1. Organizational Development
Y.Vijila

2. OD is a systemwide application and transfer of behavioral science knowledge to the planned development, improvement, and reinforcement of the strategies, structures, and processes that lead to organization effectiveness.

3. Richard Beckhard ( ) was an American organizational theorist, Adjunct Professor at MIT, & pioneer in the field of OD. He defined OD as
"an effort (1) planned, (2) organization-wide, (3) managed from the top, to (4) increase organization effectiveness and health through (5) planned interventions in the organization's 'processes', using behavioural-science knowledge".

4. Charecteristics
[01] Long term plane:- It is planned and long-term–the process is based on gathering data and planned with the expectation of changes taking years.
[02] Change:- OD is a planned strategy to bring about organizational change. The change effort aims at specific objectives and is based on a diagnosis of problem areas.

5. [03] Change Agent:- It involves change agent–there is a distinct role for an active facilitator and ombudsmen of the process, to ensure that changes are real; he stimulate, facilitate, and coordinate change.
[04] Action oriented:- It’s action-oriented–instead of being descriptive of necessary changes, organizational development is diagnostic and prescriptive, seeking measurable results.

6. Con………
[05] Collaborative:- OD is typically involves a collaborative approach to change that includes involvement and participation of the organization members most affected by the changes.
[06] Performance:- OD programs include an emphasis on ways to improve & enhance performance and quality.

7. [07] Learning:- It involves learning principles–individuals, groups and managers at all levels of the organization must re-learn how to function together. Managers who embrace organizational development must be committed to effecting fundamental changes in the organization. The learners' experiences in the training environment should be the kind of human problems they encounter at work. The training should NOT be all theory and lecture.

8. CON…
[08] Systems orientation:- OD represents a system approach concerned with the interrelationship of divisions, departments, groups, and individuals as interdependent subsystems of the total organization, must work together.
[09] Scientific:- OD is based upon scientific approaches to increase organization effectiveness.

9. [10] Humanistic Values:- Positive beliefs about the potential of employees.
[11] Problem Solving:- It is problem-oriented–a multidisciplinary approach is taken to apply theory and research to effect solutions; problems are identified, data is gathered, corrective action is taken, progress is assessed, and adjustments in the problem solving process are made as needed. This process is known as Action Research.

10. Con……………
[12] Contingency Orientation:- Actions are selected and adapted to fit the need.
[13] Levels of Interventions:- Problems can occur at one or more level in the organization so the strategy will require one or more interventions.

11. Scope
[1] Organization Effectiveness:- Any system, tool or process designed to enhance individual, departmental and/or organizational success. Such change may require any number of activities, such as: [1] New culture definition initiative [2] Organizational communication plan

12. [2] Organization Design:- Design of an organization, functions or departments in an effort to ensure talent and processes are aligned with organizational deliverables and goals.
[3] Organization Assessment:- Organization-wide assessment of employee engagement, moral and understanding of the business goals and mission.

13. Organisation as system
Designing organisations is the process of purposefully configuring elements or organisation to effectively and efficiently achieve its strategy and deliver intended business, customer and employee outcomes (Mohrman, 2003)
Is driven by the business strategy and operating context; requires holistic thinking (systems, structures, people, performance measures, processes, culture, skills…); design for the future

17. Planned Change
Definition of Change: Change means the new state of things is different from the old state of things.
Change should be viewed as an understandable process that can be managed instead of as a mysterious event.

18. Forces for change in organization
External Forces
1. Globalization
2. Workforce Diversity
3. Technological Change
4. Managing Ethical Behavior

19. Internal Forces
Internal forces for change include things like declining effectiveness, crises (e.g., strikes, resignations, or major accidents), changes in employee expectations, and changes in the work climate.

20. Theories of planned change
Kurt Lewin’ Change Model
[1] First stage: "Unfreezing":
[2] Second stage "Changing/Moving":
[3] Third stage "Refreezing":

21. Action Research Model a. Problem identification
b. Consultation with behavioural science experts
c. Data gathering and preliminary diagnosis
d. Feedback to a key client
e. Joint diagnosis of the problem (with the management by OD expert)
f. Joint action planning
g. Data gathering after action

22. Positive Model
focuses on “what organization is doing right” and not problems.
a. Initiate the inquiry
b. Inquire into best practices of the organization and get details of the same
c. Discover the themes – based on stories of people, i.e., how managers managed

23. d. Envision preferred future –employees identify themes & change status quo
e. Design and deliver – design & deliver ways to create future – describe activities and create plans to bring about the vision.

24. General Model of Planned Change
a. Entering & contracting – with OD expert with the organization.
b. Diagnosing issues– at organization level, group level and individual level
(Gathering, analysing and feeding back data are the central change activities in diagnosis)

25. c. Planning & Implementing change – to be
c. Planning & Implementing change – to be carried out jointly by the OD expert and the organization.
d. Evaluating and institutionalizing change – providing feedback and evaluating the effects of change, and make it regular feature which should continue

26. Thank You