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8/14/2019 Presented by: Tripti Rani Gupta Rashmi Ramneet Ankur Varun Ranjeet
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Presented By: Tripti Rani GuptaRashmiRamneetAnkurVarunRanjeet
8/14/2019 Presented by: Tripti Rani Gupta Rashmi Ramneet Ankur Varun Ranjeet
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Organization Development
(OD)Definition:
“A process used to enhance both the
effectiveness of an organization and thewell-being of its members throughplanned interventions.”
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•Organization development (OD) is anattempt to influence the members of anorganization to take greater
responsibility for their own actions.
•It is an organization-wide effort,managed from the top, to increaseorganization effectiveness.
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French and Bell defines
“Organizational development is a long-rangeeffort to improve an organizational problemsolving and renewal process, particularlythrough a most effective and collaborativemanagement of organization culture with
special emphasis on the culture of formalwork teams, with the assistance of a changeagent or catalyst and the use of the theoryand technology of applied behavior andscience, including action research.
8/14/2019 Presented by: Tripti Rani Gupta Rashmi Ramneet Ankur Varun Ranjeet
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Organization Development
Theories Two main categories of OD theories:
Change process theory
– How does change take place?
Implementation theory
– How can change strategies be put into
practice?
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• In essence, OD is a plannedsystem of change:-
• Planned.• Organization-wide. • Managed from the top. • Increase organization effectiveness and
health. •
Planned interventions.
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There are many possible interventionstrategies from which to choose. Several
assumptions about the nature andfunctioning of organizations are made inthe choice of a particular strategy.
ASSUMPTIONS
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BECKHARD lists five suchassumptions:
• The basic building blocks of an organization
are groups(teams) Therefore, the basic units of change aregroups, not individuals.
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2.An always relevant change goal is thereduction of inappropriate competition between parts of the organization andthe development of a more collaborativecondition.
3.Decision making in a healthy organization islocated where the information sources are, ratherthan in a particular role or level of hierarchy.
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4.Organizations, subunits of organizations, andindividuals continuously manage their affairsagainst goals. Controls are interimmeasurements, not the basis of managerial
strategy.One goal of a healthy organization is to developgenerally open communication, mutual trust,and confidence between and across levels.
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5.Interventions range from those designed toimprove the effectiveness of individuals throughthose designed to deal with teams and groups,
intergroup relations, and the total organization.
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Typical OD ProcessAssessment, diagnosis
Feedback from clientsAction planning
Interventions,implementation,
evaluationsManaged by internal or
external facilitator,consultant
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Benefits It mainly tries to deal with the changes throughout theorganization or in any one of the major units.
It develops greater motivation. It increases productivity.
A better quality of work. It creates higher job satisfaction Team work is improved and encouraged Commitment to objectives Increases the willingness to change Absenteeism is reduced.
Turnover is lower
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LimitationsOrganizational development is long-way process andrequires more time.
It consists of substantial expenseFailures are possible
Possible for psychological harms It emphasizes only in group process compared to
performanceConceptual ambiguity is possible.
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THANK YOU
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