A

PROJECT REPORT ON
“Organizational Development”
AT
“”
SUBMITTED TO
DEPARTMENT OF BUSINESS ADMINISTRATION
IN THE PARTIAL FULFILLMENT
OF SYBBA DEGREE OF
SAVITRIBAI PHULE PUNE UNIVERSITY
SUBMITTED BY:
MR.SHUBHAM SURESH CHAURE
ROLL NO:12
ACADEMIC YEAR:2022-2023
PROJECT GUIDE:-PROF.LEENA TALREJA

K.K.WAGH ARTS,COMMERCE,SCIENCE,AND
COMPUTER SCIENCE COLLEGE.
 K.K. Wagh Education Society’s
K.K.Wagh Arts, Commerce, Science & Computer Science College, Nashik.
Saraswati Nagar, Adgaon Road, Panchavati, Nashik-422003, Maharashtra
(Affiliated to Savitirbai Phule Pune University)
Accredited by NAAC: ‘B’ Grade(CGPA 2.50)
SPPU ID : PU/NS/S/71/2002 College Code : 701 A.I.S.H.E. Code : C-41802
+ 91 253- 2303100, 2303373, 2303774 principal-seniornashik@kkwagh.edu.in www.ascn.kkwagh.edu.in

Completion Certificate
Date:

This is to certify that Mr Shubham Suresh Chaure

of SYBBA Roll no:12 having specialization in HUMAN RESOURCE MANAGEMENT has

successfully completed his / her project titled Organizational Development as per the norms of

Savitribai Phule Pune University under the guidance Mrs. Leena Talreja for the academic

year 2022-2023.

Internal Guide External Guide HOD Principal

Leena Talreja Mrs. Supriya Daware Dr. S. V. Patil

 EXECUTIVE SUMMARY

Today in era of constant development and up-gradation of systems and change

inhuman demands and behaviours, it is very important for the Organisations to
have a closer lookin changing possibilities and opportunities available in this
VUCA (volatility, uncertainty, complexity and ambiguity) world. The
Organisation’s purpose and objectives needs to be  protected not only for
the growth of the Organisation but also for its survival. The survival ofthe
Organisation also depends on various factors, parties and people involved in its
revival plans and Organisational Development plays very important role in achievi
ng the goals andobjectives of the Organisation.Today, Organisations are well
aware of the facts that in world of constant improvements andchange, their one
stop shop solutions will not help them to get their business grow and achievetheir
business objectives. The Organisations are more aware of the fact that they have
toimplement new ways of its functioning in order to keep up with the pace of
VUCA world.This Project on Organisational Development is an attempt to
showcase how OrganisationalDevelopment is the need of an hour and how the
Organisations which adopted OrganisationalDevelopment process and executed it
successfully have benefited from the OrganisationalDevelopment Intervention. The
process of Organisational Development and the Advantages ofthe Organisation
Development is covered here in detail just to represent the entire importanceof
Organisational Development.The case study of Axis Bank shows that with
changing time of Indian Banking Industry, howthe Axis Bank has evolved itself
over a period of time from being one of the Traditional
Commercial Bank to a ‘New Generation Fin-Tech Banking Institution’. The
examples are many in Organisational Development including the examples of
failure of bringingOrganisational Development it in their Organisation which has
affected them tremendously.The project comprises of theory and practices behind
the Organisational Development alongwith the case study to highlight how
successful Organisational Development Intervention benefits the Organisation.
 
 Meaning of Organisational Development:

Given the approaches to planned change: structure, technology and people change,
a majorapproach to people change is Organisational Development (OD). Some
OrganisationalDevelopment programmes involve structural and technological
changes also. It plans for acomprehensive change where the Organisation moves to
higher levels of performance withimproved worker satisfaction.

Organisational Development aims to improve the Organisation’s self -renewal

process so thatmanagers adopt a management style appropriate to the new and
changing environmentalvariables. It is an approach to introduce change in business
Organisations. “Organisational

Development is a planned and systematic attempt to change the Organisation,

typically to amore behavioural environment.”

The need for Organisational Development arises because the Organisations itself
needs tochange. Changing people through motivation and incentive programmes
alone is not sufficient.Organisational Development helps Organisations to rapidly
adjust to environmental changes. Not responding to change is not an option. It is
necessary for survival of the Organisational inthe dynamic, competitive world

.It is “a change effort that is planned, focused on an entire Organisational or a

large sub-system, managed from the top, aimed at enhancing Organisation’s health
and effectiveness, and basedon planned interventions made with the help of a
change agent or third party who is well versedin the behavioural sciences.”

Organisational Development is response to change, a complex educational

strategy intended tochange the beliefs, attitudes, and structures of Organisations so
that they can better adapt tonew technologies, markets and challenges.
Organisational Development programmes equip people to accept change resulting
from external environmental forces like market, technologyetc. It is a long-range
programme aimed to change behavioural attitude of people and performance of the
total Organisation thereby creating better coordination between human beings and
the Organisations.
 Definition of Organisational Development:

According to R. Beckhard,

"Organisational Development is an effort planned,Organisation wide, managed

from the top, to increase Organisation effectiveness and health and through
planned intervention in the organisations’ processes using behavioural science
knowledge".

According to French and Bell

"Organisational Development is a long range effort toimprove an Organisation's

problem-solving and renewal processes, particularly,through a more effective and
collaborative management of Organisation culture withspecial emphasis on the
culture of formal work teams with the assistance of a changeagent or catalyst and
the use of the theory and technology of applied behaviour science,including action
research".

According to Burke

"Organisational Development is a planned process of change inan Organisation's

culture through the utilization of behavioural science, technology,research and
theory". In simple words, Organisational Development is a technique of planned
change. It seeksto change beliefs, attitudes, values and structures-in fact the entire
culture of theOrganisation so that the Organisation may better adapt to technology
and live with the pace of change.

Organization Development is an
effort (1) planned, (2) organization-
wide, and (3) managed from top, to
(4) increase organization
effectiveness and
health through (5) planned
interventions in organization’s
“processes”, using
behavioral-science knowledge. …
Beckhard, 1969
Organization Development is a
process of planned change – change
of an organization’s culture from
one which avoids an examination of
social
processes (especially decision
making, planning and
communication) to one
which institutionalizes and
legitimizes this examination. …
Burke & Hornstein, 1972
Organization Development is a
systematic application of behavioral
science knowledge to the planned
development and reinforcement of
organizational strategies, structures,
and processes for improving an
organization’s effectiveness. …
Cummings & Worley, 1993
Organization development is a
planned process of change in an
organization’s
culture through the utilization of
behavioral science technologies,
research,
and theory.
Organization Development is an
effort (1) planned, (2) organization-
wide, and (3) managed from top, to
(4) increase organization
effectiveness and
health through (5) planned
interventions in organization’s
“processes”, using
behavioral-science knowledge. …
Beckhard, 1969
Organization Development is a
process of planned change – change
of an organization’s culture from
one which avoids an examination of
social
processes (especially decision
making, planning and
communication) to one
which institutionalizes and
legitimizes this examination. …
Burke & Hornstein, 1972
Organization Development is a
systematic application of behavioral
science knowledge to the planned
development and reinforcement of
organizational strategies, structures,
and processes for improving an
organization’s effectiveness. …
Cummings & Worley, 1993
Organization development is a
planned process of change in an
organization’s
culture through the utilization of
behavioral science technologies,
research,
and theory.
Organization Development is an
effort (1) planned, (2) organization-
wide, and (3) managed from top, to
(4) increase organization
effectiveness and
health through (5) planned
interventions in organization’s
“processes”, using
behavioral-science knowledge
 Objectives of Organisational Development:
 Improvement the performance of the Organisation.
 Improvement in the ability of the Organisation to adapt to its environment
 Improvement in inter-personal and inter-group behaviour to secure team
work.
 . To stimulate people to express freely without fear to change.
 To increase interpersonal communication within the Organisation.
 . Decision through collective efforts to increase effectiveness.
 To have self-control for personal visions and focusing on organisational
goals.
 To have self-direction and self-motivation for achieving objectives of the
Organisation.
 . To encourage employees’ participation in analysing the problems and
decision making.
 . To develop solutions to the problem and build partnerships for effective
implantation.
 To increase openness of communication among people.
 To increase commitment self direction and self control.
 To involve the members in the process of analysis and implementation
 To enhance the level of trust and satisfaction levels.
 To increase the level of trust and support among employees.
 Advantages of Organisational Development:

1.Organisational Development is not a magic to solve all the management

problems but ithelps in meeting the challenges thrown by change and making the
Organisation effective.

2.Organisational Development processes and methods encourages team work,

improveintergroup relationships.

3.It helps employees to understand each other better and promotes cooperation and
mutualunderstanding thus reduce the internal conflicts and stress at workplace.

4.It helps in getting job satisfaction. It helps in improving communication skills.

5.Organisational Development helps in boosting up the morale of the employees.

Highmorale leads to greater productivity.

6.It helps the employees to accept changes in the technology which increase
efficiencyultimately leading to have an edge over the competitors and increase the
market share.

7.Employees welcomes change and do not resist it which leads to speedy

implementation of policies and programmes in adopting new technology and
concepts without any hesitation.It changes the atmosphere making it conducive for
executing developmental programmes.

8.Organisational Development thus enables the management to implement the

changes in thesystem, technology, customs, patterns, product, styles etc. to be in
tune with themodernisation to remain in business and face the competition which
will help in developingOrganisation, its people and society.The effectiveness of
Organisational Development programmes depends upon many factors. Itis difficult
to say whether a particular action is effective. There are several factors
internallyand externally that are responsible for effectiveness of Organisational
Development programme. To assess the magnitude of effectiveness of
Organisational Development programme, it is necessary to have the knowledge of
the situation prior to the implementation.Organisational Development programmes
are

widely adopted by companies by spending heavyamount to engage external

consultants and experts to develop the Organisation. Hence, thefollowing topic is
focusing on merits of such Organisational Development Process.
 Characteristics of Organisational Development:

1.Organisational Development is an educational strategy for bringing a planned

change.

2.It is related to real problems of the Organisation.

3.Training methods based on experienced behaviour are primarily used to bring

change.

4.Organisational Development uses Change agents (or consultant) to guide and

affect thechange.

5.The role of change agent is to guide groups towards more effective way of
functioning.Change agents assist in problem solving processes so that employees
solve the problemsthemselves.

6.Organisational Development seeks to build problem-solving capacity by

improving groupdynamics and problem confrontation.

7. Organisational Development reaches into all aspects of the Organisation culture

in orderto make it more humanly responsive.

8.Organisational Development is a long term approach and is meant to elevate

theOrganisation to a higher level of functioning by improving the employee
performance andsatisfaction of members.

9.Organisational Development is broad-based and describes a variety of change

programmes. It is concerned not only with changes in Organisational design but
also withchanges in Organisational philosophies, skills of individuals and groups.
10.Organisational Development is a dynamic process. It recognises that the goals
of theOrganisation change and hence the methods of attaining them should also
change.

11.Organisational Development utilizes systems thinking. It is based on open,

adaptivesystems concept. The Organisation is treated as an interrelated whole and
no part of theOrganisation can be changed without affecting other parts.

12.Organisational Development is research based. Change agents conduct surveys,

collectdata, evaluate and then decisions are taken.

13.Organisational Development uses group processes rather than individual

process. Itmakes efforts to improve group performance.

14.Organisational Development is situational and contingency oriented.

15.Organisation Development and Management Development are complementary

rather than conflicting.
 Prerequisites to Organisational Development

1. Top management's commitment

Organisational Development is possible only when there is strong commitment

from top levelmanagement for change. During Organisational Development, there
can be change in differentareas like techniques, machinery, responsibility-authority
relationships, etc. In such changes,top level management must be ready either in
changing responsibility-authority relationship orin investment for new technology.
Thus, Organisational Development requires topmanagement's commitment as one
of the requirement to make it success.

2. Strong and influential managers

Managers plan for change and initiate change to improve quality of goods and
services. Tomake Organisational Development successful, some strong and
influential manager arerequired so that they commit for change, change the attitude
of other managers, supervisorsand employees for accepting change. Such managers
are the change agents.

3. Capable external consultants

External consultants are external change agents. They facilitate to internal change
agents bymeans of training and consultant advice. Such consultants help to identify
the area for change,diagnose real problems, nature of problem, and probable
solution. Competency of suchconsultants determines the extent of success of
Organisational Development in theOrganisation.
4. Successful past experience

If the Organisation has experienced similar changes at past too and such events
were successful,this increases the chance of being the current Organisational
Development processessuccessful. Experienced Organisations have maintained
technology, techniques, skills andknowledge from previous experience which will
be beneficial.

5.Built in reward system

Reward system should be unbiased. Managers should aware for providing

equitable rewards.Better performer should automatically get the rewards. Rewards
and compensation should beautomatically fixed. Thus, to increase the cohesiveness
between managers and employees,Organisational Development aims to develop
the reward system.
 The Process of Organizational Development

The organizational development process is a systematic, research-based series of

steps. Common implementation steps include the following:

 Identifying an area of improvement. Organizational change begins with

identifying a need that aligns with business goals. Companies often know that need
right away, but they may consider a data-driven approach to identify problems
through formal surveys and feedback. This approach allows for a more thorough
understanding of the area for improvement. Companies should ask themselves
what they want to change, and why that change is necessary.
 Investigating the problem. Once the area for improvement is identified,
companies conduct an investigation to learn why the problem exists, what the
barriers to improvement are, and what solutions have previously been attempted.
This step can also include surveys or focus groups and individual consultations.
 Adapting or continuing. Depending on the evaluation of the initial results, the
company may choose to adapt its plan. If the results show success, it may continue
with the current plan to keep improving.
 Recognition of the Problem:
It is the first step to initiate the Organisational Development process where
topmanagers or departmental heads feel the need for change. Recognising some
problemin the Organisational calls for change. Problem is the end-result that
requiresapplication of Organisational Development. An outside consultant can also
beappointed to identify problems in the Organisational. The problem could be low
sales,low profits, poor employer-employee relationships etc.
 Diagnosis of the Situation:

After the need for change is felt, the change agent assesses the problem by
diagnosingthe present situation. It enables the Organisational Development
practitioners to analysethe real problem.

The problem can be diagnosed in the following ways:

(i) The practitioners can interview people of the Organisational directly affected by
the problem situation.

(ii) Where Organisational members do not want to disclose their identity in face-
to-faceinterviews, the practitioners use questionnaires where respondents answer
the questionsin a common format.

(iii) The employees’ behaviour can simply be observed and this observation
helpsOrganisational Development practitioners in diagnosing the situation.

(iv) Internal documents and reports also give information about problem area in
theOrganisational.The Organisational Development practitioner, thus, identifies the
reasons for problems andcollects relevant data from the Organisational to diagnose
the problem. The reasons for the problems should be identified because reasons
help in going to the root cause of problems.If sales are low because of lack of
publicity, advertising and sales promotion efforts can helpto solve this problem.
All relevant data related to the cause of problem is collected and analysedto arrive
at the optimum solution.
 Identification of the Problem:
The problem having been diagnosed, the Organisational Development practitioners
want allOrganisational members to identify themselves with the problem. They
make people realisethat problem of the Organisational is their problem. When
people recognise the problem as their ‘own’, they actively participate in initiating
and implementing the change process to overcome the problem.
 Selection and Ownership of Solution:
Members should identify the problem as their own and also accept the solution or
‘own’ the solution. The Organisational Development practitioners should facilitate
both ownership andsolution to the problem by Organisational members so that
change can be smoothly implemented. If managers feel that employees do not
‘own’ the selected solution to the problem, they should first make them accept the
solution and then implement it. “Ownership occurs when people openly recognise
that a problem exists, when they accept theircontribution to the problem or the
impact it has on them, or when they commit to the need to identify the problem and
to do something about it.” Action plan is devised which determines goal of the
Organisational Development programme, the approach for attaining these goals
andsequence for implementing the approach.
 Implementation : 
While stability is necessary during implementation, supporting employees during
the transition with mentoring, training, and coaching is equally important. When
thinking about such support, management should consider what new skills
employees will need and what delivery methods will be most effective. Ongoing
feedback and communication can help make the change process easier.
 When all Organisational members agree to the problem and solution to that
problem (that is,they ‘own’ the problem and the solution), changes are
implemented. The desired Organisational structure, its parts and their relationships
are determined. The OrganisationalDevelopment practitioner changes the
Organisation and trains people in the light of proposedchanges.

Evaluation:

 Once the company has implemented a plan, its leaders may create space for
shared reflection, asking themselves and their employees if the change effectively
met the business goals. They’ll also evaluate the change management process and
consider what could be done differently. This step can’t be overlooked; if the
company doesn’t evaluate the changes, it won’t know whether interventions have
been effective.

the Organisational Development, programme is implemented, it is regularly

monitored(since it involves long-term change process) to study its effectiveness. If
changes do not produce the desired results, the Organisational Development
practitioners make adjustments inthe Organisational Development programme.
This may involve appraising the change programmes, change efforts, behavioural
patterns of members

 Creating an action plan. 

The company then creates a plan with allocated resources and clearly defined
employee roles. This plan will include specific support for individuals involved
and identify a measurable goal. During this step, companies should think about
how they’ll communicate changes to staff and manage feedback.
 Creating motivation and a vision.

 Once the company has clearly defined and communicated a plan, its leaders must
motivate their employees to share in a vision. This step involves leaders acting as
enthusiastic role models while helping employees understand the plan’s big-picture
goals and desired impact.
 Techniques of Organisational Development:

The following some of the techniques are used by Organisational

Developmentpractitioners to bring planned change:

I. Diagnostic techniques

II.Interaction-facilitating techniques

I. Diagnostic Techniques:
These techniques are used by practitioners to diagnose the problem
of the Organisations:

1. Survey feedback:

In this method, a questionnaire is given to members to collect information about

the problemareas in the Organisational. Since names of employees remain
anonymous, they give true andfair picture of the areas where changes are required.
After the data have been collected,analysed and interpreted, the results are drawn
and presented to the concerned departmentwhere they are discussed and change is
initiated.

2. Nominal group technique:

This technique of identifying the problem area and finding solution to problems is
applied whenmembers do not want to verbally express their feelings. Group
members list the problem areason a sheet of paper. The responses of members are
consolidated in writing by the group leaderwho presents the problems on the board.
The members are again asked to identify in writing,the problems in the order of
priority.The group leader again consolidates the list and arrives at consensus
regarding the problems to be solved in the order of priority. A similar exercise is
repeated for finding solutions to the problems. The problems are finally matched
with the solutions and group members interactwith each other

3.Force field analysis:

It identifies the driving forces which promote change and restraining forces which
restrainchange in the Organisational. With the strength of each force, change can
be introduced ifdriving forces are stronger than restraining forces. Attempts are
made to reduce the restrainingforces or convert them into driving forces.
If all the tasks are managed by managers single-handedly without delegating to
subordinates,managers will be overburdened with work and, therefore, not able to
achieve the Organisationalgoals. In such a situation, the Organisational
Development practitioner creates an environmentwhere superiors understand the
need to delegate and subordinates express their desire to bedelegated. The problem
and solution are, thus, formulated through force-field analysis.

Interaction – Facilitating Techniques:

These techniques enable the group members to interact and discuss the problem
areas andarrive at a solution to effect the change.

1.Team building:

The Organisational Development consultant encourages team members to trust and

increasetheir level of openness with each other. Members share information known
to them. Theinformation may be related to better pay structure, better working
conditions or betteremployer-employee relationships. Disclosure of more and
better information enables theOrganisational Development practitioner to make
better decisions to implement the plannedchange.Team building helps the work
groups to identify problems related to their tasks and planchanges that will
improve effectiveness of the tasks. It changes the way work is done andredirects
Organisational resources in a way that results in their optimum utilisation.It
improves inter-personal relationships in the Organisational as people openly
communicatewith each other and develop mutual understanding leading to
functional excellence. TheOrganisational Development consultant also provides
feedback to the team members toincrease their tasks roles and maintenance roles.In
task role, he makes the group members conform to Organisational standards and
asmaintenance role, he fulfil their social needs of interaction and influence. If
formal leadercannot fulfil these roles, the Organisational Development consultant
supplements his functionsand carries out both the roles. This is because he has
referent and expert power over groupmembers. He, thus, has strong influence over
group activities to promote Organisationalefficiency far beyond the corrective
range of formal leaders.
2. process consultation :

I n this technique, the Organisational Development consultant examines some

Organisational process; production process or communication process, and
develops ideas to improve that process. He involves group members to participate
in the process development and arrives atconsensus regarding the ways to solve
problems related to that process.

Process consultation includes “a set of activities on the part of a consultant which

helps the client to perceive, understand and act upon process events which occur in
the client environment.” Managers, thus, seek the help of consultants in knowing
the effectiveness of various Organisational processes like communication,
decision-making etc. These processesare diagnosed, problems are detected and
remedies are suggested. Managers seek the help ofOrganisational Development
consultants in knowing what is wrong in the Organisational andwhere. The
consultant provides challenging alternative solutions to the client (managers).
Theclient considers these alternatives and implements the alternative he thinks best
for theOrganisational.

3. Grid Organisational Development:

This Organisational Development technique is based on Blake and Mouton’s

Managerial Grid,which identifies management styles based on manager’s concern
for people and task. (Differentmanagement styles are 1, 1; 9, 1; 5, 5; 1, 9 and 9, 9).
The 9, 9 style characterised by highconcern for people and tasks is the ideal style.
An effective Organisational Development programme aims at 9, 9 management
style to solve the Organisational problems.

19
 Grid Organisational Development technique follows the following six steps:

(a) Training:

Key managers assess their management style, compare it with the ideal style and
improve theirstyles through training to develop the Organisational. They develop
skills like communication,group decision-making etc. to improve from the existing
management style to the optimumstyle (9, 9).

(b) Team development:

The improved management style is applied to Organisational activities and

attempts are madeto improve employer-employee relations and develop team spirit
amongst Organisationmembers. Whatever managers have learnt in training
programmes is applied in actual worksituations so that features of 9, 9 management
style are achieved.

(b) Inter-group development:

Different work groups cooperate and together solve the Organisational problems.
Groups dealwith the problems which promotes group problem- solving and
understanding of Organisational procedures.
(c) Organisational goal-setting:
Top managers frame new goals for the Organisational which can be achieved
efficiently.
(d) Goal attainment:
Organisation members seek to achieve the goals framed by top managers in
Organisationalgoal-setting.
(e) Stabilisation:
After accomplishing the above steps, the Organisational Development practitioner
analyses thewhole situation, stabilises the positive points of the planned change
process and improves theareas which are not yet fully developed. Areas which
need improvement are identified so thatOrganisational is equipped to face
environmental challenges and exploit environmentalopportunities.

Graphical Representation of Stages involved in Organisational Development

9.Organisational Development Interventions

Organisational interventions are the techniques or approaches of Organisational

Development.There can be large number of Organisational Development
interventions but change agents canchoose the type of intervention on the basis of
purpose of intervention. Interventions should penetrate Organisational culture of
resisting change. Types of interventions cannot be mutuallyexclusive as they
overlap too many extents.Following different interventions can be used in practice:

1.Individual intervention

In most the cases, Organisational problems are rooted by means of personal

shortcomings orinadequacies in skills, knowledge or motivation to change. In such
situation, OD interventionsare required to design at individual level so that ability
and motivation of such individual can be improved. There can be different forms
of individual interventions as follows:

a.Counselling and Coaching

Some of the employees may be unaware regarding change. They may have low
confidence ontheir ability and skills. Some of them may not identify or realize the
low level of performanceand hence cannot identify alternative method of doing
work. In such situation, they requirecounseling and coaching. In counseling and
coaching, consultant prepare, guide, facilitate,cheer and direct to employees.

 They inspire and stimulate self-awareness and develop new behavior

patterns on the job.
 They assist in learning the alternative methods for performing.
 Provide support and direction to such employees to adapt change
effectively.
b.Sensitivity training (T-Group)

Change becomes complex and almost impossible because of interpersonal conflict

or ego. Suchcondition hinders the Organisational change as well. Thus, it is
required to intervene the behaviour of individual towards others. Sensitivity
training or T-Group is the training toemployees which aims to change behaviour
through unstructured group interaction. It helps to build harmonious relationship
with involvement of such persons in training. This helps toimprove
communication, develop leadership skills, increase in belongingness, reduction in
individual gap, increased tolerance of individual differences through extending
listeningcapacity, etc. Each member becomes aware towards own behaviour
regarding how this affectsto others and they perceive on the behaviour. This
training helps to integrate individualobjective and Organisation's objectives.
Sensitivity training is conducted in the following way:

 Members are brought together in open and free environment in which they
can discussand interact freely.
 Professional behavioural scientists i.e. facilitators loosely direct the
discussion.
 Intervention is carried by facilitators to help to move the group forward.
 Outcomes of such discussion or training session help each member to
understand other's behaviour and strengths. This helps each member to
perceive the importance of othermembers and aware of their own perception.
c.Survey method

Individual differences or discrepancies can be obtained through the use of

questionnaires. Insurvey method, questionnaires are prepared to measure the
individual differences. Work unitsor departments or whole Organisation can be
taken as the sample unit to collect informationregarding differences in individual.
Survey follows following steps:

 Interview, observation or questionnaire is used to collect information regarding

thediscrepancies. Perception, attitude and behaviours are identified after
analysing thedata.
 Meeting is conducted to provide feedback on the basis of data collected.
Informationare discussed in groups for diagnosing the problems. Participants
in meeting developremedies to solve the problems.
 Interventions are taken by initiating training and development activities to
solve major problems.

2.Group interventions

Group interventions are the actions designed to improve the interaction process or
workingrelationships between individual members, among members of work
groups or teams, or between groups or departments in the Organisation. This is
done at group level. Groupinteraction can be follows:

a.Team building

Team building is an attempt to assist the work group for making them skilful for
accomplishing job responsibility. Teams are encouraged to learn how to identify,
diagnose and solve the problems in self initiation.Members are encouraged to:

 Set goals and priorities,

 Analyse the performance of team
 Examine the norms, decision making process and communication process

b.Process Consultation

In this type of intervention, consultant from outside the Organisation assist client
i.e. needy person or unit in the Organisation. They assist in perceiving,
understanding and acting upon process events within the Organisation.
Consultation plays a role of guide or coach with advicein communication, patters,
decision making and leadership style. Consultants can be moreuseful in setting
methods of cooperation and conflict resolution. Process consultationintervention
can be appropriate in solving interpersonal inter group conflicts but it does not
stress in participation of persons in process consultation because of which the
process may beless effective.

c. Inter-group development

In Organisation different groups need to form which should be interdependent to

taskaccomplishment. But, many Organisations fail to create significant results from
group becauseof gap in perception, attitude and stereotypes of groups have of each
other. Thus, interventionis required to overcome such problems and create
harmonious relations, mutual trust andattitude of mutual interdependence. Inter-
group development tries to minimize thedysfunctional conflict between the
groups.For this, problem solving approach is followed which involves following
steps:
  Separate meeting of each group are organized in which member prepare the
list of their perception towards self, towards other group, their belief towards
other are prepared.
 Groups exchange their lists to identify similarities and dissimilarities.
Differences arefocused.
 Groups analyse the nature and causes of differences.
 Groups develop most feasible solution to improve their relations.

This approach tries to solve the misunderstanding by creating trust, goodwill

and openness.Inter-group development intervention is suitable to solve the
problems created by overlappingof responsibility and authority.

3.Organisation intervention

Organisational interventions are made at Organisational level covering whole

Organisation.Following different types of Organisational interventions are used:

a.Organisational restructuring

Organisational restructuring is done by changing or altering the responsibility-

authorityrelationship. This helps in intervening coordination mechanism,
communication channel,decision making approach and system, job redesigning,
etc. In this type of intervention, workhours are made flexible and reward systems
are changed.

b.Task and technological changes

In this intervention, either task or technology or both are changed. Task can be
redesigned withrestructuring or rearranging the responsibilities. Technology is the
means to change input intooutput. This is the modification in ways of doing things.
New equipment, tools or techniquesare used to intervene the transformation
process. Information Technology (IT) is widely usedin jobs and jobs are
redesigned according to the nature of technology. Technology has greatlyaffected
the jobs.

c.Goal setting (MBO)

Peter Drucker in 1954 AD first time advocated that each business activity need to
be directedto achieve the Organisational goals. For this, goals should be set in
involvement of employees.This means, if employees are involved in setting goals
of whole business, they feel ownershipin goals and their commitment level gets
improved. Commitment of employees leads to the performance. This approach of
setting goals of whole business or Organisation in involvementof employees is
commonly termed as 'Management by Objectives (MBO)'. MBO consists
offollowing steps:

 Educating employees who are to be involved in goal setting process.

 Employees and managers meet regularly and formally and agree upon
smart,measurable, accessible, realistic and time bound objectives (SMART).
 Progress towards the chosen objectives is reviewed after some internal
feedback is provided to employees.
 An overall evaluation is made to assess the current progress for the next
cycle ofobjective setting and planning.

d.Quality of Work Life (QWL)

This intervention is made with creating favourable working environment in the

Organisation.QWL helps to ensure the wellbeing of employees at job and
economic health of Organisation.QWL includes the following components:
1. Safe and healthy work environment. 2. Proper physical settings in the work
place, includingspace and layout. 3. Development of human potential and
capabilities. 4. Equitable rewards.5. Social relevance and integration.
 Organisation Development Intervention at Axis Bank:

 Being the learning Organisation, which has constantly evolved during the last
decade to be the India’s third largest Commercial Bank, the Bank has adopted
and implemented the strategies for the ‘Organisational Development’to meet
the consumer demands andexpanded the Digital Payment avenues post
demonetisation period.
 The Bank has developed its Business Strategy aligning to its‘Customer
Centric’ vision andgoals to provide the best Banking experience and services
to its customers and invested inthe Technology to enhance the overall Banking
experience.
 The Bank also identified the potential of ‘Digital Banking’ with growing
population ofSmartphone users in India which crossed to 300 million in 2016.
The Bank hence Plannedits Business Strategies to launch Mobile Banking
tools to capture the Digital Paymentsmarket and Mobile Banking customers.
 Based on the experience during Demonetisation, the Senior Management
emphasized ‘Automisation’, in order to improve the overall efficiency and
output of the employeeswith the use of technology and faster delivery of the
services with least errors. This wasalso made the most important aspect of
PMS during the year of 2016.
 The Bank has started its ‘Business Intelligence Unit (BIU)’ during FY 2016-17
whichconsist of highly qualified IT professionals and Industry Experts and IIT
alumnus. This unithas used ‘Artificial Intelligence’ for Business Analytics
which helped in increasing business by providing the insights and solutions
studied from the database of the banksexisting customers.
 The CEO of Bank Ms. Shikha Sharma has taken personal interest during her
tenure with the Bank till December 2018 in making an Organisation a
‘FinTech Banking Institution’ for rapid growth of the Organisation and fulfil
changing needs of the customers.
 Impact of Organisation Development Intervention at Axis Bank:

 After the launch of Digital India campaign by Prime Minister Shri Narendra
Modi in 2016,Axis Bank was the first Bank to launch its Axis Pay UPI
(Unified Payment Interface)application and also tie-up with Samsung Mobiles
India as banking partner for providing platform to Samsung Pay.
 Later, Axis Bank has upgraded its Axis Mobile Application and enabled
features of mobiletransfers, online payments of bills and recharges. Axis
Mobile Application also have OnlineFD/ RD, IMPS, RTGS payments which
otherwise required Internet Banking.
 Axis Bank has started one of its kind, ‘Axis OK SMS Banking’ to provide
services to the customer who do not have Smartphones or Internet
Connectivity. This services helpedcustomers to transfers funds by using SMS.
 Axis Bank has adopted the Technology to be the ‘New generation Fintech
BankingInstitution’ and in order to expand market share in the Digital
Payments Space which is dominated by PayTM, the Axis Bank has acquired
Fintech firm; ‘FreeCharge’ in September2017 for INR 385 crores.
 Axis Bank has launched one of its kind virtual assistance customer services
platform ‘AxisAHA!’ which uses Artificial Intelligence to answer the queries
raised by the customers related to banking through online chat platform.
 Axis Bank also launched its AXIS ASAP digital Savings Bank Account,
which does notrequire customers to walk-in to the Branch and customers can
avail all services online andcan also make online payments through their
virtual Debit and Credit Cards.
 Axis Bank has also started its own Axis Edge Rewards Points which promotes
use ofDigital Payments and Card Payments and rewards consumers with points
for doing DigitalTransactions. This enables bank to also sell merchandise
through its platform with vendorswhere customers can redeem their Axis Edge
reward points for shopping
Few Important figures represents the success of
Organisation Development at Axis Bank:
 64% of Bank’s active customers are ‘digitally active’.
 75% of all financial transactions are now digital transactions.
 UPI has scaled up tremendously to become a key channel for customer
transactions withhighest ever 635 million transactions seen in Financial Year
2019.
 43% of Mobile Banking customers bank only on Axis Mobile Application.
 Mobile Banking logins stand at 9.2 times of Internet Banking logins in
Q3FY19.
 Retail and Transaction Banking now form 79% of the total Fees earned by the
Bank.
 Retail fess earned by the Bank during Q3FY19 from Transaction and Retail
Bankingreached to INR 2,615 cr. with 16% YOY growth.
 Awards and Recognition represents the success of
‘Digitalisation’ at Axis Bank.
 Axis Bank won‘Banking Technology Excellence Award’ 2016-17 for Digital
Bankingamong Large Banks.
 Axis Bank won‘Most Innovative Emerging Technologies Project in India’
and ‘BestOnline Banking Experience, India’ award at the Asset Triple A
Digital Awards in 2017.
 Axis Bank wins‘Best Digital Bank’ for the second consecutive year at the
2017-18 editionof The Financial Express ‘India’s Best Banks’awards
ceremony, held on 10th January 2019.
 Axis Bank wins for the ‘Best Use of Data & Analytics for Business
Outcomes’amongstthe Largest Banks at the 14th Indian Banking Association
Technology Awards in 2019.Axis Bank has won this award for the second
consecutive year.
 Objectives Of the Study
The main Objectives behind this study are as follows…
 To acquire more knowledge about Organisational Development.
 To study the process of Organisational Development.
 To know the use and importance of Organisational Development.
 To know its relevance in this modern world and how organisations have
implemented Organisational Development interventions for their growth and
survival.
 To know how techniques are used to implement the Organisational
Development process.
 Conclusion and Findings of the Project
 Organisational Development is a practical approach towards bringing the
change in theOrganisation through manual intervention for bringing the
positive change in theOrganisation for its growth and survival.
 There are many views and opinions about Organisational Development
theories across theglobe but Organisational Development can be defined in
simple words as a set of socialscience techniques designed to plan and
implement change in work setting for purposes ofenhancing the personal
development of individuals and improving the effectiveness
ofOrganisational functioning.
 Organisational Development is the concept regarding strategies approaches
for managing planned change in Organisation. This enables the long term
effort of Organisation toimprove its vision, empowerment, learning and
problem-solving processes.
 Organisational Development improves conducive climate for implementing
changethrough ensuring well-being of employees. This helps to improve the
Organisational performance and effectiveness.
 Organisational Development concept comprises process of changes which
are intentional i.e. in the wish of management and support of the employees.
This is a method offacilitating change in Organisation with solving human
and social related problems.
 Bibliography

There is no primary data collected in this project except the details collected
and observations made for case study from Bank’s corporate communication
and investor presentations. Analysis was done from the retrieve data as there
was no informationavailable about what process was followed by the Axis
Bank to bring OrganisationalDevelopment but there was sufficient visible steps
and implementations of various projectswere made for making Organisational
Development through Digitalisation. Hence, the casestudy was prepared based
on the same and from personal experience while working withthe Axis Bank
since October 2016.

Following are the sources of secondary data which was referred, analysed and
collectedwhile making this project.

 www.wikipedia.com
 www.googleimages.com
 www.axisbank.com
 www.businessmanagementideas.com
 www.wisenepali.com
 www.yourarticlelibrary.com
 www.sketchbubble.com
 www.scholar.google.co.in
 www.business.com
  

 
CERTIFICATE

This is to certify that Mr. Shubham suresh chaure A student studying at k..K.Wagh
Arts, Commerce, Science & Computer Science College, Nashik. Has visited our
organization and completed his project in ‘organizational development’ and has
collected the necessary informations.