaysia. BHEL's global references are spread across over 76 countries across all the six continents of the world.000 MW to the country's installed power generating capacity so far. Ranipur (Haridwar)  Central Foundry Forge Plant (CFFP).

[5] Products and services  Thermal power Plants  Nuclear power Plants  Gas based power Plants  Hydro power Plants  DG power Plants  Boilers (steam generator)  Boiler Auxiliaries  Gas generator  Hydro generator  Steam turbine  Gas turbine  Hydro turbine  Transformer  Switchgear  Oil field equipment  Boiler drum 22 | P a g e . the foundation stone for which was laid on 14 May 2013. Thirumayam  Heavy Plates & Vessels Plant (HPVP). Power Plant Piping Unit (PPPU). Visakhapatnam The company is also setting up a new Greenfield Power Equipment Fabrication Plant (GPEFP) at Bhandara. Maharashtra. BHEL is planning to enter solar manufacturing in a big scale. Further. as it has announced its plans for a 600 MW Solar Module Factory.

AC heavy duty Motors  Compressors 23 | P a g e . Piping System  Soot Blowers  Valves  Seamless Steel Tubes  Condenser s and Heat exchangers  Pumps  Desalination and Water treatment plants  Automation and Control systems  Power electronics  Transmission system control  Semiconductor devices  Solar photo voltaics  Software system solutions  Bus ducts  Insulators  Control panels  Capacitors  Bushings  Electrical machines  DC.

focusing on new product and system developments and improvements in existing products for cost competitiveness. To meet 24 | P a g e .252 Crore on R&D efforts. BHEL won ICAI National Award for Excellence in Cost Management for the ninth consecutive year. it was ranked ninth most innovative company in the world by US business magazine Forbes. efficiency.  In the year 2011.  The company won the prestigious ‘Golden Peacock Award for Occupational Health & Safety 2011’ for significant achievements in the field of Occupational Health & Safety. Control gears  Traction motors  Research and development products Awards and recognitions  It is the 7th largest power equipment manufacturer in the world. higher reliability. Research and development BHEL's investment in R&D is amongst the largest in the corporate sector in India.  It is also placed at 4th place in Forbes Asia's Fabulous 50 List of 2010.  BHEL received two awards in CII-ITC Sustainability Awards 2012 from the President of India. 1. the company invested about Rs. availability and quality etc.50% of the turnover of the company. which corresponds to nearly 2. During the year 2012-13.  BHEL was adjudged the Best Power Equipment Manufacturing Organization by CBIP  The company bagged PSE Excellence Award 2014 for R&D & Technology Development  BHEL received the National Intellectual Property Award 2014 and WIPO Award for Innovative Enterprises  In 2014.

Permanent Magnet Machines. Centre of Excellence for Hydro Machines at Bhopal. 25 | P a g e . taking the total to 2170.customer expectations. and Advanced Fabrication Technology and Coal Research Centre at Tiruchirappalli. Welding Research Institute (WRI) at Tiruchirappalli.5% in the year. Research & product development (RPD) Groups for each product group at the manufacturing divisions play a complementary role. BHEL has established four specialized institutes. Computational Fluid Dynamics. a list of 1.. Machine Dynamics. viz. Centre for Intelligent Machines and Robotics.. Centre for Nano Technology.000 publicly traded companies which are the biggest spenders on R&D in the world. Power Electronics and IGBT & Controller Technology at Electronics Division. Surface Engineering. The Corporate R&D division at Hyderabad leads BHEL’s research efforts in a number of areas of importance to BHEL’s product range. BHEL is one of the only four Indian companies and the only Indian Public Sector Enterprise figuring in 'The Global Innovation 1000' of Booz & Co. Centre for Electric Traction (CET) at Bhopal and Pollution Control Research Institute (PCRI) at Haridwar. Ultra High Voltage Laboratory at Corporate R&D. Bengaluru. Ceramic Technological Institute (CTI) at Bangalore. the company has upgraded its products to contemporary levels through continuous in-house efforts as well as through acquisition of new technologies from leading engineering organizations of the world. Amorphous Silicon Solar Cell plant at Gurgaon pursues R&D in Photo Voltaic applications. Compressors & Pumps. BHEL has established Centers of Excellence for Simulators. Significantly. The IPR (Intellectual Property Rights) capital of BHEL grew by 21.

O. H. a number of programmes/workshops have been organised for the development of the members of this committee improving their problem solving capabilities and decision making. Job Redesign and Work commitment as an OD intervention In one of the BHEL units (Hardwar) Job redesign was taken up and as an OD intervention in 1975. i) A more satisfying job. With the help of external and internal resource persons. This experiment was pursued for around 4 years and very encouraging results were obtained. The range of OD interventions are described below. due to increased variety and relief from boredom and monotony ii) Personal growth for all. Ds who respond by ticking 26 | P a g e . a committee called ‘Human Resources Committee’ was first constituted by BHEL in Bhopal in 1976. By using survey method. The committee is the central body and plays the central role in implementation of all OD efforts. by learning additional skills of other trends and acquiring leadership Qualities iii) Reduction in health/safety hazards iv) An atmosphere with less tension and jealousy v) An improved team spirit and morale resulting in improved communication and human relationship vi) Increased self-esteem and pride among the workers. a list of programmes or subjects or themes is sent to various.Organizational Development Intervention in BHEL In order to develop & improve the effectiveness of the human resources in the Organisation. Workshops were conducted and it was found to be very useful and threw up more questions for wider debate and discussions.

. . Once implemented. As a result of various diagnostic exercises some critical needs of training and development are identified. Preventing the obsolescence of their technical and managerial skills. Now the superior’s role is being conceived as helper and counsellor and the appraise is encouraged to become more involved and committed in achieving the objectives. career and succession planning. . Facilitating job rotation. . 27 | P a g e . Helping the executives to visualise their roles more clearly. Facilitating the design of need based programmes and identify the training and development needs. it will provide a valuable data base for planning. . Based on role analysis a draft system with the following objectives has been circulated by the Corporate Personnel for the comments of Personnel/Training (HRD)/Divisional Heads.the appropriate ones for their executives. Helping the executives to become more effective in their present and future jobs. . training and development activities and identifying appropriate candidates for programms. The workshops on various themes also give valuable idea of the areas requiring more thrust by way of training and development and specific training and development needs are thus identified. . Preparing data bank of capabilities required for various positions. Performance Appraisal and Potential Appraisal In BHEL it has remained so far that the role of superior was limited to evaluator or judge and the role of the appraise was passive. . Enabling the executives to perform at optimum level by determining and meeting their growth needs. Optimising the utilization of training resources by providing appropriate inputs.

Attempts are being made to cover maximum number of executives in various programme/workshops on performance feedback and counselling to enable them to practice it as an important tool for Human Resource Development. The supervisors also will be covered in such efforts. Career Planning and Development Time-cum-merit based promotion was practiced which is able to satisfy the individuals and organizational needs to a great extent.Performance feedback and Counselling The need and importance of performance feedback and counselling has been realized. The employees are encouraged and helped to plan a career path. They are liberally sponsored to higher educational programmes in IIMS/IITs 28 | P a g e .

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