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Explain the steps in implementing Organisational Development.
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(1) Plan the change processes- done primarily by trained consultants (behavioural scientists) advising the top management who approve the programme.
(2) Change the attitudes and habits of individuals-the way people treat one another.
(3) Change the group climate or culture (the collective attitudes and habits of individuals).
(4) Work out new structures such as: (a) sub goals (products, types of patient care, allocation of budget money), (b) who does what (a) new specialisation pattern), and © who has the final authority over whom; and
(5) Solve day-today problems involving: (a) new demands from out side the organisation, and (b) new discoveries or demands from inside the organisation.
There are several items unique to the O.D. concept. The focal point of attention with O.D. is at the top of the management hierarchy and this approach views the organisation as a total system. Management role behaviour is considered a significant variable; Learning is primarily on the job. The trainer or the initiator of changed behaviour is known as a 'Change Agent'. He is one outside of the organisation who has expertise in interpersonal development. He determines the techniques to be used initially in starting the analysis and interaction of O.D.
Team-building, consensus, openness, feedback, trust, confrontation, inter-group conflict, and strategy are important ideas which are frequently mentioned in O.D. sessions. Sensitivity training is the educational techniques most used in O.D. Besides role playing, 'survey feedback'and 'grid training' techniques are also used.
Once the programme of O.D has begun, organisation members become highly active in investigating their own attitudes and habits in relation to attitudes and habits of others As the organisational members diagnose their own attitudes and habits and those of others, they give each other feedback and their project techniques to meet the deficiencies that become obvious in their international relations.
