Organizational Development Address

in Management

What Can OD Address?

The field of OD is very large and complex; as such, OD professionals will find themselves in many different contexts using a wide range of methods and processes to bring about desired outcomes in organizations..For now, let me share a few situations in which I have been involved as an indication of the wide range in which one might practice OD Sample Definitions Egan (2002) explored the range of definitions for OD. While not a comprehensive review, he did identify 27 definitions between 1969 and 2003. Providing all 27 definitions here probably serves no useful purpose.Thus, this section will present a few definitions that express considerably different perspectives. Change, whether planned or unplanned, isoften associated with people’s understanding of OD. Planned change was incorporated into what was perhaps the first formal definition for OD, that of Richard Beckhard (1969), though many such definitions emerged in that year. Beckhard defined OD as “an effort [that is] (1) planned, (2) organization-wide, and (3) managed from the top, to (4) increase organization effectiveness and health through (5) planned interventions in the organization’s processes, using behavioral-science knowledge”.Some within the field are now critical of this definition, asserting that the world in which we live is too complex to plan change. Change, both positive and negative, imposes itself on us from many sources, most of which are beyond our control. Others argue that management from the top is hierarchical, a concept that is acceptable in some cultures but not in others, including, to some extent, the United States. On the other hand, if desired change is not supported by top management, can that change ever really occur or be sustained? Another criticism of this definition is the use of a medical model and the reference to “health.” At the same time, just as medical models are rapidly shifting from remediation to prevention, so also do we seethis shift in OD. The final phrase of this definition, referencing the“behavioral sciences,” underscores the multidisciplinary nature of the field. Many of the behavioral sciences are core to the practice of OD,including psychology, sociology, economics, and anthropology, among others.


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. 

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Organizational Development Address

This article was published on 2012/03/18