Organisational development and organisatins effectiveness and viabi

arrangingal information and organisatins force and viabiThe most bizarre thing about Organisational tuition is that in that location is non a single commentary capable of explaining it properly in simple terms Organisational study can be regarded as aforethought(ip) variety show concept, organisation wide effort to growing an organisations effectiveness and viability. Organization outgrowth is interdisciplinary in nature and draws on sociology, personality, psychology, and theories of motivation. It is considered both applied behavioural science focused on understanding and managing organisational change as well as a field of scientific study and enquiry (en.wikipedia.orgwiki/organization_development). Kurt Lewin (1898-1947) is credited with the origin and development as it is his work on Group dynamics and Action-Research which corroborates the basic OD exclusivelyt. passing play through the history it would be worth maxim that 1960s were the Influential period of T - congregation which saw the inculcation of Lewins Force Field analysis and organisational theory (Lawrence and Lorsch, 1967 Argyris, 1962 Harisson, 1963, 66). think change approach coined by Kurt Lewin is corroborated by the humanistic and democratic values and had its focus upon resolving group issues and improvement through the involvement of managers, employees and a change consultant (Bernard Burnes, 2004). Till 1980s aforethought(ip) Change was the dominant approach to manage organisational change, however by 1980s it confront harsh criticism regarding the ability to stand for the organisations operating in dynamic and unpredictable environss.This essay will discuss the origin and objectives of Organisational development. Going further insights will be develop regarding the evolution of organisational development and its present scenario. Critical evaluation and comparison will be done in redact to determine the disagreeence between the present one and the original deve loped and to understand whether Organisational development still hold its purpose and coherence.ORGANISATIONAL DEVELOPMENTIt will be worth saying that it is an uphill task to put Organisational development under a single definition. In an organisation team building with top incorporated attention, Job enrichment in manu featureuring argon all examples of Organisational development (Cummings and Worley). Some definitions of Organisational development are described as under Organisational development is a Planned puzzle out of change in an organisations culture through the utilization of behavioural science technology, research and theory. (Warner Burke)Organisational development is An effort (1) planned, (2) organisation-wide, and (3) managed from the top, to (4) increase organisational effectiveness and health through (5) planned interventions in the organisations processes using behavioural science knowledge. (Richard Beckhard)Organisation development refers to a Long-range effo rt to improve an organisations problem-solving capabilities and its ability to care with changes in its external environment with the help of external or internal behavioural-scientist consultants, or change agents, as they are sometimes called. (Wendell cut)Organisational development is Long term, planned changes in the culture, technology and management of a total organisation or at least significant part of the total organisation. (Jamieson, Bach Kallick and Kur, 1984)From the above explained definitions it is quite obvious that all of them differ on several important dimensions such as some focus on culture, some on the importance of top management support bit other on the importance of technology, there is no doubt that do exhibit some common features Organisational development is implicated with managing planned change targeting organisation-wide issues, problems and challenges.Organisational development is basically a data-driven process, collected through process of acti on research by ways such as observations, assessments and values.Intent of organisational development to improve organisational effectiveness and it serves the purpose of both the creation as well as the subsequent reinforcement of change.Organisational development is concerned with the change in strategy, structure and/or process of an entire administration.Organisational development is based upon the application and transfer of behavioural knowledge and practice such as leadership, group dynamics, and organization design.(Cummings and Worley, 2005)An attempt have been do by Cummings and Worley to incorporate most of the views expressed in various definitions through the very definition explained below Organisation development is a system wide application and transfer of behavioural science knowledge to the planned development, improvement, and reinforcement of the strategies, structures and processes that lead to organisation effectiveness.Organisational development had its ori gin in the 1960s when the direct of Organisational health preponderant. Organisational development tends to works by acknowledging the dysfunctions and correcting them in order to retain equilibrium. Initial approaches to Organisational development was developed on the theories of Kurt Lewin who described it as a planned change and is based on Field theory, Group dynamics, Action Research and Three step model. Apart from significant work carried out by Kurt Lewin there are other prominent researchers in this field such as Bullock and Batten(1985) who proposed a four frame model of planned change geographic expedition phase, Planning phase, Action phase and Integration phase. It will be worth mentioning that in spite of the extensive work carried the focus was on change at Individual and Group level ignoring the organisations in their entirety.The main objectives of Organisation development are to address and smoothen the process of change that will in acidulate help the organis ation to achieve greater effectiveness.Evolution of Organisational studyOrganisational development have emerged from five basic backgrounds or stems as described below (Cummings and Worley) ripening of National Training Laboratories (NTL) and development of training groups known as T-groups.This very stem of Organisational development pioneered the T-Group a small, unstructured group in which the participants are expect to gain from their own interactions and developing dynamics such as interpersonal transaction, leadership, and group dynamics. With the passage of time T- Groups have declined on their importance as OD intervention and is often associated with the reputation of Organisational development as touchy-feely process. The practical aspects of T-Group organisations are better known as team building and worth saying that it is one of the institutionalized forms of Organisational development today.Inculcation of action research as a way of applying research to managing ch ange. An important feature of action research was survey feedback.It was well-understood that in order to manage change research needs to be in close ties with action. Action research was seen as two-pronged process and it focuses on the fact that change requires action that can be achieved by carefully analysing the situation properly, olfactory propertying out for all the possible alternatives and going for the most apt. to situation at hand (Bennet, 1983). Action research stresses that change can only be effective if it is taken at the group level by involving concerned ones and it must be a participative and collaborative process. (French and Bell, 1984 Lewin, 1947b). One of the key components of action research studies was the systematic collection of survey data that was fed back.The third one is associated with a normative view i.e. One best way to manage organisations.The third stem that popped out was the normative view which closely held the view that Human relations app roach represents a One best way to manage organisations. Furthermore, this normative belief was illustrated by through Likerts Participative Management style i.e. Participative Group systems and Blake and Moutons Grid OD program with organisational effectiveness. (R. Likert, 1967 R. Blake and J. Mouton, 1964)The fourth stem can very well be described as the approach focusing on quality of work sprightliness and productivity.This very stem or we can say the background to OD can be described under two phases that initially took off by the projects developed and their emergence in 1950s, 60s and lasted until mid 1970s. This phase of QWL programs were concerned with providing employees high levels of discretion, task variety and feedback about results. One of the main characteristic of QWL was Self-managing groups as a form of work design. It lost its importance during 1970s due to other important and emerging issues such as inflation and energy costs. Second phase of QWL extended its s cope and inculcated other features such as work flows, reward systems, management styles that effect employee productivity and satisfaction and is known by the term Employee Involvement. (Cummings and Worley, 05)The fifth part and last stem of organisational development involves strategic change and organisation transformation.The latest of Strategic change background have an overarching influence on Organisational educations evolution. In authoritative scenario the environments known as technological, socio-political environments are more complex and uncertain than ever before which in turns calls for planned change process and strategic perspective from Organisational development (D. Naddler, 1988). Strategic change intervention helps to improve both the organisational effectiveness and its relationship to its environment. Moreover, Strategic changes to organisational development have made its presence felt in mergers and acquisitions, coalescence formation. (M. Marks and P.Mir vis, 1998).All the above explained five stems have great influence on the current practice of organisational development as well as by the trends that are responsible of shaping change in the organisations. The commonality between all the backgrounds is that all wholeheartedly support the transfer of knowledge and skill to the customer system and making them capable of managing better change. This field of organisational development is on a growth spree as it can be witnessed through the sassy researchers, theorists, practitioners who are building their work on the work of early pioneers and making it perfect for the contemporary situations.FindingsOrganisational change as a planned discipline is concerned with the application of behavioural knowledge and practice in order to help organisation to achieve greater effectiveness but growing with the evolution phase, up-to-date phase of organisational development goes far beyond its humanistic origins and it will be worth saying that as now a days practitioners of Organisational development took a more prescriptive approach as compared to early pioneers of Organisation development who took analytical approach. Lawrence and Lorsch (1969) draw organisational development in terms of activities at three interfaces Organisation to environment, Group to group, and Individual to organisation. Till 1980s planned change approach as coined by Kurt Lewin with its set of tools, techniques and practitioners was the dominant approach in managing organisational change unless it faced criticism from certain quarters regarding its inability to cope up with emerging and coercive situations such as dynamic and unpredictable environments. Even in todays scenario there is a continuing argument over the proper definition, its state of art and the skills required for practising it. Despite certain limitations cited who have opposed it by saying that Planned change is more flexible and holistic approach than it is being considered an d is en route on a transition phase from being a mixture of certain devices to becoming a mature, usable set of principles and procedures for organisational change (Cummings and Worley, 2001 French and Bell, 1995 Robert L.Kahn, 2002). The problems cited with Planned change to change are that it was developed for the organisations operating in Top-down, arbitrary environment (Wooten and White, 19998). It also have been criticized on the other note that it is more emphasized on Incremental and isolated change rather than its ability to cope up with more radical and transformational change (Dawson,1994 Schein,1985). Planned change is more suitable for the group and individual context but lacks strength for system-wide change. One of the problems of organisational development is the inclusion of conversational and commercial terms as independent variables such as T-Group training as a number of activities lies with the preference of trainer itself (Back, 1972). former(a) problem that can be cited is that Organisational development relies too much on the expertise and experience of trainees and change agent. Though often the process of planned change in terms of three successive phases Unfreezing, Moving and Freezing is often quoted without proper understanding of it as well as the Lewinian quasi-stationary equilibrium is often seen but without undergoing any proper system conceptualization calls for more serious attention so that a more holistic approach can be developed in managing Organisational change.In a nutshell, it can be said that it is not fruitful to look solely at group and individual level, the need is to look for the organisations in their entirety as seen from the concepts developed by Kurt Lewin. Organisational development practitioners have understood the importance of understanding organisational culture and organisational learning. The concepts coined by Kurt Lewin and others pioneers in this field are still relevant and needs a more in-depth understanding. The need of the hour is the conjugation of the emergent approaches such as punctuated-equilibrium, continuous transformation models with the existing approaches so that more benefits can be realized in terms of organization effectiveness by achieving planned organisational change. In the end it is worth mentioning that organisational development is not that Strategic and this is the prime reason why Organisational development have lost its purpose and coherence. Though there has not been a single approach for Organisational Development but the combination of all the approaches make it a very coherent approach and it needs to be developed with the ever changing scenario so that naught affects its suitability.References en.wikipedia.orgwiki/organization_development.Lawrence and Lorsch, 1967 Argyris, 1962 Harisson, 1963, 66Bernard Burnes, 2004 Managing ChangeW.Burke, Organisation Development Principles and Practice (Boston Little,Brown, 1982) Cummings and Worley (Orga nisation development and change, 2005)W. French, Organization development objectives, Assumptions, and Strategies, California Management Review 12,2 (1969)23-24 Cummings and Worley (Organisation development and change, 2005)R. Beckhard, Organisational Development Strategies and models (Reading,Mass Addison-Wesley, 1969) Cummings and Worley (Organisation development and change, 2005)(Jamieson, Bach Kallick and Kur, 1984) Introduction and overview of Organisational Development as a data driven approach for Organisational change ( Janine Waclawski, Allan H.Church)Cummings and Worley (Organisation development and change, 2005)Bullock and Batten, 1985 Bernard Burnes, 2004 (Managing Change)French and Bell, 1984 Lewin, 1947b Cummings and Worley (Organisation development and change, 2005)R. Likert, 1967 R. Blake and J. Mouton, 1964 Cummings and Worley (Organisation development and change, 2005)D. Naddler, 1988 M. Marks and P.Mirvis, 1998 Cummings and Worley (Organisation development and ch ange, 2005)Cummings and Worley, 2001 French and Bell, 1995 Robert L.Kahn, 2002Wooten and White, 19998 Organisational development Some problems and proposals, (Robert L. Kahn,2002)Dawson,1994 Schein,1985 Organisational development Some problems and proposals, (Robert L. Kahn,2002)Back, 1972 Organisational development Some problems and proposals, (Robert L. Kahn,2002)