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ORGANISATION DEVELOPMENT

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Definition

OD is a long term effort, led and supported by topmanagement to improve an organisations

visioning, empowerment, learning and problem

solving processes, through an ongoing

collaborative management of organisationculture-with special emphasis on the culture of

intact work teams and other team configurations-

using the consultant facilitatorrole and the theory

and technology of applied behavioural science,including action research.

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FOCUS OF OD

Organisational transformation

Learning organisation

Interest in teams

Interest in TQM

Visioning

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ASSUMPTIONS

About individuals

Individuals have drive for personal

growth

People desire to make greatercontributions towards achieving

organisational goals

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About groups

Psychologically relevant group is workgroup

People want to be accepted at least in

one group Most people are capable of making

greater contributions towards groupdevelopment

Formal leader cannot perform allleadership functions

Suppressed feelings are dangerous

Attitudinal problems require

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About Organisations

Experimenting with new organisationstructures and forms of authority is

imperative

There exists a win-lose situation inorganisations

Needs and aspirations of human beings

are reasons for organised efforts insociety

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Foundations of OD Models and theories of planned change Systems theory

Participation and empowerment

Teams and teamwork Parallel learning structures

A normative re-educative strategy of changing

Applied behavioural science

Action research

Study: BURKELITWIN model of change

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Components of OD Process

Diagnosis: of strengths, opportunities,problems

Actions/interventions

Evaluation of actions

Problem solved terminate action

problem not solved- initiate new actions

problem not solved- redefine problem

problem solved , new problem develops-

new actions

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OD INTERVENTIONS

A sequence of planned activities, actions,and events intended to help an

organization improve its performance and

effectiveness

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Institutionalizing interventions

Organization characteristics

Intervention characteristics

Institutionalization processes

Indicators of Institutionalization

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Organization characteristics

Congruence

Stability of environment and technology

Unionization

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Intervention Characteristics

Need/Goal specificity

Scope/Level of change target

Focus/Purpose

Internal support

Requirements, Specifications, Constraints

Programmability

Costs/Benefits

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Team interventions

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Work group

Reporting to common superior

Face to face interaction

Interdependence

CROSS-FUNCTIONAL TEAMS

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Effective teams Clear purpose Informality

Participation

Listening

Civilised disagreement Consensus decision making

Open communications

Clear roles

Shared leadership

External realtions Style diversity

Self-assessment

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Family group diagnostic meeting.

Family group team building meeting

Role analysis technique

Role negotiation technique.

Responsibility charting

Force field analysis technique

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Role analysis technique

-By Ishwar Dayal and JM Thompson

1. Focal role initiated

2. Expectations of others

3. Expectations from the focal role

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IntergroupInterventions

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Intergroup Team building intervention

Organisation mirror intervention

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Personal andInterpersonal

Interventions

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Interpersonal and Personal

Interventions

Sensitivity training.

Transactional analysis.

Behavior modeling.

Life and career planning interventions

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STRUCTURALINTERVENTIONS

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Socio-technical systems

Work-redesign

MBO and appraisal

Quality Circles QWL projects

Parallel learning structures

TQM