PRESENTATION ON TOPIC

Meaning of OD

According to R. Beckhard, 
"Organizational development is an effort (1) planned,
(2) organization wide,
 (3)managed from the top,
 (4) to increase organization effectiveness and health
and 
(5) through planned intervention in the organization's
processes using behavioural science knowledge" .
 WHAT IS AN OD INTERVENTION?
• Intervention is to intervene , to enter in an on-
going system of relationships to come between or
among persons, groups, for the purpose of helping
them .

• OD means a set of sequenced, planned actions or

events intended to help an organization to increase
its effectiveness.
POINTS TO NOTE FOR OD INTERVENTIONS
1. The system is on-going and the intervention
enters into the ordinary and continuous stream
of organisational life.
2. Interventions come in between or interrupt
the existing scenario.
3. The objective of intervention is to help or to
improve the effectiveness of the organisation.
FEATURES OF OD INTERVENTIONS

1. Based on valid information about organisation.

2. These are just components of total OD.
3. These activities are done in addition to normal
activities.
4. These are closely linked with the goals and
objectives of the organisation.
5. These interventions are based on several models
not on one.
 Continued. . .
6. They aim at improving effectiveness of the
organisation.

7. Generally, Change agents are associated with the

interventions.

8. OD interventions address wide range of problems

and opportunities.
TYPES OF INTERVENTIONS
 1. Human resource
management intervention
• HRM practices such as hiring , training,
performance appraisal can mould employees
productivity.

• Od interventions tend to change the personnel

policies of the organisation .
2. STRUCTURAL INTERVENTION
a. Structural Re organisation : Making
organisations more bureaucratic .

b. New Reward System

c. Changing organisational culture.

 3. TASK- TECHNOLOGY
INTERVENTION
a. Job Redesign : Job rotation, Job enlargement
Focus is at job level

b. Socio- Technical systems : Change in tools,

techniques, skills , procedures.

c. Quality of work life : For employees

 4. PEOPLE FOCUSED
INTERVENTION
a. Sensitivity Training: Also called as laboratory
training, as it is conducted by creating an
experimental labouratory situation in which
employees are brought together, in groups,
to interact in an unstructured environment.
b. Survey Feedback .
5. STRATEGIC INTERVENTION
Steps involved :
i. Analysing current strategy and organisational
design.
ii. Choosing a desired strategy.
iii. Designing strategic change plan.
6. INTER – GROUP TEAM BUILDING
INTERVENTION
• These interventions are taken to smoothen
the interpersonal relationship in work
environment to promote organisation
effectiveness.
 PLANNING OF
INTERVENTIONS
 Interventions Planning derives
from
• careful diagnosis and

• Is meant to resolve specific problems

• And to improve particular areas of

organisational functioning
 Process for Planning the
Interventions
1. Determine the client’s readiness for change

2. Making sure that the change is tied to the power

points of the organisation.

3. Arranging for internal resources to help manage,

monitor and maintain the change process.
 1. Determine the client’s readiness for change

• Diagnose the system’s openness to and

capacity for learning.
• Readiness and energy to move forward
changes from organisational members
awareness.
 2. Making sure that the change is tied to the
power points of the organisation.

According to Weisbord’s Six box model:

• If the leadership box is loaded with problems, the
intervention should be tied directly to the leadership of the
firm

• If the reward box is loaded with problems, then the HR

specialist should be directly tied with the intervention.
 3. Arranging for internal resources to help
manage, monitor and maintain the change
process.

• If the primary consultant is from outside the

organisation, an internal consultant should be
assigned to the change effort as early as possible.

• It involves bringing on board a number of

committed internal change champions.
 Major criteria define an effective
planning of interventions

• First criteria : The extent to which the

intervention is relevant to the
organisation and its members.

• This is based on valid information about the

organisation functioning, culture .
• Second Criteria of an effective intervention
involves knowledge of outcomes. They must
be based on valid information that those
outcomes actually can be produced.

• Third criteria: the extent to which

interventions enhances the organisations’
capacity to manage change.