Friday, June 12, 2009

What is organisational development (OD)? Explain the stages and essentials of success of OD.

What is organisational development (OD)? Explain the stages and essentials of success of OD citing suitable examples.

DEFINITION OF ORGANISATION DEVELOPMENT :
OD may be defined as a systematic , integrated and planned approach to improve the effectiveness of the enterprise. It is designed to solve problems that adversely affect the operational efficiency at all levels is based on scientific awareness of human behavior and organization dynamics. Being an organization wide effort, it is directed towards more participative management and integration of individual goals with organization goals. OD is intended to create an internal environment of openness, trust, mutual confidence and collaboration and to help the members of the organization to interact more effectively in the pursuit of organizational goals. Thus the organization is enabled to cope effectively with external forces in the environment.

OBJECTIVES OF ORGANISATION DEVELOPMENT :
The objectives of OD may be stated as follows:
• Improved organizational performance as measured by profitability, market share, innovativeness etc.
• Better adaptability of the organization to its environment .
• Willingness of the members to face organizational problems and contribute creative solutions to these problems .
• Improvement in internal behavior patterns such as interpersonal relations, intergroup relations, intergroup relations, level of trust and support among role members, understanding one’s own self and others, openness and meaningful communication and involvement in planning for organizational development.

MODELS OF ORGANISATION DEVELOPMENT
Three models of OD are quite popular.
Lwein’s model :
This organizations have an internal equilibrium. Before introducing a change organization should be prepared for the change, otherwise there will be resistance to change attempts. Readying for change would mean disturbing the existing equilibrium i.e., unfreezing or creating motivation to change The change is then introduced which is a new or modified response to solve the organization problems. The change moves the organization to a new equilibrium at which the organization has to be stabilized so that is does not revert to the earlier equilibrium.
Refreezing refers to this process of stabilizing and integrating the change into behavioral pat terns, interpersonal relationships, and individual personalities.
Unfreezing-Changing –Freezing Model
Unfreezing: Creating the need for change, motivating people for change and minimizing resistance to change.
Changing: Transition from old behavior to experimentation with new behavior in terms of cognitive redefinition through identification and scanning .
Re-Freezing: Stabilizing and integrating the change by reinforcing the new behaviors and integrating them into format and interpersonal relationships and in one’s personality.
Larry Griener’s Model
Change according to this model is in terms of certain sequential stages(Fig.).The change process is initiated by external pressure or stimulus on the top management and it is motivated to take action. The succeeding stages of intervention by a change agent are: diagnosis of the problem, invention of a new solution, experimentation with new solution, experimentation with new solution and reinforcement from positive result.



H.J. Leavitt’s model
Leavitt’s model focuses on the interactive nature of the various sub- system in a change process. Organization is a system of four interacting sub-system: task, structure, people and technology. Change in anyone of the sub-system tends to have consequences for the other sub-systems. Hence OD effort should not only focus on the intended change but also the effects of change on the other sub-systems.
Moreover, change can be brought out in any of the sub-systems depending upon the diagnosis of the situation. The planned change may be interpersonal training of the required of the required sort or technological change or structural modification or task modification


In Richardson Hindustan, for four years of Organization development perceivable change was observed in the C.E. and also in a number of managers as a result of the feedback given.
A number of action’ were taken at the top layer, supervisory layer and among unions and workers in the company with equal emphasis given to all these groups of people. In other words, supervisors, union and workers were as high in priority as the other managers.

Monetary compensation, internal promotions and recognition of performance were amongst the first steps that were taken for supervisory and Executive staff. Gradually people were enrolled in task forces, special assignments and projects and for case writing. The live case studies developed were effectively used in training workshops. Emphasis was laid on ‘on-the-job’ training and slightly diverse work assignments before going into job rotation.
The real last test of whether the company will succeed in moving towards the objectives and philosophy that was stated was in the kind of sprit and willingness that is required in the chief Executive, the principal change agent in the company. In the context, the chief Executive has a kind of restlessness about the exercise and a unique quality of being open to feedback. It was found that changing organisation structure or design will not solve problems of collaboration but genuine support from all functions to an organisational objective will help.
Development of Workers
Training as many people as possible in supervisory and executive ranks in counseling skills was done in development of workers. A model was get in moving industrial relations to supervisory levels and personnel has taken a supporting role than that of front line negotiator.
Supervisory Development
Supervisory group was integrated into management and it. Was not treated as a different entity. This was made possible by making them participate in several management forums such as strategic planning, communication meetings, negotiations subcommittees for wage contracts, the annual dinner, by changing performance appraisal system to be in line with executives, giving them assignments which call for higher responsibility, permitting across to company information was given to them through experiential workshops in resolving IR problems on the shop floor. Supervisors were allowed to act on their own and many times condoned their mistakes. Now a worker approaches a supervisor and not be personnel department or the works manager for his problems. Three workshops or IR strategy was held where line management and personnel have participated together.

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