Human Resource

Management
Organisation
Development
 Organisation Development has been widely used in recent
years as an approach to introducing planned change in the
organisation.
 OD is a planned effort initiated by process
specialist to help an organisation develop
its diagnostic skills,
skills coping capabilities,
capabilities
linkage strategies (in form of temporary &
semi-permanent systems) & a culture of
mutuality.
A planned effort – OD is a planned effort
& therefore requires a great deal of
thinking & planning.
 Initiated by process specialist –
Behavioural science is used in OD. It is
therefore best initiated by experts who
have both knowledge & skill of applying
these skills. Organisation generally call
upon the consultants to help in this
process.
 Diagnostic skills – The emphasis in OD is on
planning change on the bases of data. Data is
collected over a period of time about several
aspects of the organisation & its problems as a
part of this effort. OD tries to develop the
organisations capacity to diagnose its
problems. The emphasis is not only on the
diagnosis of current problems but also on
developing these skills in the organisation so
that it can diagnose its own problems in the
course of its regular functioning.
 Coping capabilities – The main thrust or the crux in OD is
on the organisations problem solving capabilities. The
organisation is thus helped to develop its ability to confront
& cope with problem it faces. OD is concerned with all
human resource units – individuals, roles, teams, inter-
teams & the organisation.
 Linkage strategies – OD emphasis the building of links
between individual goals & organisational goals & also
between various groups that function in the organisation.
Problem in the organisation can be resolved only in
collaborative efforts. Hence building up the collaboration in
the organisation is one of the major task of OD.
 Culture & mutuality – OD is based on certain values which
are important for the development of organisations as open
& proactive.

 OD fosters a set of specific values : Openness,

Confrontation, Trust, Authenticity, Proactivity,
Autonomy, Collaboration & Experimentation.
(OCTAPACE)
OCTAPACE

 Openness – implies confronting problems

rather than avoiding them.
 Confrontation – means exploring ways of
improving relationship amongst individuals &
searching for solutions to the problems the
organisation faces together.
 Trust – is both the result of these values & an
aid to generate mutuality in the organisation.
OCTAPACE

 Authenticity – is the value underlying

trust. It is the willingness of a person to
acknowledge his or her own feelings&
accept both himself or herself and others.
 Proactivity – Instead of merely reacting to
the situation the organisation should take
an initiative in influencing the situation.
OCTAPACE

 Autonomy – Autonomy involves

collaboration & mutuality because only an
autonomous person can collaborate & not
perceive his or her collaborative initiative as a
sign of weakness or inferiority.
 Collaboration is itself emphasized as a value
so that individuals work in teams instead of
working independently to solve their problems
& develop commitment to their roles & to the
organisation.
 Experimentation.
The Operational Goals Of OD

 The person.
 The inter-person
 Teams
 Inter-teams
 Organisation
 The interface with the environment
Conditions for the success of
OD
 Commitment from the top
 Strong links
 Willingness and resources in a dept
 Involvement of an external consultant
 Strong internal resources
Phases of OD

 Entry into the Organisation.

 Obtaining preliminary information.
 Interviewing key persons.
 Getting a glimpse of the process.
 Making a presentation on the OD approach.
 Problem Identification.
 The Interview.
 Data Collection.
 Diagnosis.
 Strategy Planning.
 Specific Intervention.
Some Guideline thru
experience:
 Choose receptive points of entry.
 Focus on the links.
 Work with forces supportive of change.
 Work with autonomous parts.
 Use internal resources & develop them.
 Achieve minimum critical concentration.
 Multiple entry points instead of attempting only one
OD intervention in one dept.
 Work on felt needs.
 Use a proactive behaviour .
OD Interventions

 Ambiguity Tolerance
 Risk taking capacity
 Openness
Development of Internal OD
Facilitators
 Support of the community
 Linkage with consultants
 Stabilization of the role
 Professional development
 Few Industry examples
 Microsoft relied on OD interventions aimed at behavioural changes and operational changes.

 Cisco initiated change through substantial structural interventions, statistical evaluation interventions and
process interventions. It also focuses on CSR initiatives.

 Dell focused on six sigma as an OD intervention for zero defects.

 Hyundai and Toyota focus on cultural interventions and quality management systems.

 Wipro adopted for internal organizational restructuring to meet customer specific needs.

 ONGC relies on succession planning, employee participation, training, organizational remodeling and
climate surveys as OD interventions.

 Infosys has a broad base of OD interventions like Leadership development programme, personal
development initiatives, cross functional assignments, 360-degree feedback , psychometric testing (MBTI) for
individual personality assessment.