Name:DEBARGHYA DAS

PNR NO:18021141033

Organization Development and Change

Richard Beckhard's 1969 Organization Development: Strategies and Models: Organization
Development is an effort that is:

 Planned
 Organization-wide
 Managed from the top
 Increase organization effectiveness and health
 Through planned interventions in the organization's "processes," using behavioral-science knowledge.
Neilsen, "Becoming an OD Practitioner", Englewood Cliffs, CA: Prentice-Hall, 1984

"Organization Development is the attempt to influence the members of an organization to expand their candidness
with each other about their views of the organization and their experience in it, and to take greater responsibility for
their own actions as organization members. The assumption behind OD is that when people pursue both of these
objectives simultaneously, they are likely to discover new ways of working together that they experience as more
effective for achieving their own and their shared (organizational) goals. And that when this does not happen, such
activity helps them to understand why and to make meaningful choices about what to do in light of this
understanding."

Robert Blake and Jane Mounton, Scientific Methods Inc.

Organization Development emphasizes the "o" in every sense of the word. It means development of the entire
organization or self-sustaining parts of an organization from top to bottom and throughout. True organization
Development is theory-based, team-focused and undertaken by means of self-help approaches which place a
maximum reliance upon internal skills and leadership for development activities. It is top-led, line managed,
and staff supported. Development activities focus on the 'system', those traditions, precedents, and past
practices which have become the culture of the organization. Therefore, development must include individual,
team, and other organization units rather than concentrating on any one to the exclusion of others. Organization
Development is thus this comprehensive approach which integrates the management sciences, business logic
and behavioral systems of an organization into an organic, independent whole.

Leland Bradford, National Training Laboratories:

Work, and the organizational structure in which work usually takes place, can provide a number of very important
human needs: goal achievement, affirmation, belongingness to a work group, organization or cooperative project
— all leading to a sense of usefulness, self-esteem, and ready potential for creative necessary for the present and
future (post-retirement) well-being of the person. Generally, as these needs are met, productivity for the organization
increases.

Conversely, when the work task for whatever reason, prevents feelings of personal satisfaction,
achievement and contribution, pathways for affirmation are closed off; when insensitive supervision or
management unconcern dehumanizes the worker; or the purposes and values of the Organization's top
management are totally contrary to those of the individual, production, both qualitatively and quantitatively, tends to
decrease.

It would appear, then, that the purpose of OD efforts should be to effect a perfect correspondence between
organizational goals, purposes, and values on the one hand and the satisfaction of such human needs as belongingness,
achievement, affirmation and self-esteem.

But such perfect correspondence in our imperfect world; with hierarchical structures containing built-in conflict; with
often profound differences between organizational goals and individual desires; with overpowering resistances to
basic changes, becomes impossible.

Warner Burke, Teachers College, Columbia University:

Organization Development is a process of change in an organization's culture through the utilization of

behavioral science technology, research and theory. More specifically, for an intervention in an organization to be
OD, it must (1) respond to a felt need on the part of the client, (2) involve directly and collaboratively the client in the
planning and implementing of the intervention and (3) lead to change in the organization's culture.

Craig Lundberg, Oregon State University

In pondering many definitions of OD, a classification seemed to appear on one ais I have 'process and structure'; on the
other axis I have 'organization achievement / effectiveness', 'quality of work-life', 'enables organization to positively affect its
environment'. My current definition of OD is OD pro-actively facilitates the design of inter and intra organizational congruency
and adaptability over time.

You'll immediately see that I have to say something like this to cover all the cells in the classification mentioned
above. 'Proactive' simply means consciously, actively. 'Facilitate' refers to style of change agent work and implies that
change agents do not do the work for the client. `Design' encompasses all sorts of units of analysis, process and structure
and hopefully carries an international connotation.

Newton Margulies, University of California, Irvine

Organizational Development is a process (and an associated technology) directed at organizational improvement. The process
and the technology are value-based, e.g. they reflect a particular normative view about organizations and people in
organizations. While organizational development does not prescribe specific organizational configurations it does imply
movement toward an organizational culture which is both productive and 'healthy' for those who live and work in
organizations.

William Reddin, International Publications Limited, Bermuda:

My definition of OD is operating on the interfaces to optimize the system. This definition is useful because it
distinguishes sharply organization development from management development which deals with the individual
as the change target. It is also useful because it is non-ideological. It accepts the system on its own terms and is
interested only in making the system more effective by using its internal resources.

Edgar Shein, MIT

OD is all activities engaged in by Managers,Employees,and helpers that are directed toward building and
maintaining the health of the organizationas a total system.
OD is for the total organization what group building and maintenance is for small groups.How it is done, by whom, and
by what means will vary.What defines it is the goal of a healthy organization.
OD should not be associated with what consultants and helpers do. A healthy organization can develop itself; its
managers are the primary practitioners of OD. But just as healthy individuals or groups need help in maintaining their health,
so organizations need help in maintaining their system health and such help can come from internal or external consultants.
OD experts should therefore be experts at helping. They should not get caught up with any
particular technique such as survey feedback, team building, etc., but should stay focused on how to help.

Robert Tannenbaum, UCLA

Whatever OD is, I personally hold that among other attributes, it should be centrally characterized by 3 things: (1)
Humanistic values; (2) personal, interpersonal, organizational and inter-organizational processes deeply
rooted in such values; and (3) the possibility of growth (development, unfolding) of individuals and of all other
social entities towards ends widely and poignantly yearned for within each entity.

Wendell French, University of Washington

For the present, I would like to stay with the definition of Organizational Development as given in French and Bell ...
"Organization Development is a long-range effort to improve an organization's problem-solving and renewal processes,
particularly through a more effective and collaborative management of organization culture — with special emphasis on the
culture of formal work teams —with the assistance of a change agent, or catalyst, and the use of the theory and
technology of applied behavioral science, including action research."

It seems to me that a definition of organization development should include or imply at least the following features: (1) a
collaborative management of team and organizational culture; (2) extensive use of participant action research; (3)
an extensive focus on intact work teams; (4) extensive focus on group and organizational processes; (5) the use of a
systems point of view; and (6) the use of the facilitation role.
Robert Golembiewski, University of Georgia

In intent, OD constitutes a value-loaded, theory based set of interventions that seek a simultaneous, multiple pay-offs:
meeting individual and group-needs, while contributing to the long-run efficiency and effectiveness of large systems. The
value-bases have been expressed in various converging forms, as by Tannenbaum and Davis, which in common imply
either that the directionality of desirable human development can be specified in two-ways, which can be mutually
reinforcing; by imputing from observation a set of gyroscopic needs in individuals that in effect imply preferred pathways of
healthy human development; and / or by refining ideals for life from our normative and ethical traditions.
In actuality extant OD knowledge / experience approaches that intent as a jagged profile approaches a
straight-line limit. Specifically, some OD designs with substantial predictability generate intended
effects, especially in what may be called 'limited-purpose contracts'. Consider third-party
consultation, confrontation designs, and so on.

Specifically, also, OD knowledge / experience is less complete in the case of broad and basic
systemic change.

Larry Greiner, University of Southern California

A process of intervention in an organization to influence its long-term development through: (a)

focus on behavioral processes (b) an emphasis on a broad range of humanistic values (c) a concern
for coping ability in solving problems and exploring opportunities for growth.

Gordon Lippitt, George Washington University

OD is the application of the planning, development and problem solving process to the overall functioning
of the organization in such a way that it strengthens the physical, financial, and human resources; improves the
process of interface; helps the organization mature; and is responsive to the environment of which the
organization is a part.

I also use the word Organizational Renewal rather than OD. My definition of OR is: the pro-active process of
revitalizing the organization through synthesizing individual, group, and organizational goals so as to provide
effective service to the client and community while furthering a quality of product and work-life.

Jay Lorsch, Harvard University

My definition of Organizational Development is any steps taken by managers to improve the effective
and efficient functioning of the organization. In using the terms effective and efficient, I am thinking about
them as Chester Barnard used them. For me, then, Organizational Development is synonymous with the
fresh organizational improvement. The means used to achieve these objectives go beyond the traditional
and interpersonal and group process techniques which others define as the domain of Organizational
Development.