Changing facets of Organizational Development
Jointly Submitted by;
Prof. (Dr.) Manoj Kr. Trivedi
H.N.B. Degree College
Dr. VSIPS, Kanpur
OD has experienced major changes through time; for that reason it is difficult to arrive at a clear and definitive definition of OD. Nevertheless, it is important to point out that OD is a managerial theory whose focus is satisfaction of both people and organizations. In addition, OD techniques are useful in any situation, but especially when a change occurs in the organization. This research paper tries to identify that whether ideologies of organizational development are changing with the changing requirement of a business enterprise and if with different requirements ideologies of organizational development keeps changing than what are the best prevailing ways to serve organizational development.
Changing facets of Organizational Development
"Organization Development is a process by which behavioral science knowledge and practices are used to help organizations to achieve greater effectiveness, including improved quality of life, increased productivity, and improved product and service quality. Its focus is on improving the organization's ability to assess and to solve its own problems. Moreover, OD is oriented to improving the total system - the organization and its parts in the context of the larger environment that impacts upon them." OD is not designed to solve a single or temporary problem in the organization. Its intention is to move the organization to a higher level of functioning - that is, to improve the performance and satisfaction of organization members. As it is possible to see in the next section, OD has experienced major changes through time; for that reason it is difficult to arrive at a clear and definitive definition of OD. Nevertheless, it is important to point out that OD is a managerial theory whose focus is satisfaction of both people and organizations. In addition, OD techniques are useful in any situation, but especially when a change occurs in the organization.
Evolution of OD
Over the past few decades, the theory of OD has grown larger and more diverse. The variety of new points of view and applications has increased, making it harder to define OD. Today, OD is being heavily influenced by other applied fields, such as human resource management, strategic management, organization design, and organization theory. During the 1950s and 1960s, OD principles were relatively coherent, and focused mainly on the social side of organizations. Since OD was based on group dynamics, many human process interventions were implemented. The best known are T-groups, process consultation, and team building. The emphasis was on humanistic values promoting openness, trust, and collaboration. In the 1970s, new concepts emerged, especially influenced by organization theory and the human side of technology. Examples of this period are structural change, employee involvement, and work design. As a result, the traditional OD values favouring humanism expanded to include concerns for organizational effectiveness and bottom-line results. In the 1980s, OD became a theory that many management consultants wanted to apply because it was relatively new, and successful. Consequently, more new concepts and opinions were aggregated to the current OD theory. Techniques for reward systems, career planning and development, and employee assistance programs showed up. The tools of organization theory and strategic management contributed to OD, along with organization design, corporate culture, strategy formulation and implementation, self-designed organizations, and transorganizational development. Besides, production concepts were incorporated, particularly process control and total quality management. The 1990s was the decade when the applied disciplines were used broadly by...
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