Organization development

1. STAGES/PROCESS OF
ORGANIZATIONAL
DEVELOPMENT PROGRAMME,
UNDERLYING ASSUMPTIONS
AND VALUES.

2. Organizational Development
 Meaning:
Organization development (OD) is a conceptual,
organization-wide effort to increase an organization's
effectiveness and viability.

3. The Organizational Development (OD) process is complicated and it takes
long time to complete the process. It takes minimum of one year and
sometimes continues indefinitely. There are different approaches to OD
process but the typical process consists of nine steps, viz.,
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

4. Initial diagnosis Data collection
Selection of
interventions
Evaluation and
follow up
Data feedback
Inter group
development
Team building
Implementation
of interventions
Action planning
and problem
solving
PROCESS OF ORGANIZATIONAL DEVELOPMENT

5. 1. Initial Diagnosis: The initial diagnosis refers to finding the inadequacies
within the organization that can be corrected by OD activities then it is necessary to
find out the professionally competent persons within organization 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 behavioral
problems that are rising in the organization.
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.

6. 5. Implementation of Interventions: The selected intervention should be
implemented progressively as the process is not a one shot, quick cure for
organizational problems. Consequently, it achieves real and lasting change in the
attitudes and behavior 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 organization 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 organization
in this respect. The entire steps in the OD processes should be followed by the
organization in order to derive full range of OD benefits.

7. VALUES, ASSUMPTIONS AND
BELIEFS OF ORGANIZATIONAL
DEVELOPMENT

8. A set of values, assumptions &
beliefs constitutes an integral part of
Organizational Development,
shaping the goals & methods of the
field & distinguishing Organizational
Development from other
improvement strategies.

9. MEANINGS
 Assumptions - something that you think is true although
you have no definite proof .
 Beliefs - are the assumptions we make about ourselves,
about others in the world and about how we expect things
to be. Beliefs are about how we think things really are, what
we think is really true and what therefore expect as likely
consequences that will follow from our behavior.
 Values - are about how we have learnt to think things
ought to be or people ought to behave, especially in terms
of qualities such as honesty, integrity and openness

10. According to Bennis, “The basic value underlying all OD
theory and practice is that of ‘CHOICE’. Through
focused attention, and through the collection and
feedback of relevant data to relevant people, more
choice becomes available and hence better decisions are
made.

11. Organizational Development
Values
Tend to be:
 Humanistic
Optimistic &
Democratic

12. Humanistic values - Proclaim the importance of the
individual, respect & dignity, assume that everyone is intrinsic
worth, view all people as having the potential for growth &
development.
Optimistic values - posit that people are basically good,
that progress is possible & desirable in human affairs , & that
reason & goodwill are the tools for making progress.
Democratic values - assert the sanctity of the
individual, the right of people to be free from arbitrary
misuse of power, the importance of fair & equitable
treatment for all & the need for justice through the rule
of law & due process.

13. Early statements of OD values
and assumptions
Early statements of ‘OD’ values and assumptions Values
are an integral part of OD. In 1969, Warren Bennis
proposed the OD practitioners(change agent) share a set
of normative goals based on their
Humanistic/Democratic philosophy. He tested the
following normative goals:
 Improvement in interpersonal competence.
 A shift in values, so that human factors and feelings come to be considered legitimate.
 Development of more effective “Team Management” i.e. capacity for functional groups to
work more competently.
 Development of increased understanding between and within working groups in order to
reduce tension. Development of better methods of conflict resolution. Rather than the
usual bureaucratic methods, which rely mainly on suppression, compromise and
unprincipled power more rational and open methods of conflict resolution are sought.
 Developing organic rather than mechanical systems.

14. Richard Beckhard, in 1969, described several
“assumptions about the nature and functioning of
organizations” held by OD practitioners, as tested
below:
The basic building blocks of an organization are groups(teams) so the basic
units of change are groups and not individuals.
An always relevant change goal is the reduction of inappropriate competition
between parts of the organization and the development of a more collaborative
condition.
Decision-making in a healthy organization is located where the information
sources are rather than in a particular role or level of hierarchy.
Organizations, sub-unit of organizations and individuals continuously manage
their affairs against goals. Control are interim measures, not the basis of
managerial strategy.
One goal of healthy organization is to develop generally open communication,
mutual trust and confidence between and across levels. People support what
they help create.
People effected by a change must be allowed active participation and a sense
of ownership in planning and conduct of the change.

15. IMPLICATIONS of OD values
assumptions
 What are some of the implications of OD assumptions
& values for dealing with individuals , groups, &
organizations?

16. 1. Implications of dealing with
INDIVIDUALS
There are two basic assumptions:
 First that most of individuals have drives toward
personal growth & development if environment is
both supportive & challenging.
 Second that most people desire to make & are capable
of making a greater contribution to attaining
organization goals 1 Implications for dealing with
individuals

17. The implications of these two assumptions are
straight forward:
Ask
Listen
Support
Challenge
Encourage risk taking
Permit failure
Remove obstacles & barriers
Give autonomy
Give responsibility
Set high standards
Reward success

18. 2. Implications of dealing with
GROUPS
ASSUMPTIONS:
 What occurs in the work group at both formal &
informal levels, greatly influences feelings of
satisfaction & competence.
 Most people wish to be accepted & to interact
cooperatively with at least one reference group usually
work group.
 Most people are capable of making greater
contributions to group effectiveness & development.
 Finally there exist attitudinal & motivational problems
in organizations.

19. Implications:
•Let teams flourish because they are often the best way
to get work done.
•Invest time in group development to increase group
members & create positive climate.
•Adopt team leadership style Require interactive &
transactional solutions.

20. REFERNCES
 Organizational Behavior- L.M Prasad
 Internet-
http://www.authorstream.com/Presentation/Bharathi
sunagar-347044-4-values-assumptions-entertainment-
ppt-powerpoint/
Name- Konica Aggarwal
Roll No.- 2421