Assignment on Organizational

Development HR- 8

Submitted by Deborina Bhattacharyya

MBA – HR, 4th Semester

What is the process of Organizational Development?

What are the Specific issues related to diagnosis of OD?
Organisational development is a continuous process. It takes at least one year to have a start
and may continue for indefinite long period. It is a complicated process and hence needs top
management support without which the process cannot be adopted or if adopted cannot be
successfully implemented in the organisation.

Organization development is a slow and continuous process. The process is designed,

reviewed and implemented. The problems, diagnosis and suggestions are designed under
organization development. The outcomes are evaluated and the momentums of functioning
are accelerated.

The process of OD discuss as follows:

(1) Initial Consultation:

The first step in the organizational development process is to approach the organizational
development consultant to determine the type of OD programme to be developed. The
consultant may be a professional consultant from outside or he may be an internal service
personnel expert in organisation development programmes.

At this point, the consultant may have consultations with persons from various levels in the
organisation in order to -gain the knowledge of imports. For this purpose, he may interview
such persons or he may adopt any other way to be acquainted with the necessary information.

(2) Data Collection:

The next step in the process is data collection. The consultant meets various groups away
from the work place in order to determine the organizational climate and behavioural
problems faced by the organisation. They gather information through surveys and develop
information through interviews etc.
(3) Data Feedback and Confrontation:

Data, so collected are made known to workgroups concerned and are asked to review the data
collected. They go through the data and locate the points of disagreement, discuss such points
and take the decision and then suggest the priorities for change.

(4) Action Planning and Problem Solving:

Data are used by the group to suggest specific recommendations for change. They discuss the
problems, faced by the organisation and sketch specific plans including who is responsible
for problems and their solutions and what action should be taken and at what time.

(5) Team Building or Team Formation:

During the whole process, group meetings are convened to discuss the programme and the
consultant in the whole process encourages the groups to examine how to work together as a
group or as a team. The consultant helps them to see the value of open communication and
trust them.

These are essential pre-requisites for improved group functioning. Consultant also
encourages team building by organising meetings with managers and their immediate sub-
ordinates. So that they can improve the functions of the work group with the guidance of the
consultant.

(6) Inter-Group Development:

With the development of natural team (a manager and his sub-ordinates), the larger groups
comprising several teams may be developed. In this way, it will include the whole
organisation.

(7) Appraisal and Follow-Up:

The consultant further helps the organisation in making an appraisal of the programme and
find out the deficiencies if any. He can develop additional programmes in areas where the
original programme is felt ineffective and results are poor and that requires improvement.
Thus, the consultant advise follow-up for better understanding.

Thus, the above social process and the steps discussed are not the same with every type of
organisation. They may differ from organisation to organisation depending on the society in
which it is being applied.

For Example — where trade unions have political bent, the workers are on the board of
directors. There is also more industry government interaction. In such climate, organizational
development is more concerned with power and political implications of the action plans.
The success of a diagnosis depends greatly on the ways that practitioners handle the

interpretative task of defining the diagnosed problems. Some specific problems are as
follows:

1. Interpreting the Initial Statement of the Problem. How does the client initially define
the problem, needs, and challenges faced by the organization or the unit where change is
planned? How does the client view the desired state of the organization/unit? These are the
problems of organizational diagnosis.

2. Redefining the Problem. The problem is to be redefined to have workable Organizational

solutions developed. What assumptions underlie the preferred state of the Diagnosis: Issues
and Concepts organization need to be made explicit along with defining what constitutes
organizational effectiveness. What aspects of organizational life will be the focal points of the
diagnosis?

3. Understanding the Current State. How is the problem currently being dealt with? How
do members of the relevant groups define the problem and suggest solving it? What
organizational resources and strengths are necessary to solve the problem to improve the
organizational effectiveness? Who are mostly affected and in what ways among individuals,
groups, and components of the organization by the redefinition of the problem and the
envisaged approach to solve it?

4. Identifying the Forces for and against Change. What internal and external groups and
conditions create pressure for organizational change and what are the sources of resistance to
it? How ready and capable of changing are the people and groups who are mostly affected by
the problem and its possible solutions? What are the common interests or needs that could
become a basis for working together to solve the problem or resist it?

5. Developing Workable Solutions. Which behavioural patterns and organizational

arrangements, if any, can be most easily changed to solve problems and improve
effectiveness cost effective solutions)? What interventions are most likely to produce these
desired outcomes?