PROCESS OF ORGANIZATION DEVELOPMENT

Organization development (OD) is the study of successful organizational change and performance. OD emerged from human relations studies in the 1930s, during which psychologists realized that organizational structures and processes influence worker behavior and motivation.

1. The Process of OD 1

2. Process of OD Sensing that the organization requires OD. Poor product quality, high rates of absenteeism, or dysfunctional conflicts among departments. Simple feelings that the organization should be “more innovative,” “ more competitive ,” or “more effective .” 2

3. Entering into an OD Relationship An organization member contact an OD practitioner. Clarifying the nature of the organization’s current functioning and the issue(s) to be addressed. The relevant client system for that issue. The appropriateness of the particular OD practitioner. OD practitioner collect preliminary data about the organization. Organization gather information about the practitioner’s competence and experience. 3

4. Clarifying Organizational Issue Organizations present a specific or general problem/issue. It may be a solution also. This may be a symptom of real problem. The issue facing the organization or department must be clarified early in the OD process. OD practitioner may collect preliminary data. 4

5. Determining the Relevant Client This is the second activity in OD relationship. A critical step. OD project may fail due to casual approach towards this step. Determining the relevant client can vary in complexity depending on the situation . It is more complex when the organizational issue cannot readily be addressed in a single unit . Additional information is required. 5

6. Selecting an OD Practitioner Little systematic advice is available on how to choose. Organizations invite proposals. Proposal include project goals, outlines of action plans, a list of roles and responsibilities, recommended interventions, and proposed fees and expenses . Technical skills and personality and interpersonal competence. Practitioners should educate clients. If a good match does not exist, they should inform the client. 6

7. Developing a Contract The goal of contracting is to make a good decision about how to carry out the OD process. OD processes require some form of explicit contracting. The contracting step in OD generally addresses three key areas: Setting mutual expectations The time and resources that will be devoted to it. The ground rules for working together. 7

8. Diagnosing organizations 8

9. Diagnosis ???? Diagnosis is the process of understanding a system’s current functioning. It involves collecting pertinent information about current operations, analyzing those data, and drawing conclusions for potential change and improvement. Effective diagnosis provides the systematic knowledge of the organization needed to design appropriate interventions. 9

10. Diagnosis ???? Diagnosis in organization development is much more collaborative than such a medical perspective implies and does not accept the implicit assumption that something is wrong with the organization. Conclusions are drawn for action planning and intervention . 10

11. Need for Diagnostic Models OD practitioners and organization members need to have an idea about what information to collect and analyze. Conceptual frameworks that people use to understand organizations are termed as diagnostic models. Diagnostic models point out what areas to examine and what questions to ask in assessing. 11

12. Organizational/Group/Individual Level Diagnosis 12

13. Collecting and Analyzing Diagnostic information 13

14. The quality of the information gathered is a critical part of the OD process. Data collection involves gathering information on specific organizational features, such as the inputs, design components, and outputs. 14

15. Four methods can be used to collect data: Questionnaires Interviews Observations Unobtrusive measures 15

16. Feedback Diagnostic Information 16

17. Perhaps the most important step in the diagnostic process is feeding back diagnostic information to the client organization. A key objective of the feedback process is to be sure that the client has ownership of the data. Survey feed back. 17

18. Context of Feed Back OD practitioners need to summarize the data in ways that enable clients to understand the information and draw action implications from it. Characteristics of effective feed back: Relevant Understandable Descriptive Verifiable Timely Limited Significant Comparative Unfinalized 18

19. Characteristic of Feedback Process Ownership of the feedback data is facilitated by the following five features of successful feedback processes: Motivation to work with the data Structure for the meeting Appropriate attendance Appropriate power Process help 19

20. Survey Feedback “ Survey feedback is a process of collecting and feeding back data from an organization or department through the use of a questionnaire or survey”. 20

21. Survey Feedback Steps Members of the organization, including those at the top, are involved in preliminary planning of the survey. Clarity about: The level of analysis (organization, department, or small group) The objectives of the survey. Helpful in gaining ownership of the data. 21

22. Survey Feedback Steps The survey instrument is administered to all members of the organization or department. The OD consultant usually analyzes the survey data, tabulates the results, suggests approaches to diagnosis, and trains client members to lead the feedback process. Data feedback usually begins at the top of the organization and cascades downward to groups reporting to managers at successively lower levels. Feedback meetings provide an opportunity to work with the data. 22

23. Limitations of Survey Feedback Ambiguity of purpose. Distrust. Unacceptable topics. Organizational disturbance. 23

24. Designing Interventions 24

25. Prelude An OD intervention is a sequence of activities, actions, and events intended to help an organization improve its performance and effectiveness. Intervention design derives from careful diagnosis and is meant to resolve specific problems and to improve particular areas. OD interventions vary from standardized programs to relatively unique programs tailored to a specific organization or department. 25

26. Effective Interventions???? Three major criteria define the effective interventions: The extent to which it fits the needs of the organization. The degree to which it is based on causal knowledge of intended outcomes. The extent to which it transfers change management competence to organization members. 26

27. Effective Interventions???? Valid information. Free and informed choice. Internal commitment. Knowledge of outcomes. Gaining knowledge and skill in managing change. 27

28. Designing Effective Interventions Two major sets of contingencies: To do with the change situation. Those related to the target of change. 28

29. Related to the Change Situation Need for autonomy Management style and technical uncertainty Degree of top management support Job enrichment 29

30. Related to the Change Situation Readiness for change Capability to change (F= ks + res+ sys+exp ) Cultural context (v imp) Capabilities of change agent 30

31. Related to the Target of Change Organizational issues: Strategic issues. Technological and structural issues. Human resources issues. Human process issues. Level of organizational system at which the intervention is expected to have a primary impact. 31

32. Leading and Managing Change 32

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34. Evaluating and Institutionalizing OD Interventions Evaluation is concerned with providing feedback to practitioners and organization members about the progress and impact of interventions. Such information may suggest the need for further diagnosis and modification of the change program, or it may show that the intervention is successful. Institutionalization is a process for maintaining a particular change for an appropriate period of time. It ensures that the results of successful change programs persist over time. 34

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