ORGANISATION DEVELOPMENT

Definition
OD is a long term effort, led and supported by top
management to improve an organisations
visioning, empowerment, learning and problem
solving processes, through an ongoing
collaborative management of organisation
culture-with special emphasis on the culture of
intact work teams and other team configurations-
using the consultant facilitator role and the theory
and technology of applied behavioural science,
including action research.
FOCUS OF OD
Organisational transformation
Learning organisation
Interest in teams
Interest in TQM
Visioning
ASSUMPTIONS
About individuals
Individuals have drive for personal
growth
People desire to make greater
contributions towards achieving
organisational goals

About groups
Psychologically relevant group is work
group
People want to be accepted at least in
one group
Most people are capable of making
greater contributions towards group
development
Formal leader cannot perform all
leadership functions
Suppressed feelings are dangerous
Attitudinal problems require
transactional solutions

About Organisations
Experimenting with new organisation
structures and forms of authority is
imperative
There exists a win-lose situation in
organisations
Needs and aspirations of human beings
are reasons for organised efforts in
society
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
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

OD INTERVENTIONS
A sequence of planned activities, actions,
and events intended to help an
organization improve its performance and
effectiveness
How does OD intervention fit into the
OD process?
Interventions purposely
disrupt the status quo.
Institutionalizing interventions
Organization characteristics
Intervention characteristics
Institutionalization processes
Indicators of Institutionalization
Organization characteristics
Congruence
Stability of environment and technology
Unionization
Intervention Characteristics
Need/Goal specificity
Scope/Level of change target
Focus/Purpose
Internal support
Requirements, Specifications, Constraints
Programmability
Costs/Benefits
Team interventions
Work group
Reporting to common superior
Face to face interaction
Interdependence

CROSS-FUNCTIONAL TEAMS
Effective teams
Clear purpose
Informality
Participation
Listening
Civilised disagreement
Consensus decision making
Open communications
Clear roles
Shared leadership
External realtions
Style diversity
Self-assessment
Family group diagnostic meeting.
Family group team building meeting
Role analysis technique
Role negotiation technique.
Responsibility charting
Force field analysis technique
Role analysis technique

-By Ishwar Dayal and JM Thompson
1. Focal role initiated
2. Expectations of others
3. Expectations from the focal role

Intergroup
Interventions
Intergroup Team building intervention
Organisation mirror intervention
Personal and
Interpersonal
Interventions
Interpersonal and Personal
Interventions
Sensitivity training.
Transactional analysis.
Behavior modeling.
Life and career planning interventions


STRUCTURAL
INTERVENTIONS
Socio-technical systems
Work-redesign
MBO and appraisal
Quality Circles
QWL projects
Parallel learning structures
TQM