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2. Organization Development
A collection of planned, comprehensive,
systematic and practical change
interventions, built on humanistic-democratic
values, that seeks to improve organizational
effectiveness and employee well-being.
Organization
Development
Dr. M. Chaudhuri 2
Video.edhole.com

3. Change the Structure and/or Design
• Job rotation
• Job enlargement
• Job enrichment
• Autonomous teamwork
• Business process reengineering
• Flat vs. tall structure
• Centralization vs. decentralization
• Work specialization
• Departmentalization
• Formalization
• Chain of command
• Span of control
Organization
Development
Dr. M. Chaudhuri 3
Video.edhole.com

4. It is a technique for enhancing individual self-awareness
and self-perceptions, and for change behaviour, through
unstructured group discussion without topic or agenda. It
is probably the oldest OD intervention, also known as
laboratory training, T-groups and encounter groups.
The participants are allowed to discuss amongst
themselves, to observe and discuss the ways in which
they interact together, and to exchange feedback on
each other and their interactions.
A facilitator may or may not be present.
Some participants claim to develop profound insights
about themselves and how they relate to others.
Others, however, find the lack of structure and the open
sharing of emotions uncomfortable, threatening and
stressful.
Organization
Development
Sensitivity Training
Dr. M. Chaudhuri 4
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5. It is an OD intervention in which an external consultant
acts in a facilitating, supporting, advisory and catalytic
capacity to enhance the diagnostic, conceptual and
action-planning skills of managers in the organization.
The consultant either gives insight to the clients or helps
clients to develop their own insights.
This requires a great deal of skill, sensitivity and tact, and
there are no standard procedures to follow.
He has to develop a supportive, helping relationship to
carry out the diagnostic and problem-solving activities
jointly with the clients and not for the clients.
The focus is on process, which explains the label.
Organization
Development
Process Consultation
Dr. M. Chaudhuri 5
Video.edhole.com

6. It is an OD intervention in which the results of an opinion
survey are fed back to respondents in the organization in
a manner that triggers problem solving with respect to
the issues highlighted by the survey findings.
Survey might include questions on leadership,
management style, communication, motivation, decision
making, job satisfaction, etc.
Such surveys reveal differences in perception around an
organization and highlight significant problem areas and
issues.
These findings are then used to trigger group
discussions about ways to resolve differences and solve
organizational problems.
Organization
Development
Survey Feedback
Dr. M. Chaudhuri 6
Video.edhole.com

7. It is an OD intervention which seeks to improve team
performance by helping members to understand their
own team roles more clearly, and to improve their
interaction and collaboration.
Teams work most effectively when a number of
interdependent roles are covered – coordinator, shaper,
evaluator, team-worker, completer, implementer,
specialist, resource-investigator, etc.
Activities are designed to encourage the development of
interpersonal trust, group decision making,
communication skills and an awareness of leadership
roles.
Differences in perception and problems within the team
are identified, and discussions are held as to how to
overcome those problems and improve performance.
Organization
Development
Team Building
Dr. M. Chaudhuri 7
Video.edhole.com

8. It is an OD intervention which seeks to change the
perceptions and attitudes that different groups in an
organization hold with respect to each other, and to
improve their interaction and collaboration. Variants of
this technique are also known as intergroup
confrontation and peacemaking.
Each group meets independently to develop lists of its
perception of itself, the other group, and how it believes
the other group perceives it. The groups then share their
lists, after which similarities and differences are
discussed. Differences are clearly articulated, and the
groups look for the causes of the disparities and then
work to develop solutions that will improve relations
between the groups.
Organization
Development
Intergroup Development
Dr. M. Chaudhuri 8
Video.edhole.com

9. It is an OD intervention which seeks to change the
perceptions and attitudes that different individuals in an
organization hold with respect to each other, and to
improve their interaction and collaboration. It is similar to
intergroup development.
This technique assumes that interpersonal friction is
caused by a lack of mutual awareness and
understanding. Therefore, the aim is to make individual
perceptions and mutual expectations explicit so that
differences can be identified and resolved.
Organization
Development
Role Negotiation
Dr. M. Chaudhuri 9
Video.edhole.com

10. It is an OD intervention that seeks to identify the
unique qualities and special strengths of an
organization, which can then be built on to improve
performance.
Rather than looking for problems to fix, this approach
focuses on an organization’s successes. This process
consists of four steps:
1. Discover – What are the strengths of the organization
2. Dream – Information from discovery is used to
speculate on possible futures for the organization
3. Design – Focus on finding a common vision of how the
organization will look and agree on its unique qualities
4. Destiny (Deliver) – Discussion on how the dream will
be fulfilled, writing action plans and developing
implementation strategies
Organization
Development
Appreciative Enquiry
Dr. M. Chaudhuri 10
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11. Positive Results from OD Interventions
• Improved organizational effectiveness, including better
productivity and morale
• Better management throughout the organization
• Commitment to and involvement in making the organization
successful
• Improved teamwork
• Better understanding of organizational strengths and
weaknesses
• Improved communication, problem solving and conflict
resolution
• Creativity, openness and opportunities for personal
development
• Decrease in dysfunctional behaviour – politicking, playing
games
• Increased ability to adapt to changing circumstances
• Increased ability to attract and retain quality people
Organization
Video.Development
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Dr. M. Chaudhuri 11

12. Personal Attributes of an Effective OD
• Ability to tolerate ambiguity
• Influencing skill
• Ability to confront difficult issues
• Skills in supporting and nurturing others
• Ability rapidly to recognize one’s own feelings and
intuitions
• Conceptual skills
• Ability to mobilize self and others
• Ability to teach and to create learning opportunities
• A sense of humour, to maintain perspective
• Self-confidence
• A sense of mission about working as an OD consultant
Organization
Video.Development
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Consultant
Dr. M. Chaudhuri 12