m
m 

m 
³OD is a long-range effort to improve an organization¶s problem-solving &
renewal processes, particularly through a more effective & collaborative
management of organization culture, with special emphasis on the
culture of formal work teams ± with the assistance of a change agent, or
catalyst, 7 the use of the theory & technology of applied behavioral
science, including action research.´

- French & Bell

³Organizations are like kids, it¶s all about development. If you give them
good, strong values, a clear vision of the future, and the view that
everything is possible, they will grow up to be like that and . . . Vice versa.´

Ô (Henrietta Zalkind,
Down East Partnership for Children)
³You just have to do it (OD). It¶s kind of like µgood grooming.¶ People
don¶t want to know the details, but you¶ve got to look and smell good as
you walk out of the house.´ - (Carol Williams,
ECO-Action)
Early Development
V
played a key role in the evolution of organization
development as it is known today. As early as (

(

Ô, Lewin
experimented with a collaborative change process (involving himself as
consultant and a client group) based on a three-step process of planning,
taking action, and measuring results. Lewin then participated in the
beginnings of laboratory training, or Ô
 and, after his death in
1947, his close associates helped to develop survey-research methods at
the 
 
. These procedures became important parts
of OD as developments in this field continued at the 
 


 


During

the

and
1950s,inmany
growing
of the
numbers
NIL trainers
of universities
became increasingly
and private
consulting
involved infirms
providing
acrossmanagers
the country.
in business & industry with T-group
training.

Now OD applications are in many kinds of organizations-e.g. 




  



   
Interventions are, in simpler terms, the techniques involved in applying
behavioral science theory & practice to change & improve ongoing
systems.
³OD interventions are sets of structured activities in selected
organizational units (target-groups or individuals) engage with a task or a
sequence of tasks where the task goals are related directly or indirectly to
organizational improvement.´

- French
The basic&Intervention
Bell Model which runs through most OD Efforts is
M 


Here is the classification of interventions based on the size of the
organizational unit:
m


 
   
 
Individuals Life & career planning, grid OD
phase-1, role analysis technique,
coaching & counseling
Dyads/Triads Grid OD phase-1,2, process
consultation
Teams & groups Survey feedback, grid OD phase -
1,2, role analysis technique, team
building family groups, process
consultation
Intergroup relations Survey feedback, grid OD phase-3,
process consultation
Total organization Survey feedback, management by
objectives (MBO), grid OD phases-
4,5,6, Scanlon Plan
Life & 4areer Planning Interventions
þ Emphasizes & focuses mainly on the individual
þ It helps the individual to plan out his/her life including the career
þ These interventions last anywhere from one day to entire week

Goal Organization Development (GOD)

þ GOD is a six-phase programme lasting anywhere from 3-5 years
þ It begins by examining individual managerial behavior & style &
then widens its focus to the team or group, to intergroup relations
& finally to the total organization
þ Basis to the concept of GOD is Blake & Mouton¶s concept of
leadership which is more popularly k/a the ³Management Grid´
þ This grid describes the behavior of a leader in terms of two
dimensions²

4oncern for production

4oncern for people

  




þManagers learn all the theories of grid as well as the 9.9 theory
þTeams of 5-9managers come for a week
þParticipants asses their own grid styles, develop tem action skills, work at
achieving unobstructed communication within their teams etc«

 

 
þWeek long seminars are held again with actual work teams (i.e. a
manager & subordinates
þConducted away from the job setting
þThe objective is to have each team analyze 7 improve its problem solving,
planning,



goal


setting & communication

 skills
þMainly focuses on co-operation & co-ordination b/w groups



  


!

 




þInvolves the top management who develop this model
þThe team convenes for a week to discuss things as organization
structure, advertising strategies, marketing procedures, & financial
planning

   

!

 

It involves---
þDesigning logical subunits of the organization
þAppointing planning teams to each subunits
þAppointing a coordinator to serve as a resourse person for the various
planning team
þEstablishing an additional planning team to design headquarters &
Survey Feedback
The steps involved here are²
þTop level management must be involved in the initial planning
þThe measures respondent demographic characteristics& supervisory
needs
þThe Michigan¶s institute for social research (ISR) computer analyzes the
results
þA consultant feed back the information to the top executive team & then
Õeam Building
through Interventions
the hierarchy in functional teams
þEach manager meets with subordinate to interpret the data & make
Focused on²
corrective action plans.
þClarifying role expectation & obligations of the team members
þImproving superior subordinate or peer relation
þImproving problem solving, decision, decision making, resource utilization
or planning activities
þReducing conflicts
þImproving organizational climate
Here are a few of the more widely used team intervention strategies---
 

" #M$
Designed to improve team effectiveness by classifying the roles
obligations of each team member & explicating what others expect in
terms of fulfilling particular roles
ð
 


 
The main thing is to identify a team¶s problems, if any, not to solve them
ð
 

 
 
Its am extension of the family group diagnostic meeting where problems are
diagnosed through discussions, in this the goal is that of improving team
effectiveness by deciding upon the action steps to be taken in order to solve
Õ e Scanlon Plan
problems
Designed by Joseph Scanlon and there are two mechanisms involved
here«..
þA new suggestion system for ensuring that all organizational members have
an opportunity to participate in decision making
þAn equitable system of providing rewards for increased productivity
panagement by Objectives (pBO)
Involved steps are-----
þask top management to develop organizational objectives &
programmes to achieve them
þhave the top executive meet with all immediate subordinates
þhave each department head, based on the information presented in
step 2, develop goals, actions, & performance measure for his/her
particular organizational unit
þask each department heads to meet with immediate subordinate to
communicate these goals
þHave intermediate review sessions to review all individuals & unit
M




þManagers learn what is expected of them by their superiors, know the

standards by which their performance will be judged & are made more
aware of their organization¶s objectives
þThe programme includes managers to interact more with their people,
which results in more effective communication & more accurate feedback to
subordinates
þThis programme brings about the identification of the problem areas,

  

improves organization planning  &%m


&
the organization of work, & forces the
setting of specific target dates
þSome claim that MBO involves a lot of excessive amount of paper work
þIt is felt that it is not consisted with their ordinary managerial style to
allow subordinates to participate in goal setting
þTraining seems to be essential with some managers
þIt is difficult to develop & measure goals for certain jobs, such as
executive vice president or certain job component, e.g. developing one¶s
subordinates
þFinally there is the problem of inter-dependent jobs in which it is
meaningful to set team goals not individual goals