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    Organization Development: Concept and Process: - Tarak Bahadur KC, PHD

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    This document provides an overview of organization development (OD) including its meaning, characteristics, objectives, and process. OD is defined as a planned, organization-wide effort to increase effectiveness through behavioral science interventions. The goals of OD include improving trust, communication, problem-solving skills, and overall organizational performance. An OD process typically involves analyzing an organization's systems and culture, developing an intervention plan, and implementing changes to structures, policies, and attitudes across the entire organization over an extended period of time. Top management support, sufficient time, and synchronized changes throughout the organization are important conditions for the successful implementation of an OD program.

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    Organization Development: Concept and Process: - Tarak Bahadur KC, PHD

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    21 views22 pages
    This document provides an overview of organization development (OD) including its meaning, characteristics, objectives, and process. OD is defined as a planned, organization-wide effort to increase effectiveness through behavioral science interventions. The goals of OD include improving trust, communication, problem-solving skills, and overall organizational performance. An OD process typically involves analyzing an organization's systems and culture, developing an intervention plan, and implementing changes to structures, policies, and attitudes across the entire organization over an extended period of time. Top management support, sufficient time, and synchronized changes throughout the organization are important conditions for the successful implementation of an OD program.

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    This document provides an overview of organization development (OD) including its meaning, characteristics, objectives, and process. OD is defined as a planned, organization-wide effort to increase effectiveness through behavioral science interventions. The goals of OD include improving trust, communication, problem-solving skills, and overall organizational performance. An OD process typically involves analyzing an organization's systems and culture, developing an intervention plan, and implementing changes to structures, policies, and attitudes across the entire organization over an extended period of time. Top management support, sufficient time, and synchronized changes throughout the organization are important conditions for the successful implementation of an OD program.

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    Download as ppt, pdf, or txt
    21 views22 pages

    Organization Development: Concept and Process: - Tarak Bahadur KC, PHD

    Uploaded by

    Anonymous Q8c4ljfZOC
    This document provides an overview of organization development (OD) including its meaning, characteristics, objectives, and process. OD is defined as a planned, organization-wide effort to increase effectiveness through behavioral science interventions. The goals of OD include improving trust, communication, problem-solving skills, and overall organizational performance. An OD process typically involves analyzing an organization's systems and culture, developing an intervention plan, and implementing changes to structures, policies, and attitudes across the entire organization over an extended period of time. Top management support, sufficient time, and synchronized changes throughout the organization are important conditions for the successful implementation of an OD program.

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    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    of 22

    Organization Development:

    Concept and Process

    -Tarak Bahadur KC, PhD


    [email protected]

    1
    Contents
     Organisation: Concerns, Reasons for
    Change
     OD: Meaning, Characteristics,
    Orientation, Objectives, Elements
     OD: System Change or Culture
    Change?
     Steps in OD / OD as a Process
     Conditions for Success
    2
    Organisation
     is an establishment or a workplace where activities
    are carried out in order to achieve a defined purpose.
     is an entity with:
     Specific objectives
     Structure of authority
     Division of work
     Resources
     System of communication
     A set of customs (culture)
    Development
     is the notion that an organization may become
    more effective over time at achieving its goals.
    3
    Emerging Concerns of Organisation
     Flat
     Flexible
     Diverse
     Quality based culture
     Client orientation
     Networked
    4
    Organizational Issues
    Organizational members do not behave in the
    way required by the formal structure of their
    organization, because:
    The formal structure of the organisation is not
    designed according to the common behavioural
    pattern of organisational members (organizational
    culture), and
    The organizational culture is not compatible with the

    type of structure that exists in the organization.

    5
    Reasons for Change in Organisations
    Survival / Growth

    Composition of Work force Increased Public Consciousness

    Globalisation Increased Diversity


    ORGANISATION

    Regulation
    Competition
    Technology
    Mergers and Acquisitions

    Cost Pressure Changing Markets

    New Management

    6
    Organisation Development
     OD is a complex strategy intended to change
    the beliefs, attitudes, values, and structure of
    organizations so that they can better adapt to
    new technologies, markets, and challenges.
    -Warren Bennis
     OD is an effort, planned, organisation wide,
    and managed from the top, to increase
    organisational effectiveness and health
    through planned interventions in the
    organisation’s processes, using behavioural
    science knowledge.
    -Richard Beckhard

    7
    OD is defined as a…

    8
    Characteristics
     Long range in perspective against 'quick
    fix' – coupled with strategic planning
     Supported by top managers
     Emphasises employee participation
     Focuses on structure, culture and
    processes
     Facilitated by consultant /change agent
    contd…..

    9
    Characteristics contd…..
     Initiated in response to need /
    problem like turnover, absenteeism,
    low job satisfaction
     Views organization as a system-

    interdependence
     Involves extensive planning: deal

    with resistance, systematic diagnosis,


    develop change plan
    10
    OD Orientation
     OD is oriented to improving organisational
    effectiveness by:
     helping members of the organisation to gain
    the skills and knowledge necessary to solve
    problems by involving them in the change
    process, and
     by promoting high performance including
    financial returns, high quality products and
    services, high productivity, continuous
    improvement and a high quality of working
    life.
    11
    Objectives of OD
     Increase the level of trust and support among
    organizational members.
     Increase the incidence of confrontation of
    organizational problems, both within groups and
    among groups, in contrast to sweeping problems
    under the rug.
     Create an environment in which authority of
    assigned role is augmented by authority based on
    knowledge and skill.
     Solving problems and improving performance.
    contd…..

    12
    Objectives of OD contd…
     Increase the openness of communications laterally,
    vertically and diagonally.
     Increase the level of personal enthusiasm and

    satisfaction in the organization.


     Find synergistic solutions to problems with

    greater frequency.
     Increase the level of self and group
    responsibility in planning and implementation.
    “Improve the overall effectiveness of the organisation.”

    13
    Elements of an OD Programme
     Technical- work flow, job design,
    required task roles, etc.
     Managerial- organisation’s structure
    and policies, decision making approach,
    etc.
     Human- informal organisation,
    behavioural norms, satisfaction of
    personal needs, motivational level and
    attitude of employees, etc.
    14
    OD: System Change or Culture Change?
    Most OD focuses on changing organisation’s system,
    not its culture.
    System Analysis
    An organization is a complete functioning unit
    made up of integrated systems that allow it to
    operate to accomplish its goals. The subsystems
    of an organization include:
     the social system,
     the technical or operational system, and
     the administrative system.

    15
    Culture Analysis
    Culture is a system of shared values (what
    is important) and beliefs (how things work)
    that interact with an organisation’s people,
    organisational structures and control system
    to produce behavioural norms (the way
    people do things). Components of
    organizational culture:
    - values,

    - norms, and

    - artifacts.

    16
    System Change vs. Culture Change
    System Change Criteria Culture Change
    Problem Oriented Orientation Value oriented
    More easily controlled Control Largely uncontrollable
    Involves making incremental Degree Involves transforming basic
    changes in systems assumptions
    Focuses on improving Focus Focuses on the quality of life
    organization output / in an organization
    measurable outcomes
    Diagnosis involves Diagnosis Diagnosis involves examining
    discovering non-alignments dysfunctional effects of core
    between subsystems assumptions
    Leadership change is not Leadership Leadership change is crucial
    essential

    17
    System Change or Culture
    Change?
    The chosen approach should be contingent
    on the type of problem being considered
    since the system and culture approaches
    employ different change strategies and
    technologies. Those interested in managing
    change in organisations often need both
    lenses to diagnose problems in organisations
    and select appropriate change strategies most
    effectively.
    18
    OD Process

    19
    Conditions for Success of OD
     Top management must support strongly
     Changes must be made in structures and

    policies and must be committed with any


    changes in attitudes which the programme
    produces
     All portions of the organisation must

    change in a synchronised manner


     Sufficient time must be allowed for all

    those involved to work out their problems


    20
    Conclusion
    OD is concerned with the development of whole
    organisation or improving it’s effectiveness. We
    can compare an OD exercise with a ‘health
    check’ where one diagnoses how healthy the
    organisation is and how well it is performing.
    On this basis, right decision and measures taken
    to improve the performance of organisation by
    developing technical skills and leadership, and
    changing structure and culture for achieving
    objectives.
    21
    Thank You

    22

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