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Introduction-Organization Development Organization Development is a systematic process for

applying behavioral science principles and practices inorganization to increase individual and organizational

effectiveness. OD is about how people and organizations function and

how to get them to function better.

The field is based on knowledge from behavioral sciencedisciplines such as psychology, sociology, systems theory,organization behavior and management.

OD practitioners are consultants trained in the theory andpractice of OD with knowledge from the behavioralsciences.

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Continue OD Programs are long term planned, sustained efforts. The two major goals of OD programs are-

a) To improve the functioning of individuals, teams and

the total organization, andb) To teach organizations members how to continuouslyimprove their own functioning.

O D deals with the gamut of people problems and worksystem problems in organizations; poor morale, low

productivity, poor quality, interpersonal conflict,intergroup conflict, unclear or inappropriate goals,inappropriate leadership styles, poor team performance,poorly designed tasks, poor customer relations, culture andprocesses and the like.

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Planned Change-Change means the new state of things and is different from theold state of things.Change has different facets; for e.g.it can be deliberate(planned)or accidental( unplanned). Its magnitude can be large or small. Itcan be fast , or slow.The new state of things can have entirely different nature fromthe old state of things.

OD as a Distinctive Consulting method-The fundamental difference between OD and other

organization improvement programs is found in the ODconsultants role and relationship to clients.OD Consultants establish a collaborative relationship of relativeequality with organization members as they together identifyand take action on problems and opportunities.

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OD as a Distinctive Consulting method-

The role of OD consultants is to structure activities tohelp organization members learn to solve their own

problems and learn to do it better over time.The aim of leaving the organization members betterable to solve their own problems is a distinctivefeature of OD. This process is called self renewal or

learning how to learn or organization learning .

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Definition of OD

According to Beckard, 1969

OD is an effort(1) planned,(2) organization-wide, and(3)managed from the top, to (4) increase organization

effectiveness and health through (5) plannedinterventions in the organizations processes usingbehavioral science knowledge.

According to Burke, 1994

OD is a planned process of change in an organizationsculture through the utilization of behavior sciencetechnologies, research and theory.

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Definition of OD

According to Porras & Robertson, 1992

OD is a set of behavioral science-based theories, values,strategies and techniques aimed at the planned change ofthe organizational work setting for the purpose of

enhancing individual development and improvingorganizational performance, through the alteration oforganizational members on the job behaviors.

According to Cummings And Worley, 1993

OD is a systematic application of behavior scienceknowledge to the planned development and reinforcementof organizational strategies, structures, and processes forimproving an organizations effectiveness.

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Characteristics of OD OD focuses on culture and processes. It is a system-wise process It is based on behavioral science knowledge It is concerned with strategies, structures, processes, people and

culture It is about organizational effectiveness OD takes a development view that seeks the betterment of both

individuals and the organization. Attempting to create winwinsolutions is standard practice in OD programs.

Specifically, OD encourages collaboration between organizationleaders and members in managing culture and processes.

Teams of all kinds are particularly important for accomplishing tasksand are targets for OD activities.

OD practitioners are facilitators, collaborators and co-learners with theclient system.

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Objectives of OD program1) Individual and group development.

2) Development of organization culture and processes byconstant interaction between members irrespective of levels ofhierarchy.

3) Inculcating team spirit.

4) Empowerment of social side of employees.

5) Focus of value development.

6) Employee participation, problem-solving and decision-makingat various levels.

7) Evaluate present systems and introduction of new systemsthereby achieving total system change if required.

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Objectives of OD program

6) Transformation and achievement of competitiveedge of the organization.

7) Achieve organization growth by total human inputsby way of research and development, innovations,creativity and exploiting human talent.

8) Behaviour modification and self managed team as

the basic unit of an organization.

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Implications

1. For Individuals

a) Most individuals believe in their personal growth. Eventoday, training and development, promotion to the nexthigher position dominates the organization philosophy.

b) Majority of the people are desirous of making greatercontributions to the organizations they are serving.

Achievements of organizational goals are however, subject

to limitations or environmental constraints. It is for theorganizations to tap the skills that are available inabundance.

Contd..

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Continue 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.

Contd..

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2. For Groups

a) One of the most important factors in the organization is thework 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 the groupaccepts them.

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

Contd..

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Continue 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 spenton this is an investment for the organization. Leaders should also investin development of skills and thus help create a position organizational

climate.

b) Let the team flourish. Teams are the best approach to get the workdone. Apart from the above teams enjoy emotional and job satisfactionwhen they work in groups.

c) Leaders should adopt team leadership style and not autocraticleadership style. To do this, jobs should be allotted to the team and notto the individual.

Contd..

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d) It is not possible for one individual (leader) to perform both, theleadership and maintenance functions. It is therefore necessary forteam members to assist leader in performance of his duties.

e) Group should be trained in conflict management, stress

management, group decision-making, collaboration, and effectiveinterpersonal communication. This will improve organizationaleffectiveness. Empowerment is the corner stone of the successfulorganizations.

f) Leaders should pay particular attention to the feelings of theemployees. It should be understood that suppressed feeling andattitudes adversely affect problem-solving, personal growth and jobsatisfaction.

g) Development of group cohesiveness.

Contd..

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3. For Organizations

a) Create learning organization culture.

b)Adopt win-win strategy for sustained growth.

c) Create cooperative dynamics rather than competitiveorganizational 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.Organizations should adopt developmental outlook and seekopportunities in which people can experience personal andprofessional growth. Such orientation creates a self-fulfillingprophecy.

Contd

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3. For Organizations

f) People must be treated with due respect and

considered important. The credit of success must begiven to the employees unconditioned.

g) Promote organizational citizenship.

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Training Experiences

The T-Group

Laboratory training , essentially unstructured small groupsituations in which participants plants learn from theirown actions and the groups evolving dynamics, began to

develop about 1946 from various experiments in usingdiscussion groups to achieve change in behavior .

Inter- Group Relations workshop held at the StateTeachers College in New Britain, Connecticut, in thesummer of 1946 influenced the emergence of LaboratoryTarining.

This Workshop was sponsored by the ConnecticutInterracial Commission and the Research Centre for GroupDynamics, then at MIT.

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The T-Group

The research Centre for Group Dynamics (RCGD) wasfounded in 1945 under the direction of Kurt Lewin, a

theorists, researcher in interpersonal group,intergroup and community relationships. Lewin hadbeen recruited to MIT

Through a series of events at the New Britain

Workshop of 1946, what was later to be called the T-Group( T for Training) began to emerge. Theworkshop consist of Kurt Lewin, Kenneth Benne,Leland Bradford, and Ronald Lippit.

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The T-group

1. A T- group is an essentially unstructured agenda lessgroup session for about 10-12 members and aprofessional trainer who act as catalyst andfacilitator for the group.

2. The data for discussion are the data provided by theinteraction of the group members.

3. Actions, reactions, interactions and feelingaccompanying them are the data for the group.

4. The group typically meets for three days up to 2weeks

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5. Learnings derived from the T-group vary for differentindividuals, but they are usually described aslearnings to be more competent in interpersonalrelationships, learning more about oneself as a

person, learning how others react to ones behaviour, and learning about the dynamics of groupformation, and group norms, and group growth.

6. The T-group is a powerful learning laboratory where

individuals gain insights into the meaning andconsequences of their own behavior, the meaningand consequences of others behaviors, and thedynamics and processes of group behavior.

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7. Uses of T-group relative to OD are varied but they areparticularly appropriate for enhancing basic skillsrelevant to group.

8. The most frequently used T-group format is theStranger lab composed of people from a variety oforganizations.

9. To illustrate, a one week T-group experience might

involve three trainers and 30 to 36 participants, allstrangers to each other at the beginning of the lab.

10. Another format involves several clusters of two or threepersons from the same organizations, with people whoknow each other Assigned to different T groups.

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Sensitivity Training in India

Rolf Lynton conducted the first T-group in Indiain 1957 for youth leaders under the aegis of AlokaFoundation(Sinha, 1985).

Sinha Provides a detailed documentation of thehistorical development of sensitivity training(ST) in India till 1980s.