The process of Organisational Development comprises of follows steps and they are:1. Initial Diagnosis 2. Data Collection 3.

Data Feedback 4. Selection of Interventions 5. Implementation of interventions 6. Action planning and problem solving 7. Team Building 8. Inter-Group Development 9. Evaluation and Follow up

1. Initial Diagnosis: The initial diagnosis refers to finding the inadequacies within the organisation that can be corrected by OD activities then it is necessary to find out the professionally competent persons within organisation to plan and execute OD activities. The outside consultants can be also employed to help in diagnosing the problems and diagnosing OD activities. The consultants adopt various methods and that primarily includes interviews, questionnaires, direct observation, analysis of documents and reports for diagnosing the problem. 2. Data Collection: The survey method is employed to collect the data for determining organizational climate. It also helps in identifying the behavioural problems that are rising in the organisation. 3. Data Feedback: The collected data are analyzed and reviewed by various work groups that are formed for this purpose. It is done in order to intervene in the areas of disagreement or confrontation of ideas or opinions.

4) Selection of Interventions: The interventions can be described as the planned activities that are introduced into the system to achieve desired changes and improvements. The suitable interventions are to be selected and designed at this stage. 5) Implementation of Interventions: The selected intervention should be implemented progressively as the process is not a one shot, quick cure for organisational problems. Consequently, it achieves real and lasting change in the attitudes and behaviour of employees. 6) Action Planning and Problem Solving: To solve the specific and identified problems by using the collected data, groups prepare recommendations and specific action planning.

7) Team Building: The consultants explain the advantages of the teams in OD process and encourage the employees throughout the process to form into groups and teams. 8) Inter-group Development: After the formation of groups/teams, the consultants encourage the inter-group meetings, interaction etc. 9) Evaluation and follow up: The organisation should evaluate the OD programmes and should find out their utility, and develop the programmes further for correcting the deviations. The consultants make great significance to the organisation in this respect. The entire steps in the OD processes should be followed by the organisation in order to derive full range of OD benefits OD INTERVENTIONS

I WHAT IS ORGANIZATIONAL DEVELOPMENT

"A planned change process, managed from the top, taking into account both the technical and human sides of the organization

The following a few of most common OD Interventions, that most of the companies practice: 1. Applying criteria to goals 2. Establishing inter-unit task forces 3. Experimentation with alternative arrangements 4. Identifying Key Communicators 5. Identifying Fireable Offenses 6. In-Visioning 7. Team Building 8. Inter-group Problem Solving 9. Management / Leadership Training 10. Setting up measurements A BRIEF ON EACH OF THE ABOVE, WITH EXAMPLES OD practitioners choose the most appropriate OD Intervention, to create "Planned Change." 1. Applying criteria to goals Here the leadership establishes objective criteria for the outputs of the organization's goal-setting processes. Then they hold people accountable not only for stating goals against those criteria but also for producing the desired results. Example: Organizations are implementing the concept of Balanced Scorecard, X-Matrix etc., to capture the goals of the employees, which in turn is helpful in their assessment and mid-term correction of their performance. 2. Establishing inter-unit task forces These groups can cross both functional parts of the organization (the "silos") as well as employee levels. They are ideally accountable to one person and are appropriately rewarded for completing their assigned task effectively.

Then they disband. Example: Organizations have introduced various schemes for rewarding their employees for their performance, like: - Introducing the concept of Variable pay in as a part of CTC - Spot Recognition Award - Project bonus, performance bonus etc., 3. Experimentation with alternative arrangements Today organizations are subject to "management by best-seller." The goal in these interventions is to create what is being called a "learning organization," one that performs experiments on organizational structure and processes, analyzes the results, and builds on them. Example: Organizations today are targeting at streamlining the process of Learning and Development and encouraging the culture of Learning in the organizations. - Targeting achieving mandatory man-days of training for their employees - Introducing the Competency based practices 4. Identifying "key communicators" This is to carefully determine who seems to be "in the know" within the organization. These people often do not know that they are, in fact, key communicators. This collection of individuals is then fed honest information during critical times, one-on-one and confidentially. Example: Defining the process of Organizational Communication policy - Introducing Top down and Bottom up Communication approach - Introducing Employee Forums and Suggestion Box options for employee interaction - Identifying Critical employees in the organization and making them the Brand Ambassadors of their company

5. Identifying "Fireable Offenses" This intervention deepens the understanding of and commitment to the stated values of the organization. This facilitates the work of the Top Management to answer the critical question, "If we're serious about these values, then what might an employee do that would be so affrontive to them that he/she would be fired?" Example: - Publishing and Instilling Values and Beliefs among all employees - Introducing Policies like Whistle Blowing, Sexual Harassment etc., 6. In-visioning This is actually a set of interventions that help to "acculturate" everyone in the organization into an agreed-upon vision, mission, purpose, and values. The interventions might include training, goal setting, organizational surveyfeedback, communications planning, etc. 7. Team Building This intervention can take many forms. Example: The most common is interviews and other pre-work, followed by a one- to three-day offsite session. During the meeting the group diagnoses its function as a unit and plans improvements in its operating procedures. 8. Inter-group Problem Solving This intervention usually involves working with the two groups separately before bringing them together. They establish common goals and negotiate changes in how the groups interface. Example: This is practiced in Product Development Companies and most of the IT and ITES Companies. - Focused group discussion are encouraged by the management, for

generating better ideas and concepts 9. Management/leadership training Many OD professionals come from a training background. They understand that organizations cannot succeed long term without well-trained leaders. The OD contribution there can be to ensure that the development curriculum emphasizes practical, current situations that need attention within the organization and to monitor the degree to which training delivery is sufficiently participative as to promise adequate transfer of learnings to the job. Example: Most of the organizations today are focusing at Leadership Management for their employees. Earlier, this was targeted to the Top Management alone, but now, organizations are seeing its relevance to inculcate the leadership skills in their middle management and junior management as well. - Business Organization Retreat (BOD) is being the most common practice, is a part of this initiative. 10. Setting up measurement systems The total-quality movement emphasizes that all work is a part of a process and that measurement is essential for process improvement. The OD professional is equipped with tools and techniques to assist leaders and others to create measurement methods and systems to monitor key success indicators. Example: - The concepts like Six Sigma, TQM etc act as Measurements tools for the process followed in the organization.

Od interventionscategories
Human Process Interventions
The following interventions deal with interpersonal relationships and group dynamics.

T Groups: The basic T Group brings ten to fifteen strangers together with a professional trainer to examine the social dynamics that emerge from their interactions. Process Consultation: This intervention focuses on interpersonal relations and social dynamics occurring in work groups. Third Party Interventions: This change method is a form of process consultation aimed at dysfunctional interpersonal relations in organizations. Team Building: This intervention helps work groups become more effective in accomplishing tasks. The following Interventions deal with human processes that are more system wide than individualistic or small-group oriented.

working on problems.

Organization Confrontation Meeting: This change method mobilize organization members to identify problems, set action targets, and begin Intergroup Relations: These interventions are designed to improve interactions among different groups or departments in organizations. Large-group Interventions: These interventions involve getting abroad variety of stakeholders into a large meeting to clarify important values, to develop new ways of working, to articulate a new vision for the organization, or to solve pressing organizational problems.

Grid Organization Development: This normative intervention specifies a particular way to manage an organization. Techno structural intervention These interventions deal with an organizations technology (for examples its task methods and job design) and structure (for example, division of labor and hierarchy).

These interventions are rooted in the disciplines of engineering, sociology, and psychology and in the applied fields of socio-technical systems and organization design. Practitioners place emphasis both on productivity and human fulfillment. Structural Design: This change process concerns the organizations division of labour how to specialize task performances. Diagnostic guidelines exist to determine which structure is appropriate for particular organizational environments, technologies, and conditions. Downsizing: This intervention reduces costs and bureaucracy by decreasing the size of the organization through personnel layoffs, organization redesign, and outsourcing. Re-engineering: This recent intervention radically redesigns the organizations core work processes to create tighter linkage and coordination among the different tasks Parallel Structures High-involvement Organizations (HIOs) Total Quality Management Work design: This refers to OD interventions aimed at creating jobs, and work groups that generate high levels of employee fulfilment and productivity.

Human resource management intervention

Goal Setting: This change program involves setting clear and challenging goals. It attempts to improve organization effectiveness by establishing a better fit between personal and organizational objectives. Performance Appraisal: This intervention is a systematic process of jointly assessing workrelated achievements, strengths and weaknesses, Reward Systems: This intervention involves the design of organizational rewards to improve employee satisfaction and performance. Career Planning and development: It generally focuses on managers and professional staff and is seen as a way of improving the quality of their work life. Managing workforce diversity: Important trends, such as the increasing number of women, ethnic minorities, and physically and mentally challenged people in the workforce, require a more flexible set of policies and practices. Employee Wellness: These interventions include employee assistance programs (EAPs) and stress management.

Strategic intervention
These interventions link the internal functioning of the organization to the larger environment and transform the organization to keep pace with changing conditions. Integrated Strategic Change: It argues that business strategies and organizational systems must be changed together in response to external and internal disruptions. A strategic change plan

helps members manage the transition between a current strategy and organization design and the desired future strategic orientation. Trans organization development: This intervention helps organizations to enter into alliances, partnerships and joint ventures to perform tasks or solve problems that are too complex for single organizations to resolve Merger and Acquisition Integration: This intervention describes how OD practitioners can assist two or more organizations to form a new entity. Culture Change: This intervention helps organizations to develop cultures (behaviours, values, beliefs and norms) appropriate to their strategies and environments. Self-designing organizations: This change program helps organizations gain the capacity to alter themselves fundamentally. It is a highly participative process, involving multiple stakeholders in setting strategic directions and designing and implementing appropriate structures and processes. Organization learning and knowledge management.