1. ORGANISATION DEVELOPMENT

2. Definition OD is a long term effort, led and supported by top management to improve an organisations visioning, empowerment, learning and problem solving processes, through an ongoing collaborative management of organisation culture-with special emphasis on the culture of intact work teams and other team configurationsusing the consultant facilitator role and the theory and technology of applied behavioural science, including action research.

3. FOCUS OF OD Organisational transformation Learning organisation Interest in teams Interest in TQM Visioning

4. ASSUMPTIONS About individuals Individuals have drive for personal growth People desire to make greater contributions towards achieving organisational goals

5. About groups Psychologically relevant group is work group People want to be accepted at least in one group Most people are capable of making greater contributions towards group development Formal leader cannot perform all leadership functions Suppressed feelings are dangerous Attitudinal problems require

6. About Organisations Experimenting with new organisation structures and forms of authority is imperative There exists a win-lose situation in organisations Needs and aspirations of human beings are reasons for organised efforts in society

7. Foundations of OD Models and theories of planned change Systems theory Participation and empowerment Teams and teamwork Parallel learning structures A normative re-educative strategy of changing Applied behavioural science Action research Study: BURKELITWIN model of change

8. Components of OD Process Diagnosis: of strengths, opportunities, problems Actions/interventions Evaluation of actions Problem solved terminate action problem not solved- initiate new actions problem not solved- redefine problem problem solved , new problem developsnew actions

9. OD INTERVENTIONS A sequence of planned activities, actions, and events intended to help an organization improve its performance and effectiveness

10. How does OD intervention fit into the OD process? Interventions purposely disrupt the status quo.

11. Institutionalizing interventions Organization characteristics Intervention characteristics Institutionalization processes Indicators of Institutionalization

12. Organization characteristics Congruence Stability of environment and technology Unionization

13. Intervention Characteristics Need/Goal specificity Scope/Level of change target Focus/Purpose Internal support Requirements, Specifications, Constraints Programmability Costs/Benefits

14. Team interventions

15. Work group Reporting to common superior Face to face interaction Interdependence CROSS-FUNCTIONAL TEAMS

16. Effective teams Clear purpose Informality Participation Listening Civilised disagreement Consensus decision making Open communications Clear roles Shared leadership External realtions Style diversity Self-assessment

17. Family group diagnostic meeting. Family group team building meeting Role analysis technique Role negotiation technique. Responsibility charting Force field analysis technique

18. Role analysis technique -By Ishwar Dayal and JM Thompson 1. Focal role initiated 2. Expectations of others 3. Expectations from the focal role

19. Intergroup Interventions

20. Intergroup Team building intervention Organisation mirror intervention

21. Personal and Interpersonal Interventions

22. Interpersonal and Personal Interventions Sensitivity training. Transactional analysis. Behavior modeling. Life and career planning interventions

23. STRUCTURAL INTERVENTIONS

24. Socio-technical systems Work-redesign MBO and appraisal Quality Circles QWL projects Parallel learning structures TQM