UNIT 1: Organizational Development (OD)
1. Definition of Organizational Development
Organizational Development (OD) is a planned, systematic effort to improve
organizational effectiveness and employee well-being through behavioral
science knowledge. It focuses on changing attitudes, values, and structures
within an organization to adapt to changing environments.
2. History of OD
OD emerged in the 1940s–1950s based on research in human relations and
behavioral sciences.
Key Developments:
Kurt Lewin (1940s): Introduced group dynamics and change theory
1950s–60s: T-group training (sensitivity training)
1970s: Focus on organizational culture and systems
Modern Era: Emphasis on learning organizations, innovation, and
adaptability
3. Foundations and Evolution of OD
Foundations:
Behavioral science (psychology, sociology)
Human relations movement
Group dynamics
Action research
Evolution:
From individual-level change → group-level → organizational-level
Shift from reactive approach to proactive and strategic OD
Integration with HRM, leadership, and organizational culture
4. Values, Assumptions, and Beliefs in OD
Values of OD:
Respect for individuals
Trust and support
Power equalization
Participation and involvement
Collaboration
Assumptions:
People want to grow and develop
Employees perform better when involved in decisions
Open communication improves effectiveness
Organizations can be improved through planned change
Beliefs:
Human resources are the most valuable asset
Organizational problems can be solved through cooperation
Change is necessary for survival and growth
5. Models and Theories of OD
a) Action Research Model
Problem identification
Data collection
Feedback
Action planning
Implementation
Evaluation
b) Systems Model
Organization seen as an interrelated system
Changes in one part affect the whole system
c) Burke-Litwin Model
Focuses on link between environment, leadership, and performance
d) McKinsey 7S Model
Strategy, Structure, Systems, Style, Staff, Skills, Shared Values
Conclusion (OD)
OD is essential for improving organizational effectiveness by focusing on human
behavior, adaptability, and continuous improvement.
UNIT 2: Organizational Change
1. Nature of Organizational Change
Organizational change refers to any alteration in structure, technology, people,
or processes.
Nature:
Continuous and inevitable
Can be planned or unplanned
Affects entire organization
May create resistance
2. Types of Organizational Change
Structural Change: Changes in hierarchy or authority
Technological Change: Adoption of new technology
People Change: Attitude, skills, behavior
Strategic Change: Long-term goals and direction
3. Change Management
Concept:
Change management is the process of planning, implementing, and
controlling change to ensure smooth transition.
Objectives:
Adapt to environmental changes
Improve performance and efficiency
Reduce resistance
Ensure smooth implementation
4. Change Management Process
1. Identify need for change
2. Diagnose the problem
3. Plan the change
4. Implement the change
5. Monitor and evaluate
5. Models of Change
a) Kurt Lewin’s Model
Unfreezing: Preparing for change
Changing: Implementing change
Refreezing: Stabilizing change
b) Force Field Analysis (Lewin)
Change is influenced by:
o Driving forces (support change)
o Restraining forces (resist change)
Goal: Strengthen driving forces and reduce resistance.
c) Systems Model
Organization is a system of interrelated parts
Change in one area affects others
d) Action Research Model
Involves participation and feedback
Focus on continuous improvement
6. Organizational Vision and Strategic Planning
Vision: Future direction of the organization
Strategic Planning: Roadmap to achieve vision
Change is aligned with long-term goals and competitive advantage.
7. Reasons for Resistance to Change
Fear of unknown
Lack of job security
Habit and comfort zone
Lack of trust in management
Poor communication
Economic factors
8. Overcoming Resistance to Change
Effective communication
Employee participation
Training and development
Support and counseling
Leadership and motivation
Gradual implementation
9. Practical Applications of Change Models
Implementation of new technology in IT companies
Organizational restructuring
HR policy changes
Digital transformation initiatives