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SIDDHANT INSTITUTE OF BUSINESS MANAGEMENT

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________________________________________________________________________________

HRM-
SE HRM-07- Organizational Diagnosis & Development

Dr. Surekha S. Ningule

 Unit-1: Introduction to Organisational
Development

• Organisational Development:

• Definition of Organisational Development,

Evolution: Robert Tannenbaum, Kurt Lewin,
McGregor, Herbert Shepard, Robert Blake,
Foundation of OD- T-Group, System’s theory,
Parallel learning structure, double loop learning,
Action Research.
 [Link] Development
• Organisational development (OD) is therefore
something that is important to ensure
effective growth and long life. It is essentially
the process used to improve the overall
effectiveness of an organisation through
managing the behaviours of people within
that organisation.
 • INTRODUCTION

• Organisational development is a collection of

change method that try to improve
organisational effectiveness and employee
well –being. Organisation development
encompasses a collection of planned-changed
interventions built on humanistic democratic
value that seek to improve organisational
effectiveness and employee well-being
 • Managing the OD Process

Three basic components of OD programs:

Diagnosis Continuous collection of data about
total system, its subunits, its processes, and its
culture Action All activities and interventions
designed to improve the organization’s
functioning Program All activities designed to
management ensure success of the program
 Definition(s) of OD Organization Development is an effort

(1) planned ,
(2) organization-wide , and
(3) managed from top , to
(4) increase organization effectiveness and health through
(5) planned interventions in organization’s “processes”, using
behavioral-science knowledge. …Beckhard,
• Organization Development is a process of planned change – change
of an organization’s culture from one which avoids an examination of
social processes (especially decision making, planning and
communication) to one which institutionalizes and legitimizes this
examination.
• Organization Development is a systematic application of behavioral
science knowledge to the planned development and reinforcement of
organizational strategies, structures, and processes for improving an
organization’s effectiveness. …Cummings & Worley
▪ Organization development is a planned process of change in an
organization’s culture through the utilization of behavioral science
technologies, research, and theory. …Burke
 Revolutionary Values & Beliefs of OD Organic systems
(mutual confidence & trust) rather than mechanical
systems (authority-obedience) …. Warren Bennis
• Basic units of change are groups, not individuals …. Richard
Beckhard
• Away from resisting and fearing individual differences
towards accepting and utilizing them …. Robert
Tannenbaum
Radical departure from accepted values and beliefs of
1960’s
• Trust and respect for individual
• Open communication
• Decentralized decision making
• Collaboration and cooperation
• Appropriate use of powers
• Authentic interpersonal relationships
• History of OD Four major stems of OD
• (1) T-group
• (2) Survey Feedback Technology
• (3) Action research
• (4) Sociotechnical & Socioclinical approaches
• (1) T-Group (Laboratory Training) – participants learn from
their own actions and the group’s evolving dynamics
• (2) Developing reliable questionnaires, collecting data
from personnel, analyzing it for trends, and feeding the
results back to everyone for action planning
• (3) Diagnosing, taking action, re-diagnosing and taking new
action
• (4) Integrate social requirements of employees with
technical requirements needed to do work in provided
environment.
• Robert Tannenbaum
• Some of the early sessions of what would now be called “team
building” were conducted by him in 1952 and 1953.
• According to him, term vertically structured groups was used
with groups dealing with “personal topics” as interpersonal
relations and organizational topics as responsibilities etc.

• Douglas McGregor He was the first to talk about the transfer

problem and to talk systematically about implementation of
T-group skills in complex organizations. He along with others
established a small internal consulting group which used
behavioural science knowledge to help line managers and
their subordinates learn how to be more effective in groups
• Herbert Shepard and Robert Blake-
• After initiating a series of two week laboratory,
they emphasized on intergroup as well as
interpersonal relations.
• Although working on interpersonal problems
affecting work performance was clearly an
organizational effort, but between group problem
solving had even greater organizational
development implications because it involved a
broader and more complex segment of the
organization.
• Kurt Lewin and others
• Kurt Lewin introduced two ideas about [Link] first idea
states that what is occurring at any point in time is a Resultant in a
field of opposing forces.
• That is, the status quo whatever is happening right now is the
result of forces pushing in opposing [Link] example, we
can think of the production level of a manufacturing plant as a
resultant equilibrium point in a field of forces, with some forces
pushing toward higher levels of production and some forces
pushing toward lower levels of production.
• The production level tends to remain fairly constant because the
field of forces remains fairly constant. Likewise, we can think of
the level of morale in that plant as a resultant equilibrium point.
• Although morale may get a little better or a little worse on
occasion, it generally hovers around some equilibrium point that
is the resultant in a field of forces, some forces pushing toward
higher morale, and some pushing towards lower morale.
 • Foundation of OD

• A Training-Group, or T-Group, is a type of experience-based

learning.
• T-group - T-Group (Laboratory Training) – participants learn
from their own actions and the group‘s evolving dynamics .
• Participants work together in a small group of 8-14 people,
over an extended period. Learning comes through analysis of
their own experiences, including feelings, reactions,
perceptions, and behavior.
The researchers drew two conclusion about this first T- group
experiment
❑ Feedback about group interaction was a rich learning
experience
❑ The process of “group building” had potential for learning
that could be transferred to “back home” situations Applying
T-group techniques to organizations gradually became known
as team building.
System’s theory
• .Sociotechnical Systems Theory (STS)
• All organizations comprised of two
interdependent systems:
1. Social system
2. Technical system

o To achieve high productivity and employee

satisfaction, organizations must optimize both
systems.
o Changes in one system affect the other system
• Parallel learning structure
Parallel Learning Structures (also known as
Communities of Practice) promote innovation and
change in large bureaucratic organizations while
retaining the advantages of bureaucratic design.
Groups representing various levels and functions work
to open new channels of communication outside of
and parallel to the normal, hierarchical structure.
Parallel Learning Structures may be a form of
Knowledge Management.
Knowledge Management involves capturing the
organizations collective expertise wherever it resides
(in databases, on paper, or in peoples heads) and
distributing it to the people who need it in a timely and
efficient way.
A parallel learning structure consists of a
steering committee and a number of working
groups* that study what changes are needed,
make recommendations of improvements, and
monitor the change efforts.
(* Idea groups, action groups, implementation
groups etc.)
One or more top executive should be part of
steering committee
Representatives from all parts of the
organization
 Double Loop Learning
• Organizational learning is a
process of learning from
mistakes and improving the
way things are done.
• When a process enables the
organization to implement its
present policies and objectives
efficiently, it can be called
single loop learning.
• When a process begins to
question the underlying
organizational policies and
objectives, it becomes double
loop learning.
• Organizations are often good at
single loop learning but are
usually bad at double loop
learning.
Action Research
 Action Research
Action Research is a process in
which participants examine
theirown educational
practicesystematically and
carefully, usingthe techniques of
research.
Action Research is based on
thefollowing assumptions:
Teachers and principals work best
on problems they have identified
for themselves;
Teachers and principals become
more effective when encouraged
to examine and assess their own
work and then consider ways of
working differently.
Teachers and principals help each
other by working collaboratively;
and Working with colleagues
helps teachers and principals in
their professional development
Thank You