OPERATIONAL COMPONENTS OF ORGANIZATIONAL DEVELOPMENT

Presented By -

Priyanka Sharma - 77

Shephali Srivastava - 96

What’s Organizational Development ???

Organizational

Development

Planned &

Systematic

Process

Collaborative

Diagnosis

Support Of Top

Management

Application Of

Behavioral

Science Principles

Introduced to

enhance Organizat

ional effective

ness

Organizational Iceberg Model

Components of OD

Diagnostic Action Process Maintenance

“Diagnosis is a collaborative

process between organizational

members and the OD consultant to collect pertinent

information, analyze it, and draw

conclusions for action planning and

intervention.”

Definition Of Diagnostic Component

Methods forCollecting Data

Questionnaires

Permits quantitative comparison

and evaluation

Interviews

Interviews may be highly

structured or unstructured

Observations

Observe organisational behaviors in

their functional settings

Unobtrusive

Methods

• Data is not collected

directly from respondents

but from secondary

sources

Questionnaires One of the most efficient

ways of collecting data Contain fixed-response

questions about various features

Administered to large numbers of people simultaneously

Can be analyzed quickly Permit quantitative

comparison and evaluation

ADVANTAGES:– Responses can be quantified

and summarized– Large samples and large

quantities of data– Relatively inexpensive

DIS ADVANTAGES:– Predetermined questions– No chance to change– Over interpretation of data

possible– Response biases possible

Interviews

Interviews may be highly structured

• resembling questionnaires

Interviews may be highly unstructured

• starting with general questions that

allow the respondent to lead the way

ADVANTAGES:– Responses can be quantified

and summarized– Large samples and large

quantities of data– Relatively inexpensive

DIS ADVANTAGES:– Predetermined questions– No chance to change– Over interpretation of data

possible– Response biases possible

Observation

More direct way of collecting data

Observe organizational behaviors in their functional settings

ADVANTAGES:– Collect data on actual

behaviour, rather than reports of behaviour

– Real time, not retrospective– Adaptive

DIS ADVANTAGES:– Coding and interpretation

difficulties– Observer bias and

questionable reliability– Can be expensive

Unobtrusive Data is not collected

directly from respondents but from secondary sources

Use records of absenteeism or tardiness, grievances, quantity and quality of production or service, financial performance and correspondence with key customers, suppliers or governmental agencies

Helpful in diagnosing the organisation, group and individual outputs

ADVANTAGES:

– Non-reactive, no response bias

– High face validity– Easily quantified

DIS ADVANTAGES:

– Access and retrieval difficulties

– Validity concerns– Coding and interpretation

difficulties

“Action plans are OD interventions specifically tailored to address issues at individual, group, inter-group, or organizational levels as well as issues related to selected processes.”

Definition Of Action Component

OD Interventions – Actions taken to produce desired changes!!!

Need for OD Intervention

Corrective Action

When an organisatio

n has a problem it

takes corrective action – to

fix it

Enabling Action

When an organizatio

n sees an unrealized opportunit

y it uses this action to seize the opportunit

y

Alignment Action

When features of

organization are out of alignment this action gets things

back ‘in sync’

New VisionWhen

yesterday’s vision is no

longer good

enough actions to

build necessary structures, processes

and culture are needed

to make new vision

a reality

Action ProcessPlanni

ng Actio

n

Executing Actio

n

Evaluating Actio

n

Analyzing DiscrepanciesWhat is

happening?

What should be happening?

Where one wants to be?

Where one is?

“This component is concerned with self-analysis and self-reflection as a means to self-improvement. Action Research principles are observed in goal-setting and feedback mechanisms to monitor and evaluate actions.”

Definition Of Process Maintenance

Process Maintenance Acknowledgement and Ownership –

Organization members acknowledge the ownership of interventions and of the entire OD program.

Cope with Problems –The Process Maintenance Component models the ability to cope with problems and opportunities in the internal and external environments.

Relevance and Effectiveness of Interventions –This component tests the effectiveness and relevance of interventions. It insures that the intended consequences do not obviate the organization and the OD program’s goals.