STAGES/PROCESS OF ORGANIZATIONAL DEVELOPMENT PROGRAMME, UNDERLYING ASSUMPTIONS AND VALUES.

Organizational DevelopmentMeaning: Organization development (OD) is a

conceptual, organization-wide effort to increase an organization's effectiveness and viability.

ORGANIZATIONAL DEVELOPMENT PROCESS

The Organizational Development (OD) process is complicated and it takes long time to complete the process. It takes minimum of one year and sometimes continues indefinitely. There are different approaches to OD process but the typical process consists of nine steps, viz., 1.Initial Diagnosis2. Data Collection3. Data Feedback4. Selection of Interventions5. Implementation of interventions6. Action planning and problem solving7. Team Building8. Inter-Group Development 9. Evaluation and Follow up

Initial diagnosis Data collection

Selection of interventions

Evaluation and follow up

Data feedback

Inter group development

Team building

Implementation of

interventions

Action planning and problem

solving

PROCESS OF ORGANIZATIONAL DEVELOPMENT

1. Initial Diagnosis: The initial diagnosis refers to finding the inadequacies within the organization that can be corrected by OD activities then it is necessary to find out the professionally competent persons within organization to plan and execute OD activities. The outside consultants can be also employed to help in diagnosing the problems and diagnosing OD activities. The consultants adopt various methods and that primarily includes interviews, questionnaires, direct observation, analysis of documents and reports for diagnosing the problem.

2. Data Collection: The survey method is employed to collect the data for determining organizational climate. It also helps in identifying the behavioral problems that are rising in the organization. 

3. Data Feedback: The collected data are analyzed and reviewed by various work groups that are formed for this purpose. It is done in order to intervene in the areas of disagreement or confrontation of ideas or opinions. 

4. Selection of Interventions: The interventions can be described as the planned activities that are introduced into the system to achieve desired changes and improvements. The suitable interventions are to be selected and designed at this stage. 

5. Implementation of Interventions: The selected intervention should be implemented progressively as the process is not a one shot, quick cure for organizational problems. Consequently, it achieves real and lasting change in the attitudes and behavior of employees.

6. Action Planning and Problem Solving: To solve the specific and identified problems by using the collected data, groups prepare recommendations and specific action planning. 

7. Team Building: The consultants explain the advantages of the teams in OD process and encourage the employees throughout the process to form into groups and teams. 

8. Inter-group Development: After the formation of groups/teams, the consultants encourage the inter-group meetings, interaction etc. 

9. Evaluation and follow up: The organization should evaluate the OD programmes and should find out their utility, and develop the programmes further for correcting the deviations. The consultants make great significance to the organization in this respect. The entire steps in the OD processes should be followed by the organization in order to derive full range of OD benefits.

VALUES, ASSUMPTIONS AND BELIEFS OF ORGANIZATIONAL DEVELOPMENT

A set of values, assumptions & beliefs constitutes an integral part of Organizational Development, shaping the goals & methods of the field & distinguishing Organizational Development from other improvement strategies.

MEANINGSAssumptions - something that you think is true

although you have no definite proof .Beliefs - are the assumptions we make about

ourselves, about others in the world and about how we expect things to be. Beliefs are about how we think things really are, what we think is really true and what therefore expect as likely consequences that will follow from our behavior.

Values - are about how we have learnt to think things ought to be or people ought to behave, especially in terms of qualities such as honesty, integrity and openness

According to Bennis, “The basic value underlying all OD theory and practice is that of ‘CHOICE’. Through focused attention, and through the collection and feedback of relevant data to relevant people, more choice becomes available and hence better decisions are made.

Organizational Development ValuesTend to be: HumanisticOptimistic &Democratic

Humanistic values - Proclaim the importance of the individual, respect & dignity, assume that everyone is intrinsic worth, view all people as having the potential for growth & development.

Optimistic values - posit that people are basically good, that progress is possible & desirable in human affairs , & that reason & goodwill are the tools for making progress.

Democratic values - assert the sanctity of the individual, the right of people to be free from arbitrary misuse of power, the importance of fair & equitable treatment for all & the need for justice through the rule of law & due process.

Early statements of OD values and assumptions Early statements of ‘OD’ values and assumptions

Values are an integral part of OD. In 1969, Warren Bennis proposed the OD practitioners(change agent) share a set of normative goals based on their Humanistic/Democratic philosophy. He tested the following normative goals:

Improvement in interpersonal competence. A shift in values, so that human factors and feelings come to be considered legitimate. Development of more effective “Team Management” i.e. capacity for functional groups

to work more competently. Development of increased understanding between and within working groups in order

to reduce tension. Development of better methods of conflict resolution. Rather than the usual bureaucratic methods, which rely mainly on suppression, compromise and unprincipled power more rational and open methods of conflict resolution are sought.

Developing organic rather than mechanical systems.

Richard Beckhard, in 1969, described several “assumptions about the nature and functioning of organizations” held by OD practitioners, as tested below: The basic building blocks of an organization are groups(teams) so the basic units of change are groups and 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, sub-unit of organizations and individuals continuously manage their affairs against goals. Control are interim measures, not the basis of managerial strategy.One goal of healthy organization is to develop generally open communication, mutual trust and confidence between and across levels. People support what they help create.People effected by a change must be allowed active participation and a sense of ownership in planning and conduct of the change.

IMPLICATIONS of OD values assumptionsWhat are some of the implications of OD

assumptions & values for dealing with individuals , groups, & organizations?

1. Implications of dealing with INDIVIDUALSThere are two basic assumptions:First that most of individuals have drives

toward personal growth & development if environment is both supportive & challenging.

Second that most people desire to make & are capable of making a greater contribution to attaining organization goals 1 Implications for dealing with individuals

 The implications of these two assumptions are straight forward: AskListenSupportChallengeEncourage risk takingPermit failureRemove obstacles & barriersGive autonomyGive responsibilitySet high standardsReward success

2. Implications of dealing with GROUPSASSUMPTIONS:What occurs in the work group at both formal &

informal levels, greatly influences feelings of satisfaction & competence.

Most people wish to be accepted & to interact cooperatively with at least one reference group usually work group.

Most people are capable of making greater contributions to group effectiveness & development.

Finally there exist attitudinal & motivational problems in organizations.

Implications:

•Let teams flourish because they are often the best way to get work done.

•Invest time in group development to increase group members & create positive climate.

•Adopt team leadership style Require interactive & transactional solutions.

REFERNCESOrganizational Behavior- L.M PrasadInternet-

http://www.authorstream.com/Presentation/Bharathisunagar-347044-4-values-assumptions-entertainment-ppt-powerpoint/

Name- Konica AggarwalRoll No.- 2421

Thank you