It

is the application of social science techniques to plan change in organizational settings for the purpose of enhancing organizational effectiveness and the development of individuals.

1. 2.

Individual and group development. Development of organization culture and processes by constant interaction between members irrespective of levels of hierarchy. Inculcating team spirit.

3.

4.

Empowerment of social side of employees.

Focus of value development.

5.

Implications:
1.For Individuals a) Most individuals believe in their personal growth. Even today, training and development, promotion to the next higher position dominates the organization philosophy. b) Majority of the people are desirous of making greater contributions to the organizations they are serving. Achievements of organizational goals are however, subject to limitations or environmental constraints. It is for the organizations to tap the skills that are available in abundance.

2.

For Groups
One of the most important factors in the organization is the work group around whom the organization functions. This includes the peer group and the leader (boss) More people prefer to be part of the group because the group accepts them. Most people are capable of making higher contributions to the groups effectiveness.

a)

b)

c)

Following strategy is required to be adopted for group development based on the above assumptions:
Invest in training and development of the group. Money and time spent on this is an investment for the organization. Leaders should also invest in development of skills and thus help create a position organizational climate. Let the team flourish. Teams are the best approach to get the work done. Apart from the above teams enjoy emotional and job satisfaction when they work in groups. Leaders should adopt team leadership style and not autocratic leadership style. To do this, jobs should be allotted to the team and not to the individual.

a)

b)

c)

3. For Organizations

Create learning organization culture.

a)
b)

Adopt win-win strategy for sustained growth.

Create cooperative dynamics rather than competitive organizational dynamics in the organization. Needs and aspirations of the employees in the organization must be met. This leads to greater participation of the employees. Organizations should adopt developmental outlook and seek opportunities in which people can experience personal and professional growth. Such orientation creates a self-fulfilling prophecy.

c)


1. 2.

3.
4. 5.

ORGANIZATIONAL DEVELOPMENT Top values associated with O. D. today: Increasing effectiveness and efficiency Creating openness in communication Empowering employees to act Enhancing productivity Promoting organizational participation Values considered to be most important: Empowering employees to act Creating openness in communication Facilitating ownership of process and outcome Promoting a culture of collaboration Promoting inquiry and continuous

1. 2. 3. 4. 5.

Inputs

Transformation

Outputs

General Environment
Industry Structure

Strategy
Design Factors

Performance
Productivity

Culture

Satisfaction

Inputs Organization Design Factors Culture Strategy

Transformation

Outputs

Group Design Factors

Team Effectiveness
Productivity, Satisfaction

Inputs Group Design Factors Personal Characteristics

Transformation

Outputs

Job Design Factors

Individual Effectiveness
Productivity, Satisfaction

 Feeding

back the information Choosing interventions Managing change Institutionalizing change

 Improved

group processes Communication Goal clarification Role clarification Task orientation

 Small

meetings to feedback survey results Meetings used to formulate change Managers conduct meetings to indicate commitment

 Quality

of worklife Quality circles Total quality management

 Job

redesign Teamwork Work performed by most appropriate person Advanced information technologies used

 More

impact on organizational than individual outcomes Works better for white collars than blue collars Works better if multiple techniques are used Technological change shows more positive outcomes

 Dig

Management Practices

Structure

Systems Policies & Procedures

Work Unit Climate

Motivation Task Requirements & Individual Skills/Abilities

Individual &
Organizational Performance

Individual Individual Needs Needs & & Values Values

The Burke-Litwin Model of Organizational Performance Change The Burke-Litwin Model ofand Organizational

Performance and Change External

Environment

Mission & Strategy

Leadership

Organizational Culture Systems (Policies & Procedures)

Structure

Management Practices

Work Unit Climate Task Requires & Individual Skills/ Abilities Motivation Individual Needs & Values

Individual & Organizational Performance