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Posted: February 13th, 2024

Three Models of Organizational Development

Introduction

This article shows the effectiveness of Organizational Development models in order with the example. In this article we have discuss the comparison of three OD models mentioning their effectiveness in order with example.

We live in a world that has been turned upside down. Companies are pouring money, technology, and management expertise into regions that were once off limits, acquiring new enterprises, forming joint ventures, creating new global businesses from the ground up. Many major companies are going through significant changes, including outsourcing, downsizing, reengineering, self-managed work teams, flattening organizations, and doing routine jobs with automation and computers.

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Change is avalanching down upon our heads and most people are utterly unprepared to cope with it. Tomorrow’s world will be different from todays, calling for new organizational approaches. Organizations will need to be adapting to these changes market conditions and at the same time coping with the need for a renewing rather than reactive workforce.

Organizations are never completely static. They are in continuous interaction with external forces i.e. Government, Stockholders, Unions, Competitors, Suppliers, and Customers etc. Changing consumer lifestyles and technological breakthroughs all act on the organization to cause it to change. The degree of change may vary from one organization to another, but all face the need for adaptation to external forces. Many of these changes are forced upon the organization, whereas others are generated internally. Because change is occurring so rapidly, there is a need for new ways to manage it.

Organizational Development is a relatively recent invention. It started in the late 1950s when behavioral scientists steeped in the lore and technology of group dynamics attempted to apply that knowledge to improve team functioning and intergroup relations in organization. (French and Bell, 1999).

Organizational development (OD) is an application of behavioral science to organizational change. It consists of a wide array of theories, processes, and activities, all of which are oriented toward the goal of improving individual organizations. OD focuses on carefully planned approaches to changing or improving organizational structures and processes, in an attempt maximize organizational effectiveness.

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Background of Study

In present era of cut throat competition, globalization, erasing trade barriers, rapid innovation, advancement in new technology, reduction in product life cycle and huge investment requirements to get entry into industry increase the essence of formulating an effective strategy in an organization in order to gain a competitive edge in market place. It is utmost important for each and every organization to be consistently competitive at the market place in order to save organization from entropy and make it possible for organization to constantly grow through application of Organizational Development concepts. Strategy is a comprehensive plan to achieve organizational goals or strategy is a comprehensive master plan stating how the corporation/organization will achieve its mission and objectives. It is not only important for any firm to develop an effective organizational strategy but also proper implementation and control mechanism is very crucial for success. Organization strategy is the one of element among various elements that may require OD interventions if not effective. According to Burke-Litwin model, organization may require first order or second order change or may require both(First order and Second order changes). If OD interventions directed toward structure, systems, and management practice result in first order change, if interventions directed toward mission, strategy, leadership, and organizational culture then result in second order change (French and Bell, Jr, 1999).

Companies today are exposed to much more rapid changes than they were decades ago. This development provides the reason to analyze approaches that help to overcome inflexible, conservatively-managed companies and lead change initiatives successfully. (Kotter, 1996).

Organizational Development is planned change in an organizational context. The development of models of planned change facilitated the development of OD. Models and theories depict, in words or pictures, the important features of some phenomenon, describe those features as variables, and specify the relationships among the variables. (French and Bell, 1999).

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Corporate restructuring, strategies, and development models may be based on various factors viz. Human Resource Management, Financial revamping, International competitive market, post merger and acquisition etc. The globalization, commercialization, privatization, and deregulation have changed the whole scenario as such change has become significant factor in business survival. This has brought far-reaching changes in economic structures and patterns of organizations. The OD is getting increasing attention as such it plays a key role in the description of recent developments. The institutions private or public now realize the recent trends and prospects and have started giving priority to OD. These organizations now adapt and act OD at their workplace by redefining its role in promoting efficiency and economic growth. The organizations, particularly those without strong change element are in favor of encouraging the vigorous growth of OD in corporate governance. The organizations they do not undertake measures to enhance their capabilities through planned change by employing OD risk not just being marginalized but also being completely bypassed in the new global order. The organizations those face severe competition today are completely dependent on behavioral interventions for organization improvement.

Conceptual Understanding of the Organizational Development

Organizational Development (OD) bridges an organization’s need for continuity and its need for growth. It helps the organization change to meet the changing demands of its internal and external environments (Culbert & Reisel, 1971).

Organizational development is a theory and practice of bringing the planned change to organization. These changes are usually designed to address an organization problem or to help an organization prepare for future. It is the one method of quickly bringing change, which focus on human and social aspects of the organization as a way to improve organization’s ability to adapt and solve problems.

Organizational development is both a professional field of social action and an area of scientific inquiry. The practice of OD covers a wide spectrum of activities, with seemingly endless variations upon them. Team building with top corporate management, structural change in a municipality, and job enrichment in a manufacturing firm are all examples of OD. (Cummings and Worley, 2005).

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Different theorists have provided with their own definitions of organizational development. Some definitions are :

Source

Definition

Porras and Robertson (1992)

Organizational development is a set of behavioral science-based theories, values, strategies, and techniques aimed at the planned change of the organizational work setting for the purpose of enhancing individual development and improving organizational performance, through the alteration of organizational members’ on-the-job behaviors.

Cummings and Worley (1993)

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[OD 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.

Burke (1994)

Organizational development is planned process of change in an organization’s culture through the utilization of behavioral science technologies, research, and theory.

French and Bell (1999)

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Organizational development is a long-term effort, led and supported by top management, to improve an organization’s visioning, empowerment, learning, and problem-solving processes, through an ongoing, collaborative management of organization culture-with special emphasis on the culture of intact work teams and other team configurations-using the consultant-facilitator role and the theory and technology of applied behavioral science, including action research.

It has learned from the above definitions that the primary distinguishing characteristics of the organizational development are as under [French and Bell, 1999]:

OD focuses on culture and processes

Specifically, OD encourages collaboration between organization leaders and members in managing culture and process.

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Teams of all kinds are particularly important for accomplishing tasks and are targets for OD activities.

OD focuses on the human and social side of the organization and in so doing also intervenes in the technological and structural sides.

Participation and involvement in problem solving and decision making by all levels of the organization are hallmarks of OD.

OD focuses on total system change and views organizations as complex social system.

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OD practitioners are facilitators, collaborators, and co-learners with the client system.

An overreaching goal is to make the client system able to solve its problems on its own by teaching the skills and knowledge of continuous learning through self-analytical methods. OD views organization improvement as an ongoing process in the context of a constantly changing environment.

OD relies on an action research model with extensive participation by client system members.

OD takes a developmental view that seeks the betterment of both individuals and the organization. Attempting to create “win-win” solutions is standard practice in OD programs.

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In the 1970s, organization development evolved as separate field that applied the behavioral sciences in a process of planned organization-wide change, with the goal of increasing organization effectiveness. Today the concept has been enlarged to examine how people and groups can change to a learning organization culture in a complex and turbulent environment. Organization development is not a step-by-step procedure to solve a specific problem but a process of fundamental change in the human and social systems of the organization, including organization culture. It is a process in a sense that a process is an identifiable interrelated event moving toward some goal or end. Organization development is a journey, not a destination. It is an unfolding and evolving series of events. Every organization program is unique because every organization has unique problems and opportunities. Yet all organization development programs are identifiable flow of interrelated events moving over time toward the goals of the organization improvement and individual development.

Organization development is an organizational improvement strategy, which is about how people and organization function and how to get them to function better. The field is based on the knowledge from the behavioral science disciplines such as psychology, social psychology, sociology, anthropology, systems theory, organizational behavior, organization theory and management to create trust, open conformation of problems, employee empowerment and participation, knowledge and information sharing, the design of meaningful work, co-operation and co-ordination between groups and full use of human potential.

Organizational Development can help groups and individuals improve various aspects of organizational life necessary for success, including culture, values, and systems and behavior. The goal of O.D. is to increase organizational effectiveness and organizational health, through planned interventions in the organization’s processes, operations, and behavior. Most often, O.D. services are requested when an organization (or a unit within an organization) is undergoing a process of change.

Organizational Development services can assist in having a positive impact on most, if not all, factors that contribute to high performance. These include:

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