Define Organizational Development.

Define Organizational Development. Describe various phases of OD
programme being conducted in your organisation or the organisation you are
familiar with. List out the benefits of OD programme's to the organization. Briefly
describe the organization you are referring to.


Organizational development (OD) is a term most commonly used when
referring to building capacities of an organization. Organization Development is the
attempt to influence the members of an organization to expand their candidness with
each other about their views of the organization and their experience in it, and to take
greater responsibility for their own actions as organization members. The assumption
behind OD is that when people pursue both of these objectives simultaneously, they
are likely to discover new ways of working together that they experience as more
effective for achieving their own and their shared (organizational) goals. And that when
this does not happen, such activity helps them to understand why and to make
meaningful choices about what to do in light of this understanding.
OD is about managing change in a systematic and planned way. The purpose of
change for an organization is to evolve and to increase its positive impact on the lives
of vulnerable people. The goal of changing is to become more effective, viable,
autonomous and legitimate.
OD helps solve both specific and systemic problems like:
unclear vision and strategies causing confusion among the ranks
weak or slow implementation of strategies
mistrust and recurrent conflict between divisions, levels, teams
dissatisfied customers from weak Quality practices and culture
inappropriate measures leading to misguided managers and employees
too much change too fast (growing pains, restructuring, etc.)
high stress from the board room to the mail room
slow decision making processes causing missed opportunities
insufficient creativity or synergy in teams to meet challenges effectively
management practices not in sync with the organization's stage of maturity
low morale and productivity
unskilled labor and wasteful processes
I am familiar with Zenith Computers, headquartered in Mumbai, India, is 25 years old
with a turnover of Rs. 3 Billion. Zenith Computers has 1000 employees spread all over

India in its 15 offices and manufacturing plant in Goa.Zenith's 40,000 sq ft, ISO 9001 +
14001 state-of-the-art manufacturing plant in Goa is one of the most comprehensive in
the PC industry. Zenith has 800 Authorized Dealers and 350 Exclusive Retail
Showrooms called "Zenith PC World" across India.
Phases of OD Programme At Zenith
1: Recognition: Recognition of a need for change can be brought about by many
different events. An updated disaster assessment, a budget analysis, or periodic audits
may reveal problems which must be dealt with. It is important that managers identify
sources of feedback so that an information system can be developed and the need for
change can be identified promptly.
2: Diagnosis of Problems: Before appropriate action can be taken, the problem is
defined and all its aspects are examined. To diagnose the problem:
identify the problem;
determine what must be changed to resolve it; and
determine what objectives are expected from the change (and how they can be
measured).
3. Planning for Change: When the real problem of the organization is identified, OD
consultant plans the various courses of action in the light of these problems. Since
there are many techniques involved programme, attempts are made to transform
diagnosis of the problems into proper action plan involving over all goals for OD,
determination of the approach suitable for attaining goals, and sequence for
implementing the approach.
4. Intervention in the System: After the techniques for OD programme and time
sequence are determined, OD consultant attempts to change the organization and its
people. It is a long affair and hence a gradual process. For example, most OD
programmes begin with training the people in the light of the proposed organizational
change. Gradually intervention may be attempted at all the three level – individual,
group and organization.
5. Evaluation and Feedback: OD work must include a high degree of accountability
for results. Processes, results, successes and failures should be measured and
documented. Progress of implementation as reflected in data associated with indicators
should be monitored and adjustments should be made as needed.
Careful monitoring and evaluation of the results of OD programmes provide feedback
regarding what is going on. When any discrepancy appears between what is intended
and what is happening, the change agent goes back almost to the first step, that is
problem identification and diagnosis, though in this case, work involved may be slightly
different. In the very beginning of problem identification and diagnosis, emphasis is
more on data collection and its analysis; at this stage, emphasis may be more on
analysis of OD programme techniques themselves. Moreover, feedback can be used as
an energizing factor which will indicate what further action is necessary. Most common
techniques for getting feedback are critique sessions, systematic appraisal of change
efforts, and analysis of pre-training and post-training behavioural patterns based on
actual operation.
Benefits of OD
adapt to the accelerating rate of change brought about by market forces
embrace the demands of new technologies and processes
make long-range comprehensive transformations vs. quick fixes
initiate and manage change, particularly, complex change
foster employee alignment and commitment to new ways of working
expand everyone's ideas, beliefs, and behaviors to solve problems
develop the organization's fitness for continuous innovation and renewal.