Introduction-Organization Development

Organization Development is a systematic process for

applying behavioral science principles and practices in organization to increase individual and organizational effectiveness. OD is about how people and organizations function and how to get them to function better. The field is based on knowledge from behavioral science disciplines such as psychology, sociology, systems theory, organization behavior and management. OD practitioners are consultants trained in the theory and practice of OD with knowledge from the behavioral sciences.

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OD Programs are long term planned, sustained efforts. The two major goals of OD programs are-

a) To improve the functioning of individuals, teams and the total organization, and b) To teach organizations members how to continuously improve their own functioning. O D deals with the gamut of people problems and work system problems in organizations; poor morale, low productivity, poor quality, interpersonal conflict, intergroup conflict, unclear or inappropriate goals, inappropriate leadership styles, poor team performance, poorly designed tasks, poor customer relations, culture and processes and the like.

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Planned Change-

Change means the new state of things and is different from the old state of things. Change has different facets; for e.g.it can be deliberate(planned) or accidental( unplanned). Its magnitude can be large or small. It can be fast , or slow. The new state of things can have entirely different nature from the old state of things. OD as a Distinctive Consulting methodThe fundamental difference between OD and other organization improvement programs is found in the OD consultants role and relationship to clients. OD Consultants establish a collaborative relationship of relative equality with organization members as they together identify and take action on problems and opportunities.

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OD as a Distinctive Consulting method-

The role of OD consultants is to structure activities to help organization members learn to solve their own problems and learn to do it better over time. The aim of leaving the organization members better able to solve their own problems is a distinctive feature of OD. This process is called self renewal or learning how to learn or organization learning .

Definition of OD
According to Beckard, 1969

OD is an effort(1) planned,(2) organization-wide, and (3)managed from the top, to (4) increase organization effectiveness and health through (5) planned interventions in the organizations processes using behavioral science knowledge. According to Burke, 1994 OD is a planned process of change in an organizations culture through the utilization of behavior science technologies, research and theory.

Definition of OD
According to Porras & Robertson, 1992

OD is a set of behavioral science-based theories, values, strategies and techniques aimed at the planned change of the organizational work setting for the purpose of enhancing individual development and improving organizational performance, through the alteration of organizational members on the job behaviors. According to Cummings And Worley, 1993 OD is a systematic application of behavior science knowledge to the planned development and reinforcement of organizational strategies, structures, and processes for improving an organizations effectiveness.

Characteristics of OD

OD focuses on culture and processes. It is a system-wise process It is based on behavioral science knowledge It is concerned with strategies, structures, processes, people and culture It is about organizational effectiveness OD takes a development view that seeks the betterment of both individuals and the organization. Attempting to create win win solutions is standard practice in OD programs. Specifically, OD encourages collaboration between organization leaders and members in managing culture and processes. Teams of all kinds are particularly important for accomplishing tasks and are targets for OD activities. OD practitioners are facilitators, collaborators and co-learners with the client system.

Objectives of OD program
1)

Individual and group development.

2)

Development of organization culture and processes by constant interaction between members irrespective of levels of hierarchy.
Inculcating team spirit. Empowerment of social side of employees.

3) 4) 5)

Focus of value development. 6) Employee participation, problem-solving and decision-making at various levels.
7)

Evaluate present systems and introduction of new systems thereby achieving total system change if required.

Objectives of OD program
6) Transformation and achievement of competitive

edge of the organization.

7) Achieve organization growth by total human inputs

by way of research and development, innovations, creativity and exploiting human talent.
8) Behaviour modification and self managed team as

the basic unit of an organization.

Implications
1. For Individuals
a)

Most individuals believe in their personal growth. Even today, training and development, promotion to the next higher position dominates the organization philosophy.

b) Majority of the people are desirous of making greater

contributions to the organizations they are serving. Achievements of organizational goals are however, subject to limitations or environmental constraints. It is for the organizations to tap the skills that are available in abundance. Contd..

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This leads to adopt the following organization strategy for development:

Ask questions to resolve doubts. Listen to superiors advice. Support employees in their venture. Accept challenge. Leaders to encourage creativity and promote risk taking. Give additional responsibility to subordinates. Set high standards of quality. Empower employees.

Initiate suitable reward system that should be compatible, if not more than the industry norms.
Contd..

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2. For Groups
a) One of the most important factors in the organization is the

work group around whom the organization functions. This includes the peer group and the leader (boss)
b) More people prefer to be part of the group because the group

accepts them.
c) Most people are capable of making higher contributions to

the groups effectiveness. Contd..

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Following strategy is required to be adopted for group development based on the above assumptions: Invest in training and development of the group. Money and time spent on this is an investment for the organization. Leaders should also invest in development of skills and thus help create a position organizational climate. Let the team flourish. Teams are the best approach to get the work done. Apart from the above teams enjoy emotional and job satisfaction when they work in groups. Leaders should adopt team leadership style and not autocratic leadership style. To do this, jobs should be allotted to the team and not to the individual. Contd..

a)

b)

c)

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d)

It is not possible for one individual (leader) to perform both, the leadership and maintenance functions. It is therefore necessary for team members to assist leader in performance of his duties. Group should be trained in conflict management, stress management, group decision-making, collaboration, and effective interpersonal communication. This will improve organizational effectiveness. Empowerment is the corner stone of the successful organizations. Leaders should pay particular attention to the feelings of the employees. It should be understood that suppressed feeling and attitudes adversely affect problem-solving, personal growth and job satisfaction. Development of group cohesiveness.

e)

f)

g)

Contd..

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3. For Organizations
a) Create learning organization culture. b) Adopt win-win strategy for sustained growth.

c) Create cooperative dynamics rather than competitive

organizational dynamics in the organization.

d) Needs and aspirations of the employees in the organization must

be met. This leads to greater participation of the employees. Organizations should adopt developmental outlook and seek opportunities in which people can experience personal and professional growth. Such orientation creates a self-fulfilling prophecy. Contd

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3. For Organizations
f)

People must be treated with due respect and considered important. The credit of success must be given to the employees unconditioned.

g) Promote organizational citizenship.

Training Experiences
The T-Group Laboratory training , essentially unstructured small group situations in which participants plants learn from their own actions and the groups evolving dynamics, began to develop about 1946 from various experiments in using discussion groups to achieve change in behavior . Inter- Group Relations workshop held at the State Teachers College in New Britain, Connecticut, in the summer of 1946 influenced the emergence of Laboratory Tarining. This Workshop was sponsored by the Connecticut Interracial Commission and the Research Centre for Group Dynamics, then at MIT.

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The T-Group The research Centre for Group Dynamics (RCGD) was founded in 1945 under the direction of Kurt Lewin, a theorists, researcher in interpersonal group, intergroup and community relationships. Lewin had been recruited to MIT Through a series of events at the New Britain Workshop of 1946, what was later to be called the TGroup( T for Training) began to emerge. The workshop consist of Kurt Lewin, Kenneth Benne, Leland Bradford, and Ronald Lippit.

The T-group
A T- group is an essentially unstructured agenda less group session for about 10-12 members and a professional trainer who act as catalyst and facilitator for the group. 2. The data for discussion are the data provided by the interaction of the group members. 3. Actions, reactions, interactions and feeling accompanying them are the data for the group. 4. The group typically meets for three days up to 2 weeks
1.

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5. Learnings derived from the T-group vary for different

individuals, but they are usually described as learnings to be more competent in interpersonal relationships, learning more about oneself as a person, learning how others react to ones behaviour , and learning about the dynamics of group formation, and group norms, and group growth. 6. The T-group is a powerful learning laboratory where individuals gain insights into the meaning and consequences of their own behavior, the meaning and consequences of others behaviors, and the dynamics and processes of group behavior.

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Uses of T-group relative to OD are varied but they are particularly appropriate for enhancing basic skills relevant to group. 8. The most frequently used T-group format is the Stranger lab composed of people from a variety of organizations. 9. To illustrate, a one week T-group experience might involve three trainers and 30 to 36 participants, all strangers to each other at the beginning of the lab. 10. Another format involves several clusters of two or three persons from the same organizations, with people who know each other Assigned to different T groups.
7.

Sensitivity Training in India

Rolf Lynton conducted the first T-group in India in 1957 for youth leaders under the aegis of Aloka Foundation(Sinha, 1985).

Sinha Provides a detailed documentation of the historical development of sensitivity training (ST) in India till 1980s.