CHAPTER 1

Submitted By
Zeeshan Sindhu

Submitted To
Dr. khawaja jehanzeb
CHAPTER 1
DEVELOPMENT OF THE ORGANIZATION:
Organizational development is a planned process of changing an organization's
culture through the use of technology, research and behavioral science theory.

Organizational development refers to a long-term effort to improve an

organization's problem-solving skills and its ability to cope with changes in its
external environment with help external or internal scientific behavioral
consultants, or change agents, as sometimes called.

Organizational development is an effort (1) planned, (2) within the organization,

and (3) managed by above, to (4) increase the effectiveness and health of the
organization through (5) planned interventions in the "processes" of the
organization, using the knowledge of behavioral sciences.

First, OD applies to changes in the strategy, structure and / or processes of a

complete system, such as an organization, single plant of a company, department
or work group with multiple plants or individual paper or work.

A change program aimed at changing an organization's strategy, for example,

could focus on how the organization relates to a larger environment and how
these relationships can be improved.

It can include changes in both the grouping of people to perform tasks (structure)
and in communication and problem solving methods (process) to support strategy
changes.

Likewise, an OD program aimed at helping a top management team be more

effective could focus on interactions and problem-solving processes within the
group.

This approach could lead to a better ability of top management to solve business
problems in strategy and structure. This is in contrast to approaches that focus on
one or only some aspects of a system, such as technological innovation or
operations management.
In these approaches, the focus is limited to improving particular products or
processes, or the development of production functions or the provision of
services.

THE GROWTH AND SIGNIFICANCE OF THE ORGANIZATION

DEVELOPMENT
In each of the previous editions of this book, we have argued that organizations
need to adapt

Technological, economic, political and cultural changes that is increasingly

complex and uncertain. We He also said OD could help an organization create
effective responses to these changes. In many cases, proactively influence the
strategic direction of the company.

The rapidly changing conditions of recent years confirm and underline our
arguments its relevance. According to several observers, the organizations are in
an unprecedented situation uncertainty and chaos, and nothing less than an
administrative revolution will save them. Three Major trends are shaping change
in organizations: globalization, information technology and managerial
innovation.

First, globalization is changing the markets and environments in which

organizations operate as well as the way they work. New governments, new
leadership, new and new markets countries are emerging and creating a new
global economy with opportunities and threats. The overthrow of the Berlin Wall
symbolized and energized the reunification of Germany; The European Union has
created a cohesive economic bloc that alters the face of the world markets;
Entrepreneurs appeared in Russia, the Balkans and Siberia to transform the
former Soviet Union; terrorism has reached all corners of economic and social life;
and China is emerging as an open market and global economic influence.

The rapid spread of severe acute respiratory syndrome (SARS) and its economic
impact has clearly demonstrated the interconnectedness between the social
environment, organizations and the global economy.
Second, information technology is redefining the traditional business model by
changing the way we do the work is done, how the knowledge is used and how
the cost of doing business is calculated.

The way an organization collects, stores, manipulates, uses and transmits

information can be reduced costs or increase the value and quality of products
and services.

Third, managerial innovation has responded to globalization and information

technology Trends and accelerated their impact on organizations. New
organizational forms, such as networks, strategic alliances and virtual companies
provide organizations with new ways of thinking about how to produce goods and
provide services. The strategic alliance, For example, it has emerged as one of the
indispensable tools in implementing strategies.

There is no single organization, not even IBM, Mitsubishi or General Electric, that
can control the environmental and market uncertainty you face. The Sun
Microsystems network is so complex that some products you sell are never
touched by a Sun employee.

Furthermore, change innovations such as downsizing or reengineering have

radically reduced the size of organizations and greater flexibility; new
interventions for large groups, such as research conferences and open spaces
have increased the speed with which organizations change can take place; and
organizational learning interventions have been recognized and exploited
knowledge as a critical organizational resource.

BRIEF HISTORY OF ORGANIZATIONAL DEVELOPMENT

A brief history of DO will help clarify the evolution of the term, as well as some of
the problems and confusion that surrounded him. As currently practiced, OD has
emerged from five main background or stems.

The first was the growth of the National Training Laboratories (NTL) and the
development of training groups, also known as sensitivity training or T groups.
The second root of OD it was classic action research work done by social scientists
interested in applying research to manage change. An important feature of action
research was a technique known as survey feedback.

ACTION SURVEY:

A collaborative effort was initiated between members of the organization and

social scientists for the collection investigate data on the functioning of an
organization, analyze it to identify the causes of problems e devising and
implementing solutions.

After implementation, more data was collected to evaluate the results and the
data cycle the gathering and action often continued. The results of the action
research were two: members of organizations have been able to use self-research
to drive action and change; scientists were able to study this process to gain new
knowledge that could be used elsewhere.

CONCLUSION:
In this chapter I concluded that it concerns with organization development and
change management by using different theories and procedures to conduct the
action research by taking the feedbacks of the employees for the benefit of the
organization.