Introduction to Organization Development

Jiveta Chaudhary, Faculty, ITM University (OCD SML 632)

Objective
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Introduction to OD Definitions of OD Characteristics of OD Objectives of OD Values, Assumptions and Beliefs in OD History of OD

Jiveta Chaudhary, Assistant Professor, ITM University

Introduction to OD

Jiveta Chaudhary, Assistant Professor, ITM University

Introduction to OD
`

Organization Development is the applied behavioral discipline dedicated to improving science organizations and the people in them through the use of the theory and practice of planned change. It is a process for teaching people how to solve problems, take advantage of opportunities and learn how to do that better and better over time. OD is about improving organizations and developing individuals and/or groups (or teams) working in it.

Jiveta Chaudhary, Assistant Professor, ITM University

Introduction to OD (Contd.)
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` `

OD aims at increasing the effectiveness of individuals, teams and the organization s human and social processes. OD is a systematic process for applying behavioral science principles and practices in organizations to increase individual and organizational effectiveness. OD is an organizational improvement strategy OD is about how people and organizations function and how to get them to function better.

Jiveta Chaudhary, Assistant Professor, ITM University

Introduction to OD (Contd.)
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The major goals of OD programmes are: ` To improve the functioning of individuals, teams, and the total organization, and, ` To teach organization members how to continuously improve their own functioning OD deals with the gamut of people problems and work system problems in organizations, viz.,
Poor Morale, Low Productivity, Poor Quality, Interpersonal Conflict, Intergroup Conflict, Unclear/Inappropriate Goals, Poor Team Performance, Poorly designed Tasks, Poor Customer Relations, Inappropriate Leadership Styles, Inadequate alignment amongst the organizational strategy, structure, culture and processes, etc.

Jiveta Chaudhary, Assistant Professor, ITM University

Introduction to OD (Contd.)
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OD offers an approach to brining about a positive change in organization efficiency and effectiveness, it is a process of planned change organization-wide to increase organization effectiveness through changing the methods or processes by which work is done.

Jiveta Chaudhary, Assistant Professor, ITM University

Definition of OD

Jiveta Chaudhary, Assistant Professor, ITM University

Definition of OD
`

OD is a systematic application of behavioral science knowledge to the planned development and reinforcement of organizational strategies, structures and processes for improving an organization s effectiveness. - Cummings & Worley OD is a set of behavioral science theories, values, strategies and techniques aimed at the planned change of the organizational work setting for the purpose of enhancing individual development and improving organizational performance, through the alteration of organizational members on-the-job behaviors. - Porrase & Robertson
9 Jiveta Chaudhary, Assistant Professor, ITM University

Definition of OD (Contd.)
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Organization Development is a long-term effort, led and supported by top management to improve an organization s visioning, empowerment, learning, and problem-solving processes, through an ongoing, collaborative management of organization 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 behavioral science, including action research. - French & Bell

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Jiveta Chaudhary, Assistant Professor, ITM University

Characteristics of OD

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Jiveta Chaudhary, Assistant Professor, ITM University

Characteristics of OD
1. 2. 3.

4. 5. 6. 7. 8. 9.

Systematic, long range, planned change effort Focuses culture and processes Encourages collaboration between organization leaders and members in managing culture and processes Targets all teams and seeks their cooperation Focuses the human side of the organization Focuses total systems change Relies on Action Research Model Attempts to create WIN-WIN solutions Organization wide activity
Jiveta Chaudhary, Assistant Professor, ITM University

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Characteristics of OD (Contd.)
10. 11. 12. 13. 14.

15.

16.

Managed from the top Planned interventions Planned Change Major Goal Improve functioning of Is, Ts and Os OD Practitioners are facilitators, collaborators & colearners with the client system Views organizational improvement as an ongoing process Aims at making the client-system able to solve its problems on its own by teaching the skills and knowledge of continuous learning.
Jiveta Chaudhary, Assistant Professor, ITM University

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Characteristics of OD (Contd.)
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As per S. Ramnarayan, T. V. Rao & Kuldeep Singh:

Behavioral Science Base Normative approach to Organizational Change Deliberate intervention in the organization Normative-Reeducative strategy Legitimacy of Organization and Management Systems approach to Change Use of Action Research Model Use of external consultants Long term focus

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Jiveta Chaudhary, Assistant Professor, ITM University

Objectives of OD

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Jiveta Chaudhary, Assistant Professor, ITM University

Objectives of OD
1.
1. 2.

Two Major Goals: Improve I, T and O functioning Continuous improvement

2.

3.

4. 5.

To enhance congruence amongst organizational structure, process, strategy, people and culture To develop new and creative organizational solutions To develop organization s self-renewing capacity To enhance the quality of work life of members of the organization
Jiveta Chaudhary, Assistant Professor, ITM University

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Objectives of OD (Contd.)
6.

7.

8.

9. 10.

To enable the organization and its members to better cope with the environment. To enhance organizational values which members consider important in life To improve organization s processes, performance and innovativeness To solve organizational system and human problems To keep work organization productive as well as hospitable for members

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Jiveta Chaudhary, Assistant Professor, ITM University

Values, Assumptions and Beliefs in OD

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Jiveta Chaudhary, Assistant Professor, ITM University

Values, Assumptions and Beliefs in OD

Belief
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Proposition about how the world works that the individual accepts as true, it is cognitive fact for the person Beliefs about what is desirable or good and what is undesirable or bad Beliefs that are regarded as so valuable and obviously correct that they are taken for granted and rarely examined or questioned

` `

Value
`

Assumptions
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Values, Assumptions and Beliefs are all cognitive facts or propositions with values being beliefs about good and bad and assumptions being strongly held, relatively unexamined beliefs accepted as truth.

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Jiveta Chaudhary, Assistant Professor, ITM University

Values, Assumptions and Beliefs in OD (Contd.)

OD Values
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Humanistic
` ` ` ` `

Importance of the individual Respect the whole person Treat people with respect and dignity Assume that everyone has intrinsic worth View all people as having the potential for growth and development People are basically good Progress is possible and desirable in human affairs Rationality, reason and goodwill are the tools for making progress Sanctity of the individual Right of the people to be free from arbitrary misuse of power Importance of fair and equitable treatment for all Need for justice through the rule of law and due process

Optimistic
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Democratic
` ` ` `

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Jiveta Chaudhary, Assistant Professor, ITM University

Values, Assumptions and Beliefs in OD (Contd.)

Early statements of OD Values & Assumptions

Warren Bennis
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Proposed that ODPs share a set of normative goals based on their humanistic/democratic philosophy Normative Goals: 1. 2.

3.

4.

5.

Improvement in interpersonal competence A shift in values so that human factors and feelings come to be considered legitimate Development of increased understanding between and within working groups in order to reduce tensions Development of more effective team management , that is the capacity for functional groups to work more competently Development of better methods of conflict resolution. Rather that the usual bureaucratic methods which rely manly on suppression, compromise, and unprincipled power, more rational and open methods of conflict resolution are sought

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Jiveta Chaudhary, Assistant Professor, ITM University

Values, Assumptions and Beliefs in OD (Contd.)

Early statements of OD Values & Assumptions (Contd.)

Warren Bennis (Contd.)

Normative Goals (Contd.): 6.

Development of organic rather than mechanical systems. This is a strong reaction against the idea of organizations as mechanisms which managers work on , like pushing buttons Mechanical rely on authority-obedience relationships ; insist on strict division of labor and hierarchical supervision ; encourage centralized decision making Organic rely on mutual confidence and trust ; insist on multi-group membership and responsibility ; encourage wide sharing of responsibility and control

Distinguished between Mechanical & Organic Systems

2.

Central Value in OD: - CHOICE

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Jiveta Chaudhary, Assistant Professor, ITM University

Values, Assumptions and Beliefs in OD (Contd.)

Early statements of OD Values & Assumptions (Contd.)

Richard Beckhard
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Assumptions about the nature and functioning of organizations: 1.

2.

3.

4.

5.

The basic building blocks of an organization are groups (teams). Therefore, the basic units of change are groups not individuals An always relevant change goal is the reduction of inappropriate competition between parts of the organization and the development of a more collaborative condition Decision making in a healthy organization is located where the information sources are rather than in a particular role or level of hierarchy Organizations, subunits of organizations, and individuals continuously manage theory affairs against goals. Controls are interim measurements, not the basis of managerial strategy One goal of a healthy organization is to develop generally open communication, mutual trust and confidence between and across levels
Jiveta Chaudhary, Assistant Professor, ITM University

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Values, Assumptions and Beliefs in OD (Contd.)

Early statements of OD Values & Assumptions (Contd.)

Richard Beckhard (Contd.)

Assumptions about the nature and functioning of organizations (Contd.): 6.

People support what they help create. People affected by a change must be allowed active participation and a sense of ownership in the planning and conduct of the change

Robert Tannenbaum & Sheldon Davis (1969)

Values in Transition
1.

2.

3.

Away from a view of people as essentially bad toward a view of people as basically good Away from avoidance of negative evaluation of individuals toward confirming them as human beings Away from a view of individuals as fixed, toward seeing them as being in process

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Jiveta Chaudhary, Assistant Professor, ITM University

Values, Assumptions and Beliefs in OD (Contd.)

Early statements of OD Values & Assumptions (Contd.)

Robert Tannenbaum & Sheldon Davis (1969) (Contd.)

Values in Transition (Contd.)

5.

6.

7. 8.

9. 10.

Away from resisting and fearing individual differences toward accepting and utilizing them Away from utilizing an individual primarily with reference to his or her job description toward viewing an individual as a whole person Away from walling off he expression of feelings toward making possible both appropriate expression and effective use Away from maskmanship and game playing toward authentic behavior Away from use of status for maintaining power and personal prestige toward use of status for organizationally relevant purposes Away from distrusting people toward trusting them Away from avoiding facing others with relevant data toward making appropriate confrontation

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Jiveta Chaudhary, Assistant Professor, ITM University

Values, Assumptions and Beliefs in OD (Contd.)

Early statements of OD Values & Assumptions (Contd.)

Robert Tannenbaum & Sheldon Davis (1969) (Contd.)

Values in Transition (Contd.)

13.

Away from avoidance of risk taking toward willingness to risk Away from a view of process work as being unproductive effort toward seeing it as essential to effective task accomplishment Away from a primary emphasis on competition toward a much greater emphasis on collaboration

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Jiveta Chaudhary, Assistant Professor, ITM University

Values, Assumptions and Beliefs in OD (Contd.)

Implications of OD Values and Assumptions

Dealing with Individuals

Assumptions: 1.

2.

Most people want to develop their potential. They have drives toward personal growth and development if provided an environment that is both supportive and challenging Most people desire to make, and are capable of making, a greater contribution to attaining organization goals than most organizational environments permit. Ask, listen, support, challenge, encourage risk taking, permit failure, remove obstacles and barriers, give autonomy, give responsibility, set high standards, and reward success

Implications: -

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Jiveta Chaudhary, Assistant Professor, ITM University

Values, Assumptions and Beliefs in OD (Contd.)

Implications of OD Values and Assumptions (Contd.)

Dealing with Groups

Assumptions (A): 1.

2.

3.

One of the most psychologically relevant reference groups for most of the people if the work group. What occurs in it, both at the formal and the informal level greatly influences feelings of satisfaction and competence Most people wish to be accepted and to interact with atleast one small reference grou0p and usually with more than one group Most people are capable of making greater contributions to the group s effectiveness and development Let teams flourish Leaders should invest in groups (Time, training, money and intelligence) Adopt a team leadership style

Implications (A): -

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Jiveta Chaudhary, Assistant Professor, ITM University

Values, Assumptions and Beliefs in OD (Contd.)

Implications of OD Values and Assumptions (Contd.)

Dealing with Groups (Contd.)

Assumption (B): 1.

Formal leader cannot perform all the leadership and maintenance functions Group members should receive training in group effectiveness skills Group members should be trained to deal effectively with positive and negative feelings

Implications (B): -

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Jiveta Chaudhary, Assistant Professor, ITM University

Values, Assumptions and Beliefs in OD (Contd.)

Implications of OD Values and Assumptions (Contd.)

Dealing with Groups (Contd.)

Assumption (C): 1.

Many attitudinal and motivational problems in organizations require interactive and transactional solutions. Such problems have the greatest chance of constructive solution of all parties in the system alter their mutual relationships The question is not how A can get B to perform better, but how A and B can work together to modify their interactions toward the goal of B becoming more effective and A and B becoming more mutually effective. Group perspective requires a shift from viewing problems as within the problem person to viewing problems and solutions as transactional and as embedded in the system

Implication (C): -

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Jiveta Chaudhary, Assistant Professor, ITM University

Values, Assumptions and Beliefs in OD (Contd.)

Implications of OD Values and Assumptions (Contd.)

Designing and Running Organizations

Assumptions
1.

2.

Needs and aspirations of human beings are the reasons for organized effort in society. It is good to have a developmental outlook and seek opportunities in which people can experience personal and professional growth. Such an orientation creates self-fulfilling prophecy. The belief that people can grow and develop in terms of personal and organizational competency tends to produce that result It is possible to create organizations that are on the one hand humane, developmental, and empowering and on the other hand are high performing in terms of productivity, quality of output, and profitability An optimistic, developmental, set of assumptions about people is likely to reap rewards beneficial to both the organization and its members People are an organization s most important resource; they are the source of productivity and profits and should be treated with care

Implications
1.

2.

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Jiveta Chaudhary, Assistant Professor, ITM University

History of OD

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Jiveta Chaudhary, Assistant Professor, ITM University

History of OD
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The Laboratory Training Stem The Survey Research and Feedback Stem The Action Research Stem The Sociotechnical and Socioclinical Stem The Changing Context: -

SECOND GENERATION OD Interest in Organizational Transformation Interest in Organizational Culture Interest in the Learning Organization Intensified Interest in Teams Interest in TQM Interest in Visioning and Future Search Rediscovering Large Meetings and Getting the Whole System in the Room
33 Jiveta Chaudhary, Assistant Professor, ITM University