ORGANISATIONAL

DEVELOPMENT
By
H.G.Rumaana, 1 st MBA
PREFACE

OD refers to a long-range effort to improve an organization’s problem-

solving capabilities and its ability to cope with changes in its external
environment with the help of external or internal behavioral-scientist
consultants.

OD emerged from human relations studies in the 1930s, during which

psychologists realized that organizational structures and processes
influence worker behavior and motivation.
 INTRODUCTION
◦ Organizational development can be defined as an objective-based
methodology used to initiate a change of systems in an entity. Organizational
development is achieved through a shift in communication processes or their
supporting structure. Studying the behavior of employees enables
professionals to examine and observe the work environment and anticipate
change, which is then effected to accomplish sound organizational
development.
 OBJECTIVES
(1) To increase openness of communication among people.
(2) To increase commitment, self-direction and self-control.
(3) To encourage the people who are at the helm of affairs or close to the point of actual action to make
the decisions regarding their issues through collaborative effort.
(4) To involve the members in the process of analysis and implementation.
(5) To encourage confrontation regarding organisational problems with a view to arriving at effective
decisions.
(6) To enhance personal enthusiasm and satisfaction levels.
(7) To increase the level of trust and support among employees.
(8) To develop strategic solutions to problems with higher frequency.
(9) To increase the level of individual and group responsibility in planning and execution.
PROCESS OF ORGANISATION DEVELOPMENT

◦ Entering and contracting

◦ Problem diagnosis
oData collection and analyzing
oFeedback
◦ Intervention and implementation
◦  Evaluation
◦  Success
 OD interventions
◦ Organizational development is not easy. It is a fairly technical field, and so
are the interventions. OD interventions, also called organizational
development techniques, that are listed by Cummings and Worley (2009).

1. Human process intervention

2. Technostructural intervention
3. Human resources management intervention
4. Strategic change intervention
 GOALS OF ORGANISATION DEVELOPMENT

◦ If there would be one central goal, it would be increasing the organization’s

competitiveness.
◦ The goal of OD is to develop these aspects, as they can help a business win in
the marketplace. OD focuses on building the organization’s ability to assess its
current functioning and tweak it to achieve its goals. It is, therefore, a continuous
process, whereas change processes are often temporarily.
◦ This also emphasizes the relevance of OD. In this uncertain world, change is
becoming a constant factor. OD is an integral approach to ensuring this constant
change. 
 IMPORTANTS OF ORGANISATION DEVELOPMENT

Organizational development enables a
company to continually improve its
processes and offerings. By helping
make strategic choices in all activities
that the organisation does, OD helps
improve efficiency. This tends to
produce better outputs with the same or
reduced levels of inputs.

• Continuous development
• Increased horizontal and vertical communication
BENEFITS • Employee growth
• Enhancement of products and services
• Increased profit margins
LEADERSHIP IN ORGANISATION DEVELOPMENT

◦ The importance of leadership in organizational development

cannot be denied
Influencing the behaviour of people
Helps employees in fulfilling their needs
Introducing required changes
Training and Development of Subordinates
Motivating and guiding employees
Building morale
 CONCLUSION
◦ Organizational development is essential, as it
helps organizations transition into a more
productive phase. Change helps to bring new
ideas and ways of doing things, and it
ensures that an entity is innovative and
profitable.