CONTENT
1. Introduction....................................................................................................2
2. Objectives of organizational development.....................................................2
3. Process of Organizational Development........................................................3
4. Models of organizational development..........................................................4
5. Organizational Development Interventions...................................................5
6. How Human Resource related to Organizational Development....................6
7. Organizational development certification......................................................7
8. Measures of organizational development.......................................................8
9. Challenges of organizational development....................................................8
10. How to overcome the challenges of organizational development................9
11. Conclusion...................................................................................................10
12. Reference
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Introduction
Organization development is the study and implementation of practices, systems, and techniques
that affect organizational change. The goal of which is to modify a group's/organization's
performance and/or culture. The organizational changes are typically initiated by the group's
stakeholders.
Organization development (OD) is an effort that focuses on improving an organization's capability
through the alignment of strategy, structure, people, rewards, metrics, and management processes.
Objectives of organizational development
The objectives of organizational development (OD) can vary depending on the specific needs and
circumstances of an organization. However, some common objectives of organizational
development include:
1. Enhancing overall organizational effectiveness: The primary objective of OD is to
improve the overall effectiveness and performance of an organization. This can include
optimizing processes, systems, and structures to achieve better results and meet strategic
goals.
2. Building a positive organizational culture: OD aims to create a positive work
environment and foster a healthy organizational culture. This involves promoting open
communication, collaboration, trust, and employee engagement. A positive culture
contributes to employee satisfaction, retention, and productivity.
3. Developing leadership capabilities: OD often focuses on developing effective leaders
within the organization. This includes identifying and nurturing leadership potential,
providing leadership training and development programs, and creating a leadership
pipeline for future growth and succession planning.
4. Enhancing employee skills and capabilities: OD initiatives aim to improve the skills,
knowledge, and capabilities of employees. This can be achieved through training programs,
workshops, mentoring, and coaching, all of which contribute to individual and team
development.
5. Managing change and facilitating organizational transitions: In today's rapidly
changing business environment, organizations need to be adaptable and responsive to
change. OD helps manage change effectively by facilitating organizational transitions,
such as mergers, restructuring, or implementing new technologies or processes. This
objective involves minimizing resistance to change, fostering a culture of continuous
improvement, and supporting employees through the change process.
6. Increasing employee engagement and satisfaction: OD focuses on creating a work
environment that promotes employee engagement, satisfaction, and well-being. This
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involves providing opportunities for growth and development, recognizing and rewarding
achievements, and ensuring a healthy work-life balance.
7. Improving communication and collaboration: Effective communication and
collaboration are vital for organizational success. OD interventions aim to improve
communication channels, enhance teamwork and collaboration, and foster a culture of
sharing information and knowledge.
8. Enhancing organizational agility and innovation: OD seeks to enhance an organization's
ability to adapt quickly to changing market conditions and embrace innovation. This
involves encouraging creativity, supporting risk-taking, and creating a culture that values
continuous learning and improvement.
9. Aligning organizational structure and processes: OD interventions often focus on
aligning the organizational structure, processes, and systems with the strategic objectives
of the organization. This helps streamline operations, improve efficiency, and optimize
resource allocation.
10. Promoting diversity, equity, and inclusion: OD recognizes the importance of diversity,
equity, and inclusion in creating a vibrant and inclusive workplace. The objective is to
promote diversity in the workforce, ensure equal opportunities, and foster an inclusive
culture where all employees feel valued and respected.
These objectives are not exhaustive and can be tailored to the specific needs and priorities of each
organization. Organizational development is a dynamic and ongoing process that requires
continuous assessment, adjustment, and improvement to achieve desired outcomes.
Process of Organizational Development
Organizational development (OD) is a planned, systematic approach to improve organizational
effectiveness and employee well-being. It is a process that helps organizations to adapt to change,
improve communication and collaboration, and increase employee satisfaction and productivity.
The OD process typically involves the following steps:
• Diagnosis: The first step is to identify the need for change. This can be done by conducting
surveys, interviews, and focus groups. The goal is to understand the organization's
strengths and weaknesses, as well as the challenges it faces.
• Data collection: Once the need for change has been identified, data is collected to better
understand the problem. This data can be collected through surveys, interviews, focus
groups, and observation.
• Data feedback: The data collected in the previous step is then shared with the
organization's members. This helps to raise awareness of the problem and to build support
for change.
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• Planning: Once the problem has been identified and understood, a plan for change is
developed. This plan should include specific goals, objectives, and strategies.
• Intervention: The plan for change is then implemented. This may involve training,
coaching, or other interventions.
• Evaluation: The effectiveness of the change effort is then evaluated. This helps to
determine whether the desired outcomes have been achieved.
• Continuous improvement: The OD process is an ongoing process. Once the initial change
effort has been completed, the organization should continue to monitor and evaluate its
progress. This helps to ensure that the organization is continuously improving.
OD can be a valuable tool for organizations of all sizes. It can help organizations to adapt to
change, improve communication and collaboration, and increase employee satisfaction and
productivity. If you are considering implementing OD in your organization, it is important to work
with a qualified OD practitioner.
Models of organizational development
The most Popularly discussed models of organizational development are as follows:
1. Lewins model
Lewin’s model is based on premises that before actually introducing a change organization needs
to be prepared for change, motivated to change and established and integrated the change into
behaviors of organization Accordingly, Lewin has nomenclature these steps as unfreezing,
changing and refreezing. A brief description of these follows.
Unfreezing:
No change occurs in a vacuum of no prior perspective. To the extent the new perspective differs
from the old one, the old one then implies doubting of its own existence. This necessitates
unlearning of old things in order to learn new things. The same is called unfreezing. Unfreezing
involves encouraging individuals to discard old behaviors by shaking up the equilibrium that
maintains status quo. Thus, unfreezing implies creating the need for change, motivating people for
change and minimizing resistance to change.
Changing:
Having unlearned his past experience, the individual is ready for new behavior and a change in
perspective. Efforts are made to substitute new attitudes, values and behaviors for old ones. This
implies transition from old behavior to experimentation with new behavior.
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Refreezing:
In this final step, new attitudes, values, and behaviors are established as the new status quo. For
this, the new ways of operating are cemented in and reinforced. This implies stabilizing and
integrating the change by reinforcing the new behaviors and integrating them into formal and
interpersonal relationships and in one’s personality.
2. Larry Griener’s Model:
According to Griener, change occurs in terms of certain sequential stages. The external stimulus
pressurizes the management of organization to initiate change process. The manage-ment in
response to stimulus is motivated to take actions to introduce change in organization. Following
the actions, the various change stages occur in a sequential manner such as diagnosis of the
problem, invention of a new solution, experimentation with new solution and reinforcement from
positive results.
Organizational Development Interventions
Organizational development (OD) interventions are programs and processes designed to improve
the organization’s functioning. These interventions aim to create activities that change leadership
styles, organizational structures, or behavioral patterns. Successful development projects require
specific planning to maximize the effectiveness and potential of both people and businesses.
Organizational development interventions are not the same as ad hoc transformation efforts, for
example, when a company makes change decisions once a problem arises and on the go. Instead,
an OD intervention strategy is a systematic, research-based sequence of steps that attempt to make
organization-wide changes, ideally, before a problem arises.
Types of OD interventions
Organizational development is very complex, and the interventions are equally as intricate.
According to Cummings and Worley (2009), there is no way to know how many different kinds
of interventions exist. However, we can generally categorize OD interventions into four groups:
a) Human process interventions
b) Techno-structural interventions
c) Human resource management interventions
d) Strategic change interventions
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1. Human process interventions are organization development interventions related to
interpersonal relations, group, and organizational dynamics. These were the earliest form of
interventions and are often aimed at improving communication within the workplace.
2. Techno-structural interventions are targeted toward structural and technological issues such as
organizational design, work redesign, and employee engagement.
3. Human resource management interventions impact areas such as performance management,
talent development, DEIB, and wellbeing in the workplace.
4. Strategic change interventions revolve around transformational change, restructuring, and
uniting two or more organizations together during a merger.
How Human Resource related to Organizational Development
Human resource (HR) is closely related to organizational development (OD) as it plays a crucial
role in fostering the growth and effectiveness of an organization. HR professionals are responsible
for managing the workforce and aligning their efforts with the organization's strategic objectives.
Here are a few ways in which HR is related to organizational development:
o Talent Management: HR is responsible for attracting, recruiting, and retaining talented
individuals who can contribute to the organization's development. By identifying the skills
and competencies required for organizational growth, HR plays a pivotal role in aligning
talent acquisition strategies with OD objectives.
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o Performance Management: HR facilitates performance management processes,
including goal setting, performance evaluations, and feedback mechanisms. By
establishing performance metrics aligned with OD goals, HR ensures that individual and
team performance contributes to the overall development of the organization.
o Training and Development: HR plays a key role in identifying skill gaps within the
organization and designing training and development programs to bridge those gaps. These
initiatives enhance employees' capabilities, align them with organizational objectives, and
contribute to the overall OD efforts.
o Change Management: When an organization undergoes significant changes, such as
mergers, acquisitions, or restructuring, HR is involved in managing the transition. HR
professionals support employees through change by providing communication, training,
and resources, which are critical elements of successful OD initiatives.
o Organizational Culture: HR plays a vital role in shaping and reinforcing the
organization's culture, values, and norms. By aligning HR policies, practices, and
initiatives with desired cultural attributes, HR contributes to the overall OD efforts aimed
at developing a positive and productive work environment.
o Employee Engagement and Well-being: HR focuses on fostering employee engagement
and well-being, as engaged and satisfied employees are more likely to contribute to
organizational development. HR professionals implement initiatives like employee
recognition programs, work-life balance policies, and employee assistance programs to
promote a healthy and productive workforce.
Organizational development certification
There are various ways to become an OD consultant but you’ll generally need a bachelor’s degree.
Relevant degrees include training and development, human resources or instructional design.
Related work experience is also useful, for instance, in HR.
Strong candidates should hold an organizational development certification that demonstrates an
understanding of the field. The Organizational Development Certificate Program by AIHR is
designed specifically for HR professionals who want to learn how and when to apply OD
techniques in their work.
Other certifications include the skill-oriented Institute of Organizational Development’s
Certificate Program (ODCP), the Organization Development Certification program by Illumeo and
the Organization Development certification program by the Tata Institute of Social Sciences
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Measures of organizational development
The measures of organizational development vary depending on the specific goals of a particular
initiative, but some common metrics used in OD include:
▫ Employee satisfaction surveys: Regular feedback from employees can provide information
on areas that need improvement and can help track progress over time.
▫ Performance metrics: These metrics measure progress towards specific goals or outcomes,
such as increased productivity, improved customer satisfaction, or reduced turnover.
▫ Training and development: Improving employee skills and knowledge through training and
development programs can be a measure of OD success.
▫ Culture assessments: Understanding the organizational culture can provide insight into
how well employees are working together and how to address any issues that may be
hindering productivity or morale.
▫ Change management measurements: Ensuring that changes are implemented successfully
can be tracked through measures such as the number of employees trained on new
processes, or the time it takes to implement a change.
Overall, the goal of organizational development is to create a more effective and efficient
workplace that fosters collaboration, innovation, and growth, resulting in improved organizational
performance and outcomes.
Challenges of organizational development
1. Fear of the unknown: Some employees are afraid to implement new plans because they’re
afraid of failure or reluctant to enter uncharted territory. They may be cynical about change
if past initiatives failed, or they may think the organization is fine as it is. Employees may
directly express this fear by complaining about new initiatives or passively by neglecting
their part in the process, for example, by arriving late to key process improvement
meetings.
2. Conflicting goals: Sometimes, leaders disagree about a company’s ultimate goals. This
conflict often pertains to finances and allocation of resources, sometimes stemming from
poor communication between management branches. These issues can be handled
proactively by instituting clear communication channels before beginning new initiatives.
3. Burnout: Change can be exhausting, and employees may experience burnout if proper
supports are lacking. To avoid employee burnout, companies should keep the question “Is
this realistic?” at the forefront of all steps of the process and ensure that employees are
maintaining an appropriate work-life balance.
4. Lack of leadership: Key leaders may leave an organization, forcing the remaining
employees to scramble to fill the gaps. Additionally, current leadership may lack effective
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communication or team building skills. Each scenario can make organizational change
more difficult.
5. Lack of understanding of planned changes: Employees expect well-planned and
predictable changes, so when surprises or missteps occur, they can lose faith in the process.
Creating a timetable for the changes and clearly articulating the problems that may occur
can help avoid these issues.
6. Difficulty changing the mission or values: During periods of change, some employees
may feel that the company’s mission doesn’t align with the new initiatives. This may cause
resistance to change.
How to overcome the challenges of organizational development
Communication
All new initiatives and their progress should be communicated and the management should include
updates at team meetings.
Marketing
All these changes and strategies must be explained so that each employee can understand and see
how he/she can benefit from them. By understanding the goals of the new business strategy,
employees will find it easier to embrace it.
Dispersion
In order for the information to reach all the functional groups of a company, management
representatives should either invite a team member from each group to participate in meetings or
create seminars where the new strategies will be presented to each group.
Change agents
A well-oiled planning and implementation system is vital during a time of change, that is why the
company should select a group of change agents from key position to help with this process.
Deliverables
Create final reports for everyone involved in the new business strategy. Each group must develop
their deliverables according to the goals of the group. For example, one deliverable can be to
increase sales by 5%. Another can be to lower costs by 5%. Milestones and goals. Employees
should be able to not only see the results of their work, but also be compensated for them. So,
taking this into account, the organization should create a few milestones and goals to measure
success throughout the year. The people who meet these goals should be recognized and rewarded.
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Conclusion
Organizational development is a process that involves the use of behavioral science knowledge
and practices to improve an organization’s health and effectiveness through its ability to cope with
environmental changes, improve internal relationships, and increase problem-solving capabilities.
It is a long-term effort that requires the support of top management and the participation of
employees at all levels of the organization.
Reference
• "15 OD Interventions Every HR Practitioner Should Know - AIHR"
https://www.aihr.com/blog/od-interventions/
• https://online.maryville.edu/online-masters-degrees/management-and-
leadership/resources/organizational-development-
guide/#:~:text=Organizational%20development%20is%20a%20planned,communicates%
20clearly%20to%20all%20employees.
• https://corporatefinanceinstitute.com/resources/management/organizational-development/
• https://www.growthspace.com/glossary/organizational-development
• https://study.com/academy/lesson/what-is-organizational-development-executing-
organizational-change.html.
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