Meaning

Organizational Development is an organization improvement strategy. The term Organizational

Development refers to a broad range of behavioural science based strategies used to diagnose

the need for change in organizations and to implement changes when necessary. OD is used to

encompass a collection of planned change interventions. In nutshell, change management deals

with a particular change while OD deals with imparting and monitoring various changes on a

continuous basis.

Definitions

According to Warner Burke

Organizational development is a planned process of change in an organisation's culture

through the utilization of behavioural science technology, research and theory.

According to Moorhead and Griffin,

“OD is the process of planned change and improvement of organisations through the

application of knowledge of the behavioural sciences.”

According to Dale S. Beach

OD is a complex educational strategy designed to increase organizational effectiveness and

wealth through planned intervention by a consultant using theory and techniques of applied

behavior services.
Features of OD

Focused on the entire organization.

The organization development program creates an environment that encourages employees to

learn and grow. This is not the traditional training that an employee undergoes instead is

focused on the entire Organization.

Action research

An essential feature of the Organization development process is that it keeps the focus on

research of different work situations to understand the areas that create issues. The

method tries to find viable remedies to improve Organizational performances

System approach

Organization development is based on a system approach to encourage intergroup and

interpersonal coordination and cooperation.

Problem-solving

Problem-solving is one of the critical features of the Organisation development system. Action

research provides essential data on issues and helps to solve them effectively. This results in

self-sufficiency.

⚫ Group process
In the Organization development process, the emphasis is on the group process instead of

individual activities. It develops ways to improve functional conflicts and interpersonal

relationships through viable discussions between the groups.

• Feedback

Feedback is an essential feature of the Organization development process as it offers vital

information that helps to make decisions.

Learn through experience

An essential feature of the Organization process is adopting new behavioral patterns by

learning through experience. In this system, people will develop the behavioral concept and

make changes on the basis of the situations they are facing and their related experiences.

Importance Of OD

The importance of Organization development is as follows-

• Organization development improves the performance of the whole Organization

• Organization development increases the profitability of a business

• The Organizations development is needed to act as a bridge to shorten the gap

between the required and existing abilities

 The Organizations development is essential because it boosts management, systems,

processes and people capabilities

 The Organizations development can increase the quantity and quality of products based on

customer demands

 The Organizations development process improves the financial position of the

Organizations

 The Organizations development process is essential because it enhances the market

share

 The Organizations development helps to achieve a competitive advantage over rival

companies

 The Organizations development concept enhances the image and visibility of an

Organizations

Objectives of organization development

1. To apply behavioural science theories: The first objective of organization

development is to apply some behavioural science theories in the organization.
By applying these theories organization development practices hope for
development.
2. To improve organizational performance: Another objective of organization
development is to improve the overall performance of the organization. Thus
the organization can be established as one of the important institutions in
human history.
3. 3. To ensure proper use of individual efforts: Individual performance should
be improved. This is possible by using individual efforts properly. Organization
development ensures proper use of human efforts and commitment.
4. 4. To create awareness: Organization development creates awareness among
the people working in the enterprise. They feel the need for change in
comparison with other organizations.
5. 5. To encourage people to solve problems:  Every organization has many
problems and challenges. Organization development encourages people to
solve these problems and face challenges in the present and future.
6. To establish and maintain interpersonal relations: Organization
development activities may be implemented with a view to establishing and at
the same time maintains interpersonal relations among the people of the
organization. This can ensure continuous growth.
7. To create & maintain a work environment: The working environment must
be favourable in the organization. Organization development practitioners
create a favourable working environment and maintain the same for smooth
functioning in the future.
8. To increase knowledge & skills: Knowledge of the latest methods and skills
can streamline the growth of any organization. Organization development
intends to increase the knowledge and skill levels through training.
9. To minimize resistance to change: In most of the cases, every change is
resisted, it hampers goal achievement. Organization development helps
minimize the resistance to change in a positive mood so that management
becomes more alert.
10.To create job satisfaction: Job satisfaction encourages people to work hard
with joy. Organization development creates job satisfaction for employees who
are involved in organization development activities.
11. To increase motivation level: Motivation creates interest for work among the
employees. Therefore another important objective of organization development
is to increase motivation.
12.To create supportive values: Every organization and employee has some
values and norms. The values and norms can help the organization to uphold its
own culture. Organization development creates supportive suitable values and
norms.
Principles of organization development

1. Values-Based: Values-based key variables include.

Collaboration: Builds collaborative relationships between the practitioners and

the client while encouraging collaboration throughout the client system.
Self-awareness: OD (Organization Development) practitioners engage in
personal and professional development through lifeline learning.
2. Systems focused: Approaches communities and organizations as open systems:
that is, acts with the knowledge that change in one area of a system always results in
tin changes in one area of a system always results in changes in other areas, and
change in one area cannot be sustained without supporting changes in other areas of
the system.

3. Action Research: Continuously re-examines, reflects, and integrates discoveries

throughout the process of change in order to achieve desired outcomes. In this way,
the client members are Involved both in doing their work and in dialogue about their
reflection and learning in order to apply them to achieve a shared result.
 P

rinciples of Organization Development

4. Informed by data: Involves proactive inquiry and assessment of the internal

environment in order to discover and create a compelling need for change and the
achievement of a desired future state of the organization or community

Organization development process

1. Data collection: Surveys may be made to determine organizational climate and

behavioural problems. The consultant usually meets with groups away for work to
develop information from questions such as these:


 What kinds of conditions contribute most to your job
effectiveness?
 What kinds of conditions interfere with your job effectiveness?
 What would you most like to change in the way this
organization operates?
 The by-products of data collection include the identification of
performance gaps deficiencies in the way the organization
operates and abseiling in the way the organization operates and
baseline information a portrait of the organization’s current
level of operations for later comparison with the effects of OD
(Organization Development) efforts?
2. Data feedback and confrontation:  Workgroups are assigned to review the data
collected, to medicate areas of disagreement, and to establish priorities for change.

3. Action planning and problem-solving: Groups use the data to develop specific

recommendations for change. Discussion focuses on actual problems in the
organization. Plans are specific, including who is responsible and when the action
should be completed.

4. Use of intentions: Once the action planning is completed, the consultant helps the
participants select and use appropriate OD interventions, Depending on the nature of
the key problems; the intervention may focus on individuals, teams. Interdepartmental
relating or the total organization.

5. Evaluation and follow-up: The consultant helps the organization evaluate the

results of tits OD efforts and develop additional programs in areas where additional
results are needed.
relevance of organisational development for
managers.

Organization Development (OD) provides services to improve organization

effectiveness and/or individual employee effectiveness. The purposes are to increase
productivity, work satisfaction and profit for the client company through following
techniques:

1. Action Research: An assessment and problem solving process aimed at improved

effectiveness for the entire organization or specific work units. The consultant helps
the client organization identify the strengths and weaknesses of organization and
management issues and works with the client in addressing problem opportunities.
(Some form of action research is generally applied as a foundation for other
consulting strategies.

2. Executive Development: One-on-one or group developmental consultation with

CEO's or VP's to improve their effectiveness 4. Goal Defining and applying concrete
goals as a road map to help an organization get where it wants to go. (Can also be
applied to employee development.)

3. Group Facilitation: Helping people learn to interact more effect lively at meetings
and to apply group guidelines that foster open communication, participation and
accomplishment.

4. Project Management: The general management of specific work, blending diverse

functions and skills, usually for a fixed time and aimed at reaching defined outcomes

5. Strategic Planning: A dynamic process which defines the organization's mission

and vision, sets goals and develops action steps to help an organization focus its
present and future resources toward fulfilling its vision. 12. Team-building: Improving
how well organization members help one another in activities where they must
interact.

6. Total Quality Management: Through work process analysis. teambuilding,

defining quality and setting measurable standards. the consultant assists the
organization in becoming more cost effective, approach zero-defects and be more
market-driven.

7. Career Counselling: Focused attention on goal setting, career selection and job
seeking help individuals make career decisions 15. Co-ordination and Management of
Multi-Disciplinary Con sultants: One or several different technical specialist's team up
with an OD consultant to design and install new equipment, work processes, work
methods or work procedures

8. Creative Problem Solving: Organization members use prac cal problem solving
models to address existing problems in a systematic, creative manner.

9. Customer Service Training: Creating interpersonal excellence in public contact

positions where the individual and the organization are expected to meet or exceed
customer expectations
10. Developmental Education: Training in basic math, reading, writing and
grammar.

11. Interpersonal Communication Skills: Increased skill in ex- changing needed

information within the organization and provid- ing feedback in a non-threatening,
non-judgmental way.

12. Human Resource Management: Managing the function of hiring, compensation,

benefits and employee relations toward systematic goals of the organization's morale
and productivity. 21. Labour Relations: Facilitation of conflict, planning and problem-
solving among management and workforce union representation.

13. Leadership Development: Training in selected areas which change managers to

leaders. And it includes visioning, change management and creative problem solving.

14. Management Development: Training in various management skill areas with

particular focus on performance management, communications and problem solving.

15. Outplacement: Providing individual and group job search skills and services to
employees who have been affected by corporate downsizing.

16. Sales Training: Training is the art of selling a product or service.

17. Stress Management: An individual growth workshop designed to arm and

activate healthy responses to stress. It enables participants to maximize positive
stressors and minimize the negative, both for themselves and others. 27. Technical
Training: Training in a specific technical area, such as computers.

18. Time Management: An opportunity for individuals and organizations to effect

higher levels of productivity with the time they are allotted.
OD Practitioner Meaning. –

An OD practitioner is a person who provides professional services i.e. diagnosing

systems, developing interventions, and helping to implement them. They refer to at
least three sets of people, first those who specialize in OD as professionals and
traditionally focus on humanistic values but now include organizational effectiveness
and competitiveness.

Second are those who specialize in the field related to OD such as reward system,
organizational design, work design, information technology, and business strategy.
Third are those people who are managers and administration and gained OD
competencies. OD is becoming general a management skill over time.

Organizational Development Practitioners are people who are entrusted with the job
to carry out the planned change process in the organization. These are the people with
the ultimate responsibility to development and create organizational wide
effectiveness through challenging and changing its current practices.

OD as a profession:

People who take up OD as a profession are employed as internal or external

consultants like top managers,functional departmental heads and staff groups who
provide professional services to the organisation clients. They share a common set of
humanistic values, promote open communication, employee involvement and personal
growth and development. Due to globalisation, OD practitioners have expanded their
values, skills and knowledge which help the organisation to cope up with highly
competitive demands and pressures

Competencies Required for OD Professionals

 To be effective, all OD practitioners must possess the following basic knowledge,
skills and attitudes which are listed below:

1.Intrapersonal skills: As OD is a highly, uncertain process which requires constant

adjustment and innovation, OD practitioner must possess good learning skills and
must have values, feelings, purposes and integrity that helps in building the
relationships in a smooth and cordial way.

2.Interpersonal skills: An OD practitioner helps to gain the competence which is

required to solve problems. So, in order to build and maintain the relationships the OD
practitioner must consider the concepts of group dynamics, cultural perspectives, and
business function. These constitute the core foundation of their knowledge and help in
developing managing, facilitation and consulting as their core skill.

3.Participation skills: An effective and efficient OD practitioner helps the

organisation in redesigning and implementing the plan which must be clear, concrete,
simple, rooted with data, result oriented, measurable and rewarded.

4.Contracting skills: An effective and efficient OD practitioner helps the

organisation to confirm the resource commitment and clarify the role of client and
consultant. This helps them to identify the change needed in the system and critical
success factors for intervention. This way, realistic expectations are built.
5.Organisational development theory skills: One of the most important tools for
OD practitioner is knowledge of organisational development and for this the
practitioner must know the planned change model. They need to know what, where
and how the interventions are applicable. They must also be clear about their position,
role and responsibilities they are about to perform.

6.Impact: Creating a good first impression, commanding attention and respect,

showing an air of confidence.

7.Emotional Intelligence: When we talk about “applying behavioural science

knowledge” Emotional Intelligence is the core competency OD professional must
possess.

8.Building Positive Working Relationships and Trust: Developing and using

collaborative relationships to facilitate the accomplishment of work goals. Interacting
with others in a way that gives them confidence in one’s intentions and those of the
organization.

9.Mentoring & Coaching: Providing timely guidance and feedback to help others
strengthen specific knowledge/skill areas needed to accomplish a task or solve a
problem.
10.Influencing and Gaining Commitment: Using appropriate interpersonal styles
and techniques to gain acceptance of ideas or plans; modifying one’s own behavior to
accommodate tasks, situations, and individuals involved.12.

11.Managing Conflict: Dealing effectively with others in an antagonistic situation;

using appropriate inter-personal styles and methods to reduce tension or conflict
between two or more people.

12.Strategic Decision Making: Obtaining information and identifying key issues and
relationships relevant to achieving a long-range goal or vision; committing to a course
of action to accomplish a long-range goal or vision after developing alternatives based
on logical assumptions, facts, available resources, constraints, and organizational
values.