ORGANIZATIONAL DEVELOPMENT Books to be Read: 1.Organization Development – French & Bell 2.Organization Development – V. G. Kondalkar 3.Organization Development & Change – Cummings & Worley Prof. Jairaj Kochavara July 2010

ORGANIZATIONAL DEVELOPMENT Organizational Development or O.D. is a planned effort initiated by process specialists to help an organization develop its diagnostic skills, coping capabilities, linkage strategies( in the form of temporary and semi-permanent systems) and a culture of mutuality. A planned effort – thinking and planning initiated by process specialists Diagnostic skills- data collection-overtime Coping capabilities-problem-solving,confront and cope Linking strategies-Indl.& Organl. Goals Culture of Mutuality-OCTAPACE-fostering of certain values and open and proactive systems viz. openness,confrontation, trust, authenticity,pro-activeness, autonomy, collaboration and experimentation.

Definition of O.D.by Edgar Schein An organization is the planned coordination of the activities of a number of people for the achievement of some common explicit purpose or goals through the division of labour and function, and through a hierarchy of authority and responsibility. Development is the act, process, result or state of being developed-which in turn means to advance, to promote the growth of, to evolve the possibility of, to further, to improve or to enhance something Two elements stand out viz. (a)Development may be an act, process or an end state (b)Development means bettering something O. D. is the act, process or result of furthering,advancing, or promoting the growth of an organization

The O. D. Approach to Change treats the organization as a system. A system is an orderly group of logically related parts, principles and beliefs. Alternatively, it is a grouping or arrangement that relate or interact with each other in such a way as to form a whole. Thus this approach has the following characteristics: (a)Total view not a limited view (b)Relationship between the Orgn. and the environment and the internal dynamics of the Orgn. © Teams-temporary, semi-permanent and permanent-continous improvement (d)Inter-personal Communication (e)Individuals- self awareness and self acceptance-developing skills, knowledge and ability of individuals

Inter-teams-inter face-manage conflicts, developing collaboration, attainment of goals. Organization-stable entity which sets the goals. To carry on the efforts begun by the outside consultant/ expert through an internal O. D. Facilitator. From a Behavioural science perspective: ‘O.D. is a long –range effort to improve an Orgn’s problem solving and renewal processes, particularly through a more effective and collaborative management of organizational culture with special emphasis on the culture of formal work teams- with the assistance of a change agent, or catalyst, and the use of theory and technology of applied behavioural science including Action Research.’ Renewal is the process of initiating, creating and confronting needed changes to make it possible for organizations to become more viable, to adapt to new conditions, to solve problems, to learn from experiences and to move towards greater maturity.

ORGANISATIONAL DEVELOPMENT O. D. is a systemic and systematic change effort, using behavioural science knowledge and skill, to transform an orgn. to a new state. O.D. is system-wide and value-based collaborative process of applying behavioural science knowledge to the adaptive development, improvement and reinforcement of such organizational features as the strategies, structures, processes, people and cultures that lead to organizational effectiveness The characteristics of O. D. are: 1.It is a system-wise process 2.It is value-based 3.It is collaborative 4.It is based on behavioural science knowledge 5.It is concerned with strategies, structures, processes, people and culture 6. It is about organizational effectiveness

ORGANIZATIONAL DEVELOPMENT Organizational Development is a long-term effort, led and supported by top management, to improve an organizational visioning, empowerment, learning, and problem-solving processes,through an ongoing, collaborative management of organizational 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. The important aspects include: (a)Long-term effort (b)Led and supported by top management (c)Visioning processes-viable, coherent and shared picture (d)Empowerment processes (e)Learning processes (f)Problem solving processes (g)Ongoing collaborative management of the organizational culture (h)Intact work teams and other configurations (i)Cross- functional teams (j)Consultant- facilitator role (k)Theory and technology of applied behavioural science (l)Action research

“Organization transformation can occur in response to or in anticipation of major changes in the organization’s environment or technology. In addition these changes are often associated with significant alterations in the firm’s business strategy, which, in turn, may require modifying corporate culture as well as internal structures and processes to support the new direction. Such fundamental change entails new paradigm for organizing and managing organizations. It involves qualitatively different ways of perceiving, thinking, and behaving in the organizations.” Beer (1980), the aim of OD are (1) enhancing congruence between organizational structure, processes, strategy, people, and culture; (2) developing new and creative organizational solutions; and (3) developing the organization’s self-renewing capacity.

OD is a system wide application of behavioural science knowledge to the planned development and re-enforcement of organizational strategies, structures, and processes for improving an organization’s effectiveness (Cummings and Worley, 1993). “Organizational Development is a long-term behavioural philosophy initiated by the top management. It relates to use of latest technologies and organizational processes to affect planned change by establishing cultural framework based on vision, empowerment and employee well being leading to attainment of quality of work life and organizational effectiveness thus creating a learned organization.”