Organization Development

BY LAKSHMI SURESH

OD at a glance
Planned change Encompasses the whole organization Long range change Systems organization Change agents Problem solving Collaborative management Group process Feedback

Definition(s) of OD
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 organizations processes, using behavioral-science knowledge.
Beckhard,

1969

 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 organizations effectiveness.
Cummings& Worley, 1993

Organization development is a planned process of change in an organizations culture through the utilization of behavioral science technologies, research, and theory.
Burke, 1994

Applied Behavioral Science

OD is an application of behavioral science Pure/ Basic Science
Generating knowledge

Applied Science
Knowledge to Solve practical problems

Practice Theory : Diagnosing the situation, then selecting and implementing treatments based on diagnosis, and finally evaluating the effects of the treatments.

History of OD
Four major stems of OD (1) National Laboratory Training (2) Survey Feedback Technology (3) Action research (4) Sociotechnical & Socioclinical approaches

(1) NTL ( National Laboratory Training) participants learn from their own actions and the groups evolving dynamics. (2)Survey feedback- Developing reliable questionnaires, collecting data from personnel, analyzing it for trends, and feeding the results back to everyone for action planning. (3) Action Research-Diagnosing, taking action, re-diagnosing and taking new action.

Data Collection Feedback of data to client system members Action planning based on the data Taking action Evaluating results of actions

(4)Sociotechnical& Socioclinical approaches -Integrate social requirements of employees with technical requirements needed to do work in provided environment.

Characteristics of OD
OD is a planned strategy to bring about organizational change It always involves a collaborative approach to change. OD programs include an emphasis on ways to improve and enhance organizationa performance.

 It relies on a set of humanistic values about people and organization. It is based upon scientific approaches to increase organizational effectivenss. It represents a systems approach.

Implications
1.For Individuals
a) Most individuals believe in their personal growth. Even today, training and development, promotion to the next higher position dominates the organization philosophy. b) Majority of the people are not concerned of making greater contributions to the organizations they are serving. Achievements of organizational goals are however, subject to limitations or environmental constraints. It is for the organizations to tap the skills that are available in abundance.

This leads to adopt the following organization strategy for development:

Ask questions to resolve doubts.

Listen to superiors advice.

Support employees in their venture. Accept challenge.

Leaders to encourage creativity and promote risk taking.

Give additional responsibility to subordinates.

Set high standards of quality.

Empower employees. Initiate suitable reward system that should be compatible, if not more than the industry norms.

2.

For Groups
a)One of the most important factors in the organization is the work group around whom the organization functions. This includes the peer group and the leader (boss) b)More people prefer to be part of the group because of the group synergy.

c) Most people are capable of making higher contributions to the groups effectiveness.

Following strategy is required to be adopted for group development based on the above assumptions: a) Invest in training and development of the group. Money and time spent on this is an investment for the organization. b) Let the team flourish. Teams are the best approach to get the work done. Apart from the above teams enjoy emotional and job satisfaction when they work together. c) Leaders should adopt team leadership style and not autocratic leadership style. To do this, jobs should be allotted to the team and not to the individual.

d)It is not possible for one individual (leader) to perform both, the leadership and maintenance functions. It is therefore necessary for team members to assist leader in performance of his duties. e) Group should be trained in conflict management, stress management, group decision-making, collaboration, and effective interpersonal communication. This will improve organizational effectiveness. Empowerment is the corner stone of the successful organizations.

f) Leaders should pay particular attention to the feelings of the employees.

g) Development of group cohesiveness.

3. For Organizations
a) Create learning organization culture.

b) Adopt strategies for sustained growth.

c) Create cooperative dynamics rather than competitive organizational dynamics in the organization. d) Needs and aspirations of the employees in the organization must be met. This leads to greater participation of the employees. e) People must be treated with due respect and considered important. The credit of success must be given to the employees unconditioned.

Process of OD
Seven stage model representing the process : Phase 1 Entry Phase 2 Formalizing the contact. Phase 3 Information gathering and analysis. Phase 4 Feedback Phase 5 Planning the change process Phase 6 Implementing the change. Phase 7 Assessment

Managing the OD Process

Three basic components of OD programs: Diagnosis Continuous collection of data about total system, its subunits, its processes, and its culture Action All activities and interventions designed to improve the organizations functioning Program All activities designed to management ensure success of the program

Participation & Empowerment in OD

Participation in OD programs is not restricted to elites or top people; it is extended broadly throughout the organization. Increased participation and empowerment have always been central goals and fundamental values of OD. Participation enhances empowerment and empowerment in turn enhances performance. Empowerment is the key to getting people to want to participate in change.

SYSTEMS THEORY- foundation of O D

Systems theory is one of the most powerful conceptual tools available for understanding the dynamics of organizations and organizational change. Definitions of Systems: --A system is a set of objects together with relationships between the objects and between their attributes. --A system is an arrangement of interrelated parts.

--A system denotes interrelatedness, interconnectedness and interdependency among elements in a set that constitutes an identifiable whole or gestalt.

Systems Theory contng

Organizations are open systems in active exchange with their environment
David A. Nadler

The Congruence Model

ISSUES REGARDING SYSTEMS THEORY

1. All open systems are input-through-output mechanisms 2. Every system is delineated by a boundary. What is inside the boundary and what is outside the boundary. 3. More exchange takes place inside the boundary than outside the boundary. 4. Open systems have purposes and goals 5. Information is important to systems in several ways. 6. Feedback is information to the organization from the environment. 7. Feedback can be positive or negative 8. Deviation-correcting feedback 9. All systems tend to get elaborated, differentiated,specialized & complex.Called Differentiation requires coordination & integration

OD INTERVENTIONS
-- OD interventions are sets of structured activities in
which selected organizational units engage in a series of tasks which will lead to organizational improvement. --Interventions are actions taken to produce desired changes. There are mainly four reasons why there is need for OD interventions: 1. The organization has a problem- some thing is broken, and corrective actions need to be taken i.e. it needs to be fixed.

2.The organization sees an unrealized opportunity: something it wants is beyond its reach. Enabling actions- interventions- are developed to seize the opportunity 3.Features of the organization are out of alignment: parts of the organization are working at crosspurposes.Alignment activities- interventions- are developed to get things back in tune. 4.The vision guiding the organizational changes: yesterdays vision is no longer good enough. Actions to build the necessary structures, processes, and culture to support the new vision- interventions- are developed to make the new vision a reality.

Major families of OD interventions:

1. Diagnostic 2. Team-Building 3. Intergroup development 4. Education and Training 5. Process Consultation 6. Grid Organization Development 7. Third-Party Peace Making 8. Coaching and Counseling 9. Career Planning

Summary
OD as it suggests,is about trying to progress change through more than one element within the firm. It is viewed verymuch as a long term,strategic mechanism for initiating change that places emphasis on the process of attaining change.

OD can make a difference

Good understanding Proper response Adaptability