19-1

Organizational Development

 Organizational
Development (OD)
– A collection of planned
interventions, built on
humanistic-democratic
values, that seeks to
improve organizational
effectiveness and
employee well-being

19-2
 OD Values
– Respect for people
– Trust and support
– Power equalization
– Confrontation
– Participation

19-3
 Broad Categories of OD-
Techniques

Behavior Structure
StructureFocused
Focused
BehaviorFocused
Focused
Career Survey
SurveyFeedback
Feedback
CareerPlanning
Planning&&
Development
Development Job
JobEnlargement
Enlargement
Sensitivity Flextime
Flextime
Sensitivitytraining
training
Process Management
Managementby by
ProcessConsultation
Consultation Objectives
Objectives
Team
TeamBuilding
Building Matrix
MatrixOrganization
Organization
Inter-group
Inter-groupdevelopment
development Job
JobEnrichment
Enrichment
Managerial
ManagerialGrid.
Grid.

19-4
 Behavior Focused.

1 Career Planning & development

People Tend to work in the organizations which would provide

them with the Career Development Opportunities.

2 Sensitivity Training

Training groups (T-groups) that seek to change behavior through

unstructured group interaction
Provides increased awareness of others and self
Increases empathy with others, listening skills, openness, and tolerance
for others

19-5
 Behavior Focused(Continued).

3. Process Consultation (PC)

A consultant gives a client insights into what is going on

around the client, within the client, and between the client
and other people; identifies processes that need
improvement.

19-6
 Behavior Focused(Continued).
4. Team Building

High interaction among team members to increase

trust and openness.

Team
TeamBuilding
BuildingActivities:
Activities:
• • Goal
Goaland
andpriority
prioritysetting.
setting.
• • Developing
Developinginterpersonal
interpersonalrelations.
relations.
• • Role
Roleanalysis
analysistotoeach
eachmember’s
member’srole
roleand
and
responsibilities.
responsibilities.
• • Team
Teamprocess
processanalysis.
analysis.

19-7
 Behavior Focused(Continued).

5. Intergroup Development

OD efforts to change the attitudes, stereotypes, and

perceptions that groups have of each other

Intergroup
IntergroupProblem
ProblemSolving:
Solving:
• • Groups
Groupsindependently
independentlydevelop
developlists
listsofofperceptions.
perceptions.
• • Share
Shareand
anddiscuss
discusslists.
lists.
• • Look
Lookfor
forcauses
causesofofmisperceptions.
misperceptions.
• • Work
Worktotodevelop
developintegrative
integrativesolutions.
solutions.

19-8
 Behavior Focused(Continued).

6. Managerial Grid

It was developed by industrial psychologists Black and

Mouton , helps the managers to develop a right
leadership style which will take care of both
production & people in the organization.

19-9
19-10
 Structure Focused.

1. Survey Feedback Approach

The use of questionnaires to identify discrepancies among member

perceptions; discussion follows and remedies are suggested.

2. Job Enlargement

It refers to the process of adding more tasks to an existing

job.
Here the employee skill are used more.
E.g. : A typist may be given Computer Based Work.

19-11
 Structure Focused(Continued).
3. Flexi time.

Here the employees are allowed to attend their work according

to their convenient time slots.

4. Management by Objectives

Under this technique the supervisor & the subordinates jointly

establish performance objectives for the group.
The individual & the Organizational goals are integrated.
This OD-Technique provides a framework for resolving
interpersonal & intergroup problems in the organization.

19-12
Key Elements of MBO

19-13
 Structure Focused(Continued).

5. Matrix Organization

Organizational effectiveness may be improved by changing the

organizational structures also.
E.g. In to days complex, dynamic business environment new forms
of organizations like matrix organization, linking-pin
organization may be used which provide scope for team work,
group interaction, interpersonal relations, free flow of
information & participative decision making.
6. Job Enrichment.

It refers to the process of giving more control, responsibility and

discretion to the employees in their jobs.

19-14
 Summary
 Factors Influencing Choice of OD-Techniques.

Selection of an OD Intervention is usually influenced by the

following factors:

1. Applicability.
Potential of a given intervention to yield desired results.

2. Feasibility.
Suitability of an intervention to suit to the client system.

3. Acceptability
The Intervention needs to be accepted by its client system to
yield desired results.

19-15
 Conclusion

OD-Techniques are targeted toward

individuals including skill training, job
redesign, role negotiation, and career
planning.

19-16
 Bibliography

 www.scribd.com
 www.slideshare.com
 Organizational Behavior- by S. S. KHANKA.

19-17