Process of Organisational Development.

8/2/2019 Process of Organisational Development.

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PROCESS OF ORGANISATIONALDEVELOPMENT


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ORGANISATIONAL DEVELOPMENT

Meaning:

Organization development (OD) is a planned, organization-wideeffort to increase an organization's effectiveness and viability

Organizational development (OD) is an application of behavioral science

to organizational change.


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LEWINS MODEL O F CHANGE PROCESS

CHANGE:

It is an event that occurs when something passes from one state or phase to

another.

THREE STAGE MODEL OF CHANGE PROCESS:

Stage 1 : Unfreezing

Stage 2 :Change

Stage 3 :Refreezing


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Stage 1:Unfreezing

It involves moving ourselves, or a department, or an entire businesstowards motivation for change.

It involves accepting the change that is taking place and breaking down thecurrent state.

This stage involves creating the right conditions for change to occur.

Stage 2:Change

This stage involves a process of change in thoughts, feeling, behavior, or inall .


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Stage 3:Refreeze

In this stage people are finally able to work with uncertainty and move to anew direction of doing things, so that it now becomes the standard

operating procedure.

Without this stage of refreezing, it is easy to go back to the old ways.


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Change process.

PHASE ACTION

UNFREEZE

Create initial motivation tochange by convincing

people that current state

is undesirable

CHANGE

Identify new behaviors

and norms. adopt newattitudes and culture

REFREEZE

Reinforce new behavior

through rewards, ,etc.


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PHASES OF ORGANISATIONAL DEVELOPMENT

The seven phases of OD programmes are:

Entry

Contracting

Diagnosis

Feedback

Planning change

Intervention

Evaluation


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Phases.

1.Entry

It represents the initial contact between the client andconsultant. It develop the client/consultant relationship and validating the fit

between both parties

2. ContractingIt involves establishing mutual expectations. It generally

explain what each party expects to get from other and give to other

3. Data Gathering and Diagnosis collecting the necessary data and

analyzing it. It produces the picture of the situation.

4. Feedbackpresenting the findings, analysis, and any preliminaryrecommendations to the client organization


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5. Planning Changeidentifying specific courses of action that address

the client situation and developing an action plan for implementation

6.

Intervention

applying specific solution sets to the client organization

7. Evaluation It represents assessing the effects of the program.


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ORGANISATIONAL DEVELOPMENT PROCESS

The OD Process is based on the action research model which begins withan identified problem or need for change.

ACTION RESEARCH MODEL:

Action research is a method that combines learning and doing-learningabout the dynamics of organizational change, and doing or implementingchange efforts.

Action Research is a process which serves as a model for most ODinterventions.

It is the basis for designing the strategies of organizational development.


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The steps involved in the process of od are:

DATA COLLECTION

2

NTER GROUP DEVELOPMENT

8

ALUATION AND FOLLOW-UP

9

DATA FEEDBACK

3

SELECTION OF INTERVENTIO

4

IMPLEMENTING INTERVENTION5

ACTION PLANNING AND PROBLEM SOLVING

6

TEAM BULDING7

INITIAL DIAGNOSIS

1


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INITIAL DIAGNOSIS:

It involves understanding and identification of the existing and potential

problems in the organization.

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.


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DATACOLLECTION

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.


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DATA FEEDBACK:

The collected data are analyzed and reviewed by various work groups thatare formed for this purpose.

It is done in order to intervene in the areas of disagreement or confrontationof ideas or opinions.


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SELECTION OF INTERVENTION:

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.


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IMPLEMENTION OF INTERVENTION:

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.


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ACTION PLANNING AND PROBLEM SOLVING:

To solve the specific and identified problems by using the collected data,

groups prepare recommendations and specific action planning.


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TEAM BULDING:

The consultants explain the advantages of the teams in OD process and

encourage the employees throughout the process to form into groups andteams.

INTER GROUP DEVELOPMENT

After the formation of groups/teams, the consultants encourage the inter-groupmeetings, interaction etc.


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EVALUATIONAND FOLLOW-UP:

The organization should evaluate the OD programmes and should find outtheir 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.


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CONCLUSION:

The environment in which the organization operate is increasingly turbulent

in an era of global, national and regional competitiveness.

OD is a strategy for change the intervenes in the human and social,

processes of organisations.That can be adopted by the highly trained

interventionists using people oriented, action research approach.

Process of Organisational Development.

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