ORGANIZATIONAL Dr Satakshi Sharma

DEVELOPMENT
 ORGANIZATIONAL DEVELOPMENT

Organizational development is a critical and science-based process that helps

organizations build their capacity to change and achieve greater effectiveness by
developing, improving, and reinforcing strategies, structures, and processes.

Organization development involves an ongoing, systematic, long-range process of

driving organizational effectiveness, solving problems, and improving
organizational performance.

To achieve high performance and competitive advantage, organisations are often

in the midst of significant learning and change.
 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.
•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.
•Implementing. 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.
•Evaluating initial results. 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.

•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.
 ORGANIZATIONAL CHANGE
The term Change refers to any alternation which occurs in the overall work
environment of an organization.

-Keith Davis

Organizational change occurs when an organization transforms its structure,

strategies, methods, culture and other elements to reorganize and restructure the
organisation. It implies alternation of structural relationship and role of people in
an organization. In simple words organizational change takes place when
organisation makes a transition from its current position.
 PROCESS OF PLANNED CHANGE

Unless the behavioural patterns of the employees change, the change will have a
little impact on the effectiveness of the organisation.
A commonly accepted model for bringing change in people was
suggested by Kurt Lewin in terms of three phase process:-
(1) Unfreezing:

The essence of unfreezing phase is that the individual is made to realize that his
beliefs, feelings and behaviour are no longer appropriate or relevant to the current
situation in the organisation. Once convinced, people may change their behaviour.
Reward for those willing to change and punishment for others may help in this matter.

(2) Changing:

Once convinced and ready to change, an individual, under this phase, learns to behave
in new ways. He is first provided with the model in which he is to identify himself.
Gradually he will accept that model and behave in the manner suggested by the model.
In another process (known as internalisation), the individual is placed in a situation
where new behaviour is demanded of him if he is to operate successfully.
(3) Refreezing:

During this phase, a person has to practice and experiment with the new
method of behaviour and see that it effectively blends with his other
behavioural attitudes. Reinforcement, for creating a permanent set in the
individual, is provided through either continuous or intermittent schedules.
 W H AT I S O R G A N I Z AT I O N A L C U LT U R E ?

Organizational culture is defined as the underlying beliefs, assumptions, values and ways of
interacting that contribute to the unique social and psychological environment of an
organization.

“Organizational culture is the sum of values and rituals which serve as ‘glue’ to integrate
the members of the organization.” — Richard Perrin

Organizational culture includes an organization’s expectations, experiences, philosophy, as well

as the values that guide member behavior, and is expressed in member self-image, inner
workings, interactions with the outside world, and future expectations. Culture is based on
shared attitudes, beliefs, customs, and written and unwritten rules that have been developed
over time and are considered valid
Ways to maintain organizational culture are –

Rigorous Hiring Practices

One of the best ways to preserve company culture is to hire carefully. Be sure that
your new hires aren't just qualified, but also a good fit. Make sure they fit in with
the people they will be working with on a daily basis.
Recognize Employee Achievements And Contributions
This should always be a part of your company culture, and it helps foster loyalty
and satisfaction among employees. Recognize birthdays, anniversaries and
significant milestones in your people's lives.
Get employees involved in shaping culture
As a business grows the culture inevitably changes very quickly. In order to keep
up with changing personalities, business leaders should get their employees
involved in shaping the culture of their organization at the grassroots level.
The four elements of organisational culture are -

Purpose
Young professionals want to be a part of solving a problem greater than themselves,
so they need to understand the “why” of what they do. A strong mission statement
can help a company articulate its’ “why”.
Ownership
Ownership refers to the practice of giving people the opportunity to be accountable
for their results without requiring micromanagement, and giving people the
autonomy on their own time to accomplish goals.
Community
This is that sense of belonging to a group of people that shares similar principles,
goals, and values. Community is a place where there is camaraderie.
Effective Communication
Effective communication sounds like common sense, but is not such a common
practice. It means ensuring consistency in processes and investing time to learn the
personalities and communication dynamics of team members.
Good Leadership
The backbone of the cultural dynamics of any organisation, the leader has to
constantly be pushing the mission, standards, community, and processes of the
company. Without effective leadership, the other four elements cannot thrive.
Why is Organisational culture important?

Organizational culture is important because it links the organization's vision and

values with things like employee engagement, happiness, productivity, retention
rate and positive recruitment efforts and more. organizational culture can be just
as important as the overall business strategy because it can either bolster or erode
the organization and it's long-term objectives.
 ORGANIZATIONAL CLIMATE
Organizational climate is a concept that was introduced in the year 1940s and has
been able to describe the patterns that have an impact on human behaviour as well
as workplace behavior.
It is a reflection of the perceptions that an employee has about his work
environment. Organizational climate is also known as corporate climate as it
quantifies the culture of a corporation. It has a significant impact on job
satisfaction, productivity and motivational levels of the employees in the
organization.
Organization climate is defined as the element of a professional environment that
has a strong influence on the action and performance of the employees working in
that workplace.  It indicates whether the expectations and beliefs of the individuals
are fulfilled.
It is an organizational climate that separates one company from the other by
giving it a distinct personality.
VARIOUS TYPES OF ORGANIZATIONAL CLIMATE
The different types of organizational climate that results because of the culture of
an organization are

1. People-Oriented Climate 

The organizational culture that includes a core set of values and puts its onus on
care and concern for the employees’ results in people-oriented climate.

2. Rule-Oriented Climate 

The organizational culture that provides for featured benefits and puts its burden
on attention to details by all the members’ result in rule-oriented climate
3. Innovation-Oriented Climate 

The organizational culture that introduces new ways and processes to develop
new and innovative things results in innovation-oriented climate

4. Result-Oriented Climate 

The organizational culture that gives preference to values and puts its onus on
refining every detail of the processes to refine and achieve results is known as
result-oriented climate