presented by: tripti rani gupta rashmi ramneet ankur varun ranjeet

8/14/2019 Presented by: Tripti Rani Gupta Rashmi Ramneet Ankur Varun Ranjeet

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Presented By: Tripti Rani GuptaRashmiRamneetAnkurVarunRanjeet



Organization Development

(OD)Definition:

“A process used to enhance both the

effectiveness of an organization and thewell-being of its members throughplanned interventions.”

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•Organization development (OD) is anattempt to influence the members of anorganization to take greater

responsibility for their own actions.

•It is an organization-wide effort,managed from the top, to increaseorganization effectiveness.



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French and Bell defines

“Organizational development is a long-rangeeffort to improve an organizational problemsolving and renewal process, particularlythrough a most effective and collaborativemanagement of organization culture with

special emphasis on the culture of formalwork teams, with the assistance of a changeagent or catalyst and the use of the theoryand technology of applied behavior andscience, including action research.



Organization Development

Theories Two main categories of OD theories:

Change process theory

– How does change take place?

Implementation theory

– How can change strategies be put into

practice?

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• In essence, OD is a plannedsystem of change:-

• Planned.• Organization-wide. • Managed from the top. • Increase organization effectiveness and

health. •

Planned interventions.



There are many possible interventionstrategies from which to choose. Several

assumptions about the nature andfunctioning of organizations are made inthe choice of a particular strategy.

ASSUMPTIONS



BECKHARD lists five suchassumptions:

• The basic building blocks of an organization

are groups(teams) Therefore, the basic units of change aregroups, not individuals.



2.An always relevant change goal is thereduction of inappropriate competition between parts of the organization andthe development of a more collaborativecondition.

3.Decision making in a healthy organization islocated where the information sources are, ratherthan in a particular role or level of hierarchy.



4.Organizations, subunits of organizations, andindividuals continuously manage their affairsagainst goals. Controls are interimmeasurements, not the basis of managerial

strategy.One goal of a healthy organization is to developgenerally open communication, mutual trust,and confidence between and across levels.



5.Interventions range from those designed toimprove the effectiveness of individuals throughthose designed to deal with teams and groups,

intergroup relations, and the total organization.



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Typical OD ProcessAssessment, diagnosis

Feedback from clientsAction planning

Interventions,implementation,

evaluationsManaged by internal or

external facilitator,consultant



Benefits It mainly tries to deal with the changes throughout theorganization or in any one of the major units.

It develops greater motivation. It increases productivity.

A better quality of work. It creates higher job satisfaction Team work is improved and encouraged Commitment to objectives Increases the willingness to change Absenteeism is reduced.

Turnover is lower



LimitationsOrganizational development is long-way process andrequires more time.

It consists of substantial expenseFailures are possible

Possible for psychological harms It emphasizes only in group process compared to

performanceConceptual ambiguity is possible.



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presented by: tripti rani gupta rashmi ramneet ankur varun ranjeet

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