Organization Development practitioner is to an organization as a physician is to a human body. The practitioner “diagnoses” (or discovers) the most important priorities to address in the organization, suggests a change-management plan, and then guides the organization through the necessary change. There are different definitions and views on how the change should occur. in simple words we can say it is “changing people and organizations for positive growth.” there is no “one definition ” of “Organization Development” .

“Organization Development … attempt to influence the members of an organization to Expand their candidness … and to take greater responsibility for their own actions… 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 …”

  • Health of organizations compared to health of human body
  • Anatomy and physiology ~ organizational theory
  • Psychology ~ organizational behavior
  • Physicians ~ organization development practitioners
  • “Holistic OD”???
  • Holistic/integrated org. development
  • Don’t “fix”, instead “support, nurture”
  • Ongoing, small moves – not “one-shot fix”

Current Major Topics

appreciative inquiry, coaching, continuous learning, emotional intelligence, large-scale interventions, learning organization, on-line learning, self-managed and self- directed and self organizing teams, systems thinking

  • Planned Change – Reasons for Rapid Change
  • Telecommunications
  • Globalization (expanded markets, etc.)
  • Increased competition
  • Increased diversity
  • Increased public consciousness

Types of Interventions

  • Human process
  • T-groups
  • Process consultation
  • Team building
  • Search conference (a large-scale intervention)

Human resource management

  • Performance management (employee – system)
  • Employee wellness
  • Reward systems
  • Diversity management

Techno structural

  • Work/job design
  • Quality circles
  • Tools like- TQM / TPM / Kanban / Kaizen / TPS / Six Sigma etc
  • Restructuring

Strategic

  • Organizational transformation
  • Cultural change
  • Self-designing organizations
  • Strategic management

Planned Change – Basic Principles

  • “organizational change”: organization-/group-wide change
  • “organizational transformation”: radical, fundamental organizational change
  • Work from a plan with vision, milestones, measures and celebration
  • Must involve top management
  • Usually has a champion
  • Best if planned and implemented via teams

Best if involves changes to organizational structures and processes

  • Frequent and sustained communications about:
  • Need for change
  • New vision
  • Progress toward vision
  • Milestones
  • Usually not an “aha!” experience

Planned Change – Some Established Models

  • Balanced scorecard
  • Benchmarking (really change model?)
  • Business process re-engineering
  • Cultural change
  • Management by objectives
  • Quality management (TQM, ISO,)
  • Bald ridge, continuous improvement, etc.
  • Strategic management
  • Organizational learning
  • Knowledge management
  • Appreciative inquiry?
  • Others?

Planned Change – Many Specific Interventions

  • The many types of interventions can include a variety of specific practices
  • Various specific practices are usually highly integrated into action plans
  • Practices include

team building,

conflict management,

training,

coaching,

facilitating,

organizational analysis,

organizational restructuring, etc.

continuous improvement is must in following Pillars of “OD”.

Single organization or consultant cannot use all the interventions. mostly they use

  • Team-building
  • Organizational assessments
  • Career development
  • Training / Learning
  • Coaching
  • Innovation
  • Leadership development
  • Talent management
  • Change management

just see what wikipedia says : Organization development (OD) is a planned, organization-wide effort to increase an organization’s effectiveness and viability. Warren Bennis, has referred to OD as a complex strategy intended to change the beliefs, attitudes, values, and structure of organizations so that it can better adapt to new technologies, markets, and challenges. OD is neither “anything done to better an organization” nor is it “the training function of the organization”; it is a particular kind of change process designed to bring about a particular kind of end result. OD can involve interventions in the organization’s “processes,” using behavioural science knowledge[1] as well as organizational reflection, system improvement, planning, and self-analysis.Kurt Lewin (1898 – 1947) is widely recognized as the founding father of OD, although he died before the concept became current in the mid-1950s. From Lewin came the ideas of group dynamics, and action research which underpin the basic OD process as well as providing its collaborative consultant/client ethos. Institutionally, Lewin founded the “Research Center for Group Dynamics” at MIT, which moved to Michigan after his death. RCGD colleagues were among those who founded the National Training Laboratories (NTL), from which the T-group and group-based OD emerged. In the UK, the Tavistock Institute of Human Relations was important in developing systems theories. The joint TIHR journal Human Relations was an early journal in the field. The Journal of Applied Behavioral Sciences now a the leading journal in the field.The term “Organization Development” is often used interchangeably with Organizational effectiveness, especially when used as the name of a department within an organization. Organization development is a growing field that is responsive to many new approaches including Positive Adult Development.

e interventions depending upon the need or requirement. The most important interventions are,

1. Survey feedback
2. Process Consultation
3. sensitivity Training
4. The Managerial grid
5. Goal setting and Planning
 6. Team Building and management by objectives
 7. Job enrichment, changes in organizational structure and participative management and Quality circles, ISO, TQM

i am continue on this topic…………………………..

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