This document provides an overview of organizational development (OD). It defines OD and discusses its goals, processes, strategies and interventions. The key points are: OD aims to improve organizational effectiveness and individual well-being through a systematic, planned approach using behavioral science. It involves diagnosing issues, collecting data, providing feedback, planning and implementing interventions. Common interventions discussed include team building, process consultation, surveys and training. The document also examines organizational change, covering definitions, types of change (planned, unplanned, fundamental, operational etc.), models of change including Lewin's force field analysis, and sources of resistance to change. It notes change can be internal or externally driven, and change management seeks to help organizations adapt

2. COURSE CONTENT:-
Organizational development: Definition, Assumptions,
goals, process, objectives; Strategies: Diagnostics Activities,
Team Building, Survey Feedback, Process Consultation,
Planning & Goal setting, OD interventions.
 Organizational change: Basic Concept and definition;
Nature of Organizational Change (Need, factors
influencing change); Types of Change; Process of change,
Models, Change agent (Roles and responsibilities,
Resistance to change); Overcoming resistance (Strategies &
Techniques); Planned Change.
•

3. DEFINITIONS
Different people have defined OD differently.
 According to Koontz, “OD is a systematic integrated and planned
approach to improve the effectiveness of the enterprise. It is designed
to solve problems that adversely affect the operational efficiency at
all levels”.
 Burke’ has defined OD as “a planned process of change in an
organization's culture through the utilization of behavioral science
technology, research and theory”.
 French and Bell “OD is a systematic approach to organizational
improvement, that applies behavioral science theory and research in
order to increase individual and organizational well-being and
effectiveness”.
Now, OD can be defined as a long-term, more
encompassing change approach meant to improve individual
as well as organizational well-being in a changed
situation”.

4. ODCONCEPT

5. CHARACTERISTICS OFOD:
The salient characteristics of OD are as follows:
 First, OD is a systematic approach to the planned change. It is structured style of diagnosing
organizational problems and opportunities and then applying expertise to them.
 Second, OD is grounded in solid research and theory. It involves the application of our
knowledge of behavioral science to the challenge that the organizations face.
 Third, OD recognizes the reciprocal relationship between individuals and organizations. It ac-
knowledges that for organizations to change, individuals must change.
 Fourth, OD is goal oriented. It is a process that seeks to improve both individual and
organizational well- being and effectiveness.
 Fifth, OD is designed to solve problems.
 Sixth ,OD focuses on the human, social, technological and structural aspects of organizations.
 Seventh ,OD focuses on total system change.

7. OBJECTIVESOF OD
The main objectives of OD are to:
 Improve organizational performance as measured by profitability,
market share, innovativeness, etc.
 Make organizations better adaptive to its environment which always
keeps on changing.
 Make the members willing face organizational problems and
contribute creative solutions to the organizational problems.
 Improve internal behavior patterns such as interpersonal relations,
intergroup relations, level of trust and support among the role players.
 Understand own self and others, openness and meaningful
communication and involvement in planning for organizational
development.

8. ODFUNDAMENTALS

9. OrganizationalDevelopmentProcess:
7 Steps

10. Organizational Development Process
1. Initial Diagnosis of the Problem:
In the first step, the management should try to find out an
overall view of the situation to find the real problem.
Top management should meet the consultants and the
experts to determine the type of programme that is needed.
In the first stage only, the consultants will meet various
persons in the organization and interview them to collect
some information.

11. SYSTEM MODEL OF DIAGNOSIS

12. Organizational Development Process
2. Data Collection:
In this stage, the consultant will make the surveys to
determine the climate of the organization and the behavioral
problems of the employees.
The consultant will meet groups of people away from their
work environment to get some answers to the questions
such as:
(i) What specific job conditions contribute most to their job
effectiveness?
(ii) What kind of conditions interferes with their job
effectiveness?
(iii) What changes would they like to make in the working of the
organization?

13. OrganizationalDevelopmentProcess
3. Data Feedback and Confrontation:
The data which has been collected in the second step will be
given to the work groups, who will be assigned the job of
reviewing the data. Any areas of disagreement will be mediated
among themselves only and priorities will be established for
change.
4. Planning Strategy for Change:
In this stage, the consultant will suggest the strategy for change.
He will attempt to transform diagnosis of the problem into a
proper action plan involving the overall goals for change,
determination of basic approach for attaining these goals and
the sequence of detailed scheme for implementing the
approach.

14. Organizational Development Process
5. Intervening in the System:
Intervening in the system refers to the planned programmed
activities during the course of an OD programme.
These planned activities bring certain changes in the system,
which is the basic objective of OD.
 There may be various methods through which external
consultant intervene in the system such as education and
laboratory training, process consultation, team development
etc.

15. Organizational Development Process
6. Team Building:
During the entire process, the consultant encourages the
groups to examine how they work together.
The consultant will educate them about the value of free
communication and trust as essentials for group functioning.
The consultant can have team managers and their
subordinates to work together as a team in OD sessions to
further encourage team building.

16. Organizational Development Process
7. Evaluation:
OD is a very long process. So there is a great need for careful
monitoring to get precise feedback regarding what is going on after
the OD programme starts. This will help in making suitable
modifications whenever necessary.
 For evaluation of OD programme, the use of critique sessions,
appraisal of change efforts and comparison of pre and post training
behavioral patterns are quite effective.
The steps in OD are part of a whole process, so all of them need to
be applied if a firm expects to get the full benefits of OD. An
organisation which applies only a few steps and leaves the others
will be disappointed with the results.

17. 0D INTERVENTIONS
Interventions:-
Set of activities which are carried by an organization for
development.
Set of structured activities that are the means for achieving the
values, assumptions and goals.
Intervention Mechanism:-
“ A structured activity in which selective organizational units
engaged with a task or a sequence of task where the task goals
are related directly or indirectly to organizational improvement.
Intervention constitute the action thrust of organizational
development, they make things happen”
- French & Bell

18. 0DINTERVENTIONS
Chris Argyris(1970) Specified three important criteria for OD
Interventions:-
1) Obtaining valid and useful information.
2) Provide the client organization with alternatives for action.
3) Build internal commitment.

32. Personal &
interpersonal
Team Intergrowth Total
organizational
system
Job design Team building Intergroup
development
MBO
Job enrichment Process
consultation
Third party
intervention
Goal setting
Laboratory training Job enrichment Organization mirror Grid OD (Phase
4,5,& 6)
Career planning Job design Process
consultation
Survey feedback
Goal setting Quality circles Grid OD( Phase 3) Action research
Managerial grid
(Phase 1)
• Role negotiation
• Role analysis
technique
• Likert system for
management
• QWL(quality of
work life)
Stress management Grid OD (Phase 2) Decentralisation

33. Process consultation:
The purpose of process consultation is for an outside OD consultant
to assist the management, “to perceive, understand and act upon
process events within the organization.
The consultant observes the processes such as communication
patterns, decision making and leadership styles, methods of
cooperation and conflict resolution among members and groups and
acts as a guide or a coach who advises on how these processes can be
improved.

34. Process consultation is a specific approach. It is the
help given to a client group in understanding and
developing the methodology of working in general and
understanding and managing the effects of work
methodology on involvement, alienation, collaboration,
conflict, consensus, and such other group processes
which affect decision-making and the members'
commitment to the decisions made.
Process consultation involves the following
steps:-

42. Definition:
Team building is a management technique used
for improving the efficiency and performance of
the workgroups through various activities. It
involves a lot of skills, analysis and observation
for forming a strong and capable team.
The whole sole motive here is to achieve the organization
vision and objectives.

46. “ It is an approach to organizational improvement and is
complete, systematic and difficult”
- Blake & Mouton

47. • Grid theory breaks behavior down into seven key elements:
Element Description
Initiative Taking action, driving and supporting
Inquiry
Questioning, researching and verifying
understanding
Advocacy
Expressing convictions and championing
ideas
Decision making
Evaluating resources, choices and
consequences
Conflict resolution Confronting and resolving disagreements
Resilience Dealing with problems, setbacks and failures
Critique Delivering objective, candid feedback

48. Managerial Grid Model is based on two behavioral dimensions:-
• Concern for people: This is the degree to which a leader
considers the needs of team members, their interests, and areas
of personal development when deciding how best to
accomplish a task.
• Concern for production: This is the degree to which a leader
emphasizes concrete objectives, organizational efficiency, and
high productivity when deciding how best to accomplish a
task.

49. As shown in the figure, the model is represented as a grid with concern for
production as the X-axis and concern for people as the Y-axis; each axis ranges
from 1 (Low) to 9 (high).

51. [1,1]ImpoverishedManagement (Low
ProductionandLowPeople):
Impoverished Leadership is a delegate-and-disappear management style and a
lazy approach. The manager shows a low concern for both people and
production.
He or she avoids getting into trouble. His main concern is not to be held
responsible for any mistakes.
Managers use this style to preserve job and job seniority, protecting
themselves by avoiding getting into trouble.
This leader is mostly ineffective. He or she has neither a high regard for
creating systems for getting the job done nor for creating a work
environment that is satisfying and motivating.
A result is a place of disorganization, dissatisfaction, and disharmony.

52. [1,9]CountryClubStyleLeadershipHighPeopleandLow
Production
(1,9) Country Club Style Leadership style of leader is most concerned about
the needs and the feelings of members of his or her team.
In this environment, the relationship-oriented manager has a high concern for
people but a low concern for production.
He pays much attention to the security and comfort of the employees. He
hopes that this will increase performance.
He is almost incapable of employing the more punitive, coercive and
legitimate powers. The organization will end up to be a friendly atmosphere
but not necessarily very productive.
The (1,9) boss mainly uses reward power to preserve discipline and to
support his subordinates in accomplishing their goals.

53. [9,1]ProduceorPerishLeadership(TaskManagement)-
HighProductionandLowPeople
• (9,l) Produce or Perish Leadership management style is characterized by a
concern for production as the only goal.
• Employees are viewed as obstacles to performance results unless obedience
to the manager’s wishes is explicitly granted.
• In this style, the manager is authoritarian or compliance. A task-oriented
manager, he has a high concern for production and a low concern for people.
• He finds employee needs unimportant and simply a means to an end. He
provides his employees with money and expects performance back.
• There is little or no allowance for cooperation or collaboration. He pressures
his employees through rules and punishments to achieve the company goals.

54. [9,9]TeamLeadership-HighProductionandHighPeople
At (9,9) Team Leadership, the manager pays high concern to both people and
production. Motivation is high. This soft style is based on the propositions of
Theory Y of Douglas McGregor.
The manager encourages teamwork and commitment among employees.
This style emphasizes making employees feel part of the company-family
and involving them in understanding the organizational purpose and
determining production needs.
And this will result in a team environment organization based on trust and
respect, which leads to high satisfaction and motivation and, as a result, high
production.
In a (9,9) system the manager strives for sound and imaginative opinions,
letting others partake in the decision making the process.

55. [5,5] Middle-Of-The-RoadLeadership-Medium
ProductionandMediumPeople
(5,5) Middle-Of-The-Road Leadership is a kind of realistic medium without
ambition. It is a balanced and compromised style.
The manager tries to balance the competing goals of the company and the
needs of the workers.
The manager gives some concern to both people and production, hoping to
achieve acceptable performance. He believes this is the most anyone can do.
Consequently, compromises occur where neither the production nor the
people’s needs are fully met.
The supervisor views it as the most practical management technique. It is
also an outcome when production and people issues are seen as in conflict.

56. Organizational Change:-
Organizational change is the process by which
organizations move from their present state to some
desired future state to increase their effectiveness.
• Involves planned and unplanned changes
• Transformation in an organization
• It is the movement from current stage to some future
preferred stage.
• It is a continuous process.

58. Organizational Changes Can Be:-

59. Nature of change

60. Nature of change

61. Nature of change

62. Forces For Change In An Organization

63. External forces

64. Internal forces

66. Lewin's Force Field Model (Change
Management)
Lewin's Force Field Model is an important contribution to the theory of change management - the
part of strategic management that tries to ensure that a business responds to the environment in which
it operates.
In his model Lewin identified four forces which are described below.

68. Process of change

69. Speed of Change

70. Types of Changes Nature
Directional changes Occurs under conditions of severe competitions,
regulatory shifts in government policies
Fundamental changes Redefining of current mission / vision
Operational changes Improvement of quality and quantity
Total change Developing a new vision
Planned change Design & implementation of a structural
innovation, a new policy or a goal.
Happened change Unpredictable occurs due to external causes which
have no control
Transformational change Complete change
Revolutionary change Abrupt changes in the organization vision & mission
Proactive change Gives the part of planned change/ steady state
Reactive change Response to an event or series of event
Recreation change Tearing down the old and building a new structure
Strategic change Changing almost parts of organisation

72. 1.

73. 2. ADKAR
• ADKAR is one of the most well-known and widely-known
frameworks, created by the founder of Prosci, Jeff Hiatt.
• It advocates a bottom-up approach that begins with the
individual employee and ends with organizational change.
• The acronym stands for:
• Awareness of the need for change
• Desire to support the change
• Knowledge of how to change
• Ability to demonstrate skills and behavior
• Reinforcement to make the change stick
• This model is well-established and has a track record of
success.

76. 3. 7S Model

77. A- Analysis
D- Designing
P- Planning
I- Implementation
ORGANISATIONAL
ANALYSIS
IMPLEMENTATION
PLANNING
THE
CHANGE
DESIGNING
CHANGE
INTERVENTIONS

79. CHANGE AGENTS

91. Typesof Resistanceto Change
Resistance to change may be of the following three types:
• a) Logical resistance: This kind of resistance basically arises from the
time people genuinely take to adapt and adjust to changes. For
example, when computers became common, accountants had to
shift from accounting on paper to digital accounting. This naturally
takes time to adapt to.
• b) Psychological resistance: Under this category, the resistance
occurs purely due to mental and psychological factors. Individuals
often resist changes for reasons like fear of the unknown, less
tolerance to change, dislike towards the management, etc.
• c) Sociological resistance: This resistance relates not to individuals
but rather to the common values and customs of groups. Individuals
may be willing to change but will not due to peer pressure from the
group they are members of. For example, if a workers’ union
protests against new management policies, all workers face pressure
to protest together.

93. 12 typicalreasonsfor resistanceto change
i. Misunderstanding about the need for change/when the reason for the change is unclear — If
staff do not understand the need for change you can expect resistance. Especially from those who
strongly believe the current way of doing things works well…and has done for twenty years.
ii. Fear of the unknown — One of the most common reasons for resistance is fear of the unknown.
People will only take active steps toward the unknown if they genuinely believe – and perhaps
more importantly, feel – that the risks of standing still are greater than those of moving forward in
a new direction.
iii. Lack of competence — This is a fear people will seldom admit. But sometimes, change in
organizations necessitates changes in skills, and some people will feel that they won’t be able to
make the transition very well.
iv. Connected to the old way — If you ask people in an organization to do things in a new way, as
rational as that new way may seem to you, you will be setting yourself up against all that hard
wiring, all those emotional connections to those who taught your audience the old way – and that’s
not trivial.
v. Low trust — When people don’t believe that they, or the company, can competently manage the
change there is likely to be resistance.
vi. Temporary fad — When people belief that the change initiative is a temporary fad.
vii. Not being consulted — If people are allowed to be part of the change there is less resistance.
People like to know what’s going on, especially if their jobs may be affected. Informed employees
tend to have higher levels of job satisfaction than uninformed employees

94. 12 typicalreasonsforresistanceto change
I. Poor communication — It’s self evident isn’t it? When it comes to change management
there’s no such thing as too much communication.
II. Changes to routines — When we talk about comfort zones we’re really referring to routines.
We love them. They make us secure. So there’s bound to be resistance whenever change
requires us to do things differently.
III. Exhaustion/Saturation — Don’t mistake compliance for acceptance. People who are
overwhelmed by continuous change resign themselves to it and go along with the flow. You
have them in body, but you do not have their hearts. Motivation is low.
IV. Change in the status quo — Resistance can also stem from perceptions of the change that
people hold. For example, people who feel they’ll be worse off at the end of the change are
unlikely to give it their full support. Similarly, if people believe the change favours another
group/department/person there may be (unspoken) anger and resentment.
V. Benefits and rewards — When the benefits and rewards for making the change are not seen
as adequate for the trouble involved