Organizational Development

ORGANIZATIONAL
DEVELOPMENT
Organization development (OD) is an effort that focuses on improving an organization’s capability through the
alignment of strategy, structure, people, rewards, metrics, and management processes. It is a science-backed,
interdisciplinary field rooted in psychology, culture, innovation, social sciences, adult education, human resource
management, change management, organization behavior, and research analysis and design, among others.
Organization development involves an ongoing, systematic, long-range process of driving organizational

effectiveness, solving problems, and improving organizational performance.
HR Initiative focuses on people practices ……
Organization development zooms out to consider multiple inputs and tools that cut across breadth and depth of
organization.
OD is more holistic and strategic whereas HR is operational.

OD Desired Outcomes
 Advance organizational renewal
 Engage Organization culture change
 Enhance profitability and competitiveness
 Ensure health and well being of organizations and the employees
 Facilitate Learning & Development
 Improve Problem solving
 Increase effectiveness
 Initiate and or manage change
 Strengthen system and process development
 Support adaption to change
Characteristics of Organization Development
OD is an approach that has been drawn from various areas such as organization behavior, management, business,
psychology, sociology, anthropology, management, economics, education, counseling and public administration.
Its main aim is to improve organizational effectiveness.
OD recognizes the significance of top management’s commitment, support and contribution. The target is to enhance
the whole organization, individuals, departments, work groups and it may get extended to region, nation and the whole
of humanity.
OD is a planned and long term strategy to bring about change and development not only within the organizational structure,
but also its interdependent parts.
OD is an education based program designed to develop values, attitudes, norms and management practices that lead to a
healthy organizational climate and healthy behavioral traits on the part of the personnel.
OD is a data based approach to understanding and diagnosing organizations. It is guided by a change agent, change
team, or line management whose primary role is that of a facilitator, coach and a teacher. The task involves planned
interventions and improvements in an organization’s processes and structures and requires expertise and skills in
working with individuals as well as the groups
FOUNDATIONS OF OD
MODELS & THEORIES
KURT LEWIN’S CHANGE MANAGEMENT MODEL
CHANGE is a three-stage process:
1. Unfreezing the old behavior / Situation

2. Moving to a new level of behaviors
3. Refreezing the behavior at the new level
RALPH KILMANN’S 5 CRITICAL LEVERAGE POINTS FOR
ORGANIZATIONAL CHANGE
1. The Culture Track

2. The Management Skills Track
3. The Team building Track
4. The Strategy structure Track
5. The Reward System Track
Track 1 : Enhances trust, communication, information sharing

Track 2 : Provide new ways of coping with complex problems
Track 3 : Infuses new culture and update management skills
Track 4 : Develops revised strategy plan for organization
Track 5 : Establishes performance based reward system
PORAS & ROBERTSON MODEL OF ORGANIZATION CHANGE
OD Interventions alter features of the work setting causing changes in individual’s behaviors, which in turn lead to
individual and organizational improvements.
Work Setting Factors:
1. Organizing arrangements (Goals, Strategies, Structure, Policies & Procedures)

2. Social Factors (Culture, Management Style, Informal Networks, Individual Attributes)
3. Physical Settings (Space Configuration , Physical Ambiance)
4. Technology (Machinery, Tools, IT)
ERIC TRIST’S SOCIOTECHNICAL SYSTEMS THEORY (STS)
All organizations comprised of two interdependent systems:
1. Social Systems
2. Technical Systems
To achieve high productivity and employee satisfaction, organizations must optimize both systems.
Changes in one system affect the other system.

BURKE-LITWIN MODEL OF ORGANIZATIONAL CHANGE
1. First order change (Transactional Change)

OD interventions directed towards structure, management practices, and systems (policies & procedures) result in
first order change
2. Second order change (Transformational Change)

OD interventions directed towards mission and strategy, leadership and organization culture result in second order
change.
OD STRATEGY
FIVE PHASES TO DESIGNING AND IMPLEMENTING
Organization development initiatives are typically
categorized as:
•Human process initiatives that include team building,
interpersonal and group process approaches, and
coaching
•Techno-structural initiatives that include
restructuring organizations (for example, mergers and
acquisitions, flexible work design, downsizing, business
process engineering, total quality management, quality
of work life, Six Sigma, and Agile)
•Human resource management initiatives that
include employee engagement, employee experience,
performance management, employee development,
succession planning, coaching and mentoring, career
development, and diversity awareness
•Strategic initiatives that include organization
transformation, culture change, leadership development,
and attraction and retention initiatives.

Organizational Development

Uploaded by

Document Information

Original Description:

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Organizational Development

Uploaded by

Copyright:

Available Formats

ORGANIZATIONAL

Organization development involves an ongoing, systematic, long-range process of driving organizational

OD is more holistic and strategic whereas HR is operational.

CHANGE is a three-stage process:

1. Unfreezing the old behavior / Situation

1. The Culture Track

Track 1 : Enhances trust, communication, information sharing

1. Organizing arrangements (Goals, Strategies, Structure, Policies & Procedures)

All organizations comprised of two interdependent systems:

Changes in one system affect the other system.

1. First order change (Transactional Change)

2. Second order change (Transformational Change)

You might also like