BHRM-II-TOPIC 5 ORGANIZATIONAL DEVELOPMENT PROCESS.ppt

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1. TOPIC 5: ORGANIZATIONAL
DEVELOPMENT PROCESS
10/27/25 1BY CHARLES RHOBI SAMSON

2. ORGANIZATIONAL DEVELOPMENT(OD) PROCESS
PHASES
•OD process involves these phases (steps)
•Entering into an OD relationship (Entry)
•Contracting
•Diagnosis
•Feedback
•Planning Change
•OD interventions
•OD evaluation
10/27/25 BY CHARLES RHOBI SAMSON 2

3. OD PROCESS Contd…..
1: ENTRY PHASE (Entering into an OD relationship
or Problem identification):
Entry represents the initial contact between
consultant and client.
•This step starts with addressing/identifying and
clarifying the issue or a problem that might be
solved with the help of an OD practitioner.
•The client system and the OD consultant discuss
the problem and Collects the data for further
process.
10/27/25 BY CHARLES RHOBI SAMSON 3

4. Entering into an OD relationship comprises of
three (3) phases- i.e.
- Clarifying the Organizational Issue
- Determining the relevant Clients
-Selecting the appropriate OD Practitioner
1: Clarifying the Organizational Issue
•Presenting the problem. i.e. the issue that
caused them to consider an OD process.
•Symptoms
10/27/25 BY CHARLES RHOBI SAMSON 4

5. Three phases of Entering contd…
2: Determining the relevant client
•Finding relevant client involves getting those
organization members who can directly impact on
the change issue.
•Unless these Members are identified and included
in the entering and contracting process, they may
with hold their support for and commitment to the
OD process.
•E.g. In trying to improve the productivity of a
unionized plant the relevant client may include
union officials as well as Managers and staff
personnel.
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6. Three phases of Entering contd…
•It is not unusual for an OD project to fail because
the relevant client was inappropriately defined.
3: Selecting the appropriate OD Practitioner
•This phase involves selecting an OD practitioner
who has the expertise and experience to work with
members on the organizational issue.
•Unfortunately, little systematic advice is available
on how to choose a competent OD professional,
whether from inside or outside of the organization.
10/27/25 BY CHARLES RHOBI SAMSON 6

7. •OBJECTIVES OF ENTERING PHASE
•To make initial contact between clients and
consultants
•To support the client in determining their issues
or problems
•To explore the org. capabilities and the
availability of the resources to support the
changes
•To clarify the problem/issue facing the org.
•To explore the outcomes needed by different
stakeholders
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8. 2; CONTRACTING PHASE (Consultation with
a behavioral science expert):
•Establishing mutual expectations; reaching
agreements on expenditure of time, money,
resources, and energy; and generally clarifying
mutual expectations.
•OD contract is about expectations of both the
parties.
•OD contract helps to develop a commitment
and support which is required for the entire
process.
•During the initial contact, the OD practitioner
and the client carefully assess each other.
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9. 3.DIAGNOSIS PHASE (Data gathering and
preliminary diagnosis):
•It involves gathering appropriate information
and analyzing it to determine the underlying
causes of organizational problems. It is
basically a fact finding activity. It generally follows
from successful entry and contracting.
•The four basic methods of gathering data
are:
-interviews,
-process observation,
-questionnaires, and
-Organizational performance data.
10/27/25 BY CHARLES RHOBI SAMSON 9

10. •OBJECTIVES OF ORGANIZATIONAL DIAGNOSIS
•To collect data to be used in process of changes
•To uncover the causes of specific problems
•To assess the overall functioning of the
department/organization
•To discover areas for future development
•To advise on better data collection methods
•To decide who to involve in analyzing and making
sense of the data
•To work out timelines, resources required and
logistics
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11. •PHASES OF DIAGNOSIS
•Diagnosis covers four of the phases in the OD
process:
•Data collection,
•Data analysis,
•Data feedback and
•Action planning
10/27/25 BY CHARLES RHOBI SAMSON 11

12. MODEL OF DIAGNOSIS PHASE
•“Diagnostic models are conceptual
frameworks that OD practitioners use to
understand organizations.”
•An effective diagnostic model allows
identifying reliable data to help clients better
understand their company’s strengths,
deficiencies, and opportunities for
improvement, to later articulate a targeted
intervention and measurement strategy.
10/27/25 BY CHARLES RHOBI SAMSON 12

13. MODEL OF DIAGNOSIS PHASE Contd…
•To effectively improve organizational
performance, as well as individual and group
development, OD practitioners must be
knowledgeable of quantitative and qualitative
methods, as well as, the different diagnosis
models to choose the most appropriate, given
the intervention’s objectives, resources, and
organizational culture and context.
10/27/25 BY CHARLES RHOBI SAMSON 13

14. MODEL OF DIAGNOSIS PHASE Contd…
•The six-box model, a very popular and easy to
use model centers the diagnostic analysis on
six organizational factors: the organization’s
strategy, structures, rewards, internal
relationships, helpful mechanisms, and
leadership.
•This model tells practitioners where to look
and what to look for diagnosing organizational
problems.
10/27/25 BY CHARLES RHOBI SAMSON 14

15. MODEL OF DIAGNOSIS Contd…
•The sharp-image diagnostic model, develops
specific models to fit the characteristics of the
intervention.
•The model includes four steps to scan the
organization and identify critical areas for
closer examination.
10/27/25 BY CHARLES RHOBI SAMSON 15

16. MODEL OF DIAGNOSIS Contd…
1)The gathering of data to identify specific
problems or challenges to focus subsequent
analysis,
2)The use of theoretical models targeted to the
specific needs,
3)The development of a diagnostic model to
identify the root causes of ineffective outcomes,
and
4)Feedback on relevant data to clients.
10/27/25 BY CHARLES RHOBI SAMSON 16

17. MODEL OF DIAGNOSIS Contd…
The first step helps to identify data related to the
organizational problems or challenges, analyzing
relations between consultants and clients, and
cultural traits of the focal organization.
The data gathering process is conducted using the
open systems frame, the analysis of strengths,
weaknesses, opportunities, and threats (SWOT),
and the analysis of stakeholders. In the second
step, OD practitioners prioritize organizational
problems or challenges to maximize the impact
and benefits of the intervention, focusing on the
more important areas, and examining links with
other socio-technical systems 17

18. MODEL OF DIAGNOSIS Contd…
•In the third step practitioners develop a model
tailored to the needs of the intervention.
Harrisom and Shirom (1998) emphasize the
need to develop a reliable model for the analysis
of gap.
•In the fourth step of the sharp image diagnosis
model, OD practitioners provide feedback to
clients focusing on ways to minimize
inefficiencies, cope with challenges, and
increase organizational effectiveness.
10/27/25 BY CHARLES RHOBI SAMSON 18

19. MODEL OF DIAGNOSIS PHASE Contd…
•Open-Systems Model
•This is a set of concepts and relationships describing the
properties and behaviors of things called systems e.g.
organizations, groups, and jobs.
• Systems are viewed as unitary wholes composed of parts
or subsystems; the system serves to integrate the parts
into a functioning unit.
•For example, organization systems are composed of groups
or departments, such as sales, operations, and finance.
•The organization serves to coordinate behaviors of its
departments so that they function together in service of an
organization goal or strategy.
•The general framework that underlies most of the
diagnosing in OD is called the “open-systems model.”
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20. 4: FEEDBACK PHASE (Feedback to a key
client or group):
 It represents feeding back the
information gained through diagnosis
where the consultant and client, together,
explore the information to determine the
organizational strengths and
weaknesses.
•This helps in giving the out the clear
picture of current organizational
situation.
10/27/25 BY CHARLES RHOBI SAMSON 20

21. 5:PLANNING CHANGE PHASE (Joint Action
Planning): -
•Based on what was determined in the
feedback, plans are mutually developed
as to how the organization wishes to
move forward, in terms of both goals
and objectives and how these will be
accomplished.
•Here the OD practitioner and the client
members jointly agree on further
actions to be taken.
10/27/25 BY CHARLES RHOBI SAMSON 21

22. 5:PLANNING CHANGE PHASE…………
Good diagnosis determines the
intervention.
The purposes of this planning phase
are to generate alternative steps for
responding correctively to the problems
identified in the diagnosis, and to
decide on the step or order of steps to
take.
10/27/25 BY CHARLES RHOBI SAMSON 22

23. •6. OD INTERVENTIONS PHASE (Implementation
or Action):
•This involves taking set of actions designed
to correct or improve the problem, situation
or even to seize the opportunities.
• OD Interventions: are activities comprising
of sets of actions designed to correct or
improve the problem situation or even to
seize the opportunities.
•After deciding action steps it becomes
necessary to think on various activities to
implement planned change efforts.
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24. 6:OD INTERVENTIONS PHASE…..
•These activities are sets of actions designed
to correct or improve the problem situation
or even to seize the opportunities. These
are called as OD interventions.
•This stage involves the actual change from
one organizational state to another.
•It may include installing new methods and
procedures, reorganizing structures and
work designs, and reinforcing new
behaviors.
10/27/25 BY CHARLES RHOBI SAMSON 24

25. NATURE OF OD INTERVENTIONS
•NATURE OF OD INTERVENTIONS
1.Intervening in the client system refers to
interposing activities so that intervention
activities are done in addition to or are done
instead of the normal activities.
2.OD programme unfolds according to the game
plan or may emerge as the event moves on.
Planning, executing and evaluating an OD
programme is integral to organizational
development.
10/27/25 BY CHARLES RHOBI SAMSON 25

26. NATURE OF OD INTERVENTIONS
Most of the OD interventions have two goals. One ‘to
learn’ and the second ‘action aspects’. The model may
later be applied to the real problems in the organization
as a action plan.
OD interventions focus on the real problems faced by the
organization.
The group as a smallest entity generally applies the
interventions.
Organizational development programmes depend heavily
on various learning models like classical learning or social
learning, etc.
Action programmes in OD are closely linked with explicit
goals and objectives of the organization. It is therefore
necessary, to pay attention to translating goals into
observable, explicit, and measurable actions.
10/27/25 BY CHARLES RHOBI SAMSON 26

27. 7. THE OD EVALUATION PHASE
•Evaluation is the process of assessment of the extent
to which the work undertaken delivered its intended
objectives.
•Assessing OD interventions involves judgments about
whether an intervention has been implemented as
intended and, if so, whether it is having desired results.
•Feed back to organization members about the
intervention’s results provide information about
whether the changes should be continued ,modified or
suspended.
10/27/25 BY CHARLES RHOBI SAMSON 27

28. BENEFITS OF OD EVALUATION INCLUDE:
•Effectiveness
It shows the progress made toward program goals and
objectives.
•Best Practices
It provides the ability to determine what program
approaches are most effective.
•Improvement
It provides ongoing assessment of program design and
implementation to identify areas of improvement.
•Impact
It demonstrates economic or human impact.
10/27/25 BY CHARLES RHOBI SAMSON 28

29. BENEFITS OF OD EVALUATION INCLUDE
Contd…•Accountability
It provides the foundation for interpreting an organization
or programs’s worth to its stakeholders.
•Promotion & Advocacy
It informs policymakers and program sponsors about
programs successes.
•Appraisal & Coordination
It gives managers the performance information to make
better operational decisions.
•Opportunity
It identities unmet needs and allows for the development
of new efforts to serve those needs.
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30. ORGANIZATIONAL DEVELOPMENT PROCESS
10/27/25 BY CHARLES RHOBI SAMSON 30

31. OD
•Final Thoughts
•“Many people have ideas on how others
should change; few people have ideas
on how they should change”.
Leo Tolstoy
END
10/27/25 BY CHARLES RHOBI SAMSON 31

32. 10/27/25 BY CHARLES RHOBI SAMSON 32