"Organizational Development and Behaviour1 Table of ContentIntroduction ........................................................................................................... 3Discussions ............................................................................................................ 4Conclusion .......................................................................................................... 20Reference List ..................................................................................................... 212 IntroductionOrganization Development is a management concept dedicated to improvingeffectiveness and overall productivity in any organization. It has its roots inbehavioral science. It includes a set of planned change interventions thatimproves the organizational effectiveness and well-being maintenance ofemployees.Several OD definitions have been presented and the continuing newapproaches as well as techniques has blurred all the boundaries of this field ofmanagement.OD is focused on improving three aspects of any organizationsnaming: strategies, design components and processes. It is addressed towards anorganization or may be a department, team. “This system wide applicationfollows from an open-systems approach towards organization”. OrganizationDevelopment has become of immense significance today as an effectiveorganization should be able to meet its requirements today and should be alsoready for tomorrow (Alsop & Smith, 2016). OD drives adaptability and helpsthe change smoothen out in the organization.The assignment shall deal withconcept of organizational development and behavior as well as commonintervention technique used in organization development.When talking aboutorganization development concept, the assignment shall touch upon the conceptof “organizational climate” which is the personality of the organizationitself.The assignment shall also discuss Team Development and Group Process 3 Interventions as part of organization development intervention technique. Itshall also cover some of the usefulness, success and failure of this technique.DiscussionsThe assignment shall cover the concept of “organizational climate” in context toorganizational development and behavior prevalent in present time.OrganizationDevelopment took its roots from study of human relations back in1930s.Psychologists slowly had woken up to the influence the organization hason workers and vice versa. They realized that every organizational process andstructure within the organization had a great influence on every worker.Thusthey understood and derived through extensive study that some of the keyconcepts of organization development are organization climate(the personalityof the organization, the mood which includes the attitude and beliefs oforganization which influenced the workers or employees? collective behavior),organizational culture(the mission, vision of organization, the deeply seatednorms and behavior exhibited by members) and the organization strategies(Yamanet al. 2016)Organization change is the movement of the organization from its present stateto a future state whereby his effectiveness and productivity is improved.Organizational climate is the carrier of the change. Often the change is resistedowing to various factors but more open the organization is to change the betterand smoother the change shall occur.There is lot of difference in approach 4 regarding the concept, dimensions & measurement of organization climateamong researchers. Over the last three decades, as many questions have beenraised as they have been answered. The concept of organizational climate hasraised many different other concepts within the field of organizationaldevelopment as well. All of them are well linked too in terms of comprehensiveand systematic manner. For example, organizational climate cannot bedistinguished from motivation, satisfaction, attitude, process, structure etc.prevalent in the organization (Wan, 2016).Every organization differs from other not only in terms of structure but mostimportantly, also in behavior, attitude invoked in people. Such factors aremostly physiological factors. In fact, every individual job responsibilities addedto their personalities projects a climate which is of significance both to him andthe organization as a whole. Meaning, any change in the organization leads tochange in attitude and behavior of individual as well.Kurt Lewin, also known asfather of OD gave the ideas of present day OD in mid-thirties. He studiedindustrial psychology and mentioned, what we refer to today as in Lewin?stheory; the effects of environmental factors on behavior. He linked the behaviorto the environmental structures. He wrote “To characterize properly thepsychological field, one has to take into account such specific items asparticular goals, stimuli, social relations, as well as more general characteristicsof the field as the atmosphere or the amount of freedom. These characteristics of 5 the field as a whole are as important in psychology as, for instance, the field ofgravity for the explanation of events in classical physics. Psychologicalatmospheres are empirical realities and are scientifically describable facts(Rhoden, 2016). Even in writings of Shah, Anwar &Irani, (2017), he clearly argued that behaviorcould be interpreted if it was related to behavioral environment.To understandthe climate concept, it is necessary to understand some theories which havetouched concepts related to climate theory. Some of the theories demonstratethe capability of integrating the climate theory within themselves. In other, it isevident that though they are related in intent but individual in focus. They could be filed under three categories:a. Theory of Individual Behaviourb. Management Theoryc. Organizational TheoryTheory of Individual Behavior – Vroom?s model(1964) also acknowledges theimportance of situational variables. His cognitive theory is based upon aperson?s choices, valences, instrumentalities and expectancies. His twopropositions are: 6 PROPOSITION 1: The valence of an outcome to a person is a monotonicallyincreasing function of the algebraic sum of the products of the valences of allother outcomes and his conception of its instrumentality for the attainment ofthese other outcomes. PROPOSITION 2: The force on a person to perform an act is a monotonicallyincreasing function of the algebraic sum of the products of the valence of alloutcomes and the strength of his expectancies that the act will be followed bythe attainment of these outcomes (Biggs, Swailes, & Baker, 2016).Management Theory – Various organization theorists interested in managementprocess described the indirect and subtle effects of management practices on theattitude and behavior of junior employees.Thomsen, Karsten&Oort, (2016), used the term “organization culture” in theirmanagerial grid stating, “when a manager sees his responsibility as that ofmanaging a culture rather than just managing people to get work out of them,the basic unit of development is no longer the individual considered separatelyand alone." There was a shortcoming to this though, they did not explain whatthis meant for people. Also, it is difficult to gauge how the manager wouldconnect the organizational elements with individual elements to carry out hisduty? 7 Organizational Theory - “Large organization is loose organization. Nay, itwould be almost as true to say that organization is always disorganization”(Chumget al. 2016).This theory views organizations as systems for making decisions and deal withthem in tandem to climate. This theory mostly concentrates of organizationalstructure. De Vries& Van der Poll, (2016), distinguish eight such dimensionsfor structure. They explain situational influence on behavior. They are:1. Locus of formal authority 2. Time span of responsibility 3. Specificity ofgoals 4. Number of levels of hierarchy 5. Standardization of procedures 6.Quantity of formal rules 7. Span of control 8. Rule of specialization Likert in his theory (1967) mentions the above as climate variables. He states:”The intervening variables reflect the material state and the health of theorganization e.g. the loyalties, attitudes, motivations, performance goal, andperceptions of all members and their collective capacity for effectiveinteraction, communication, and decision making. The structural variables wereconsidered as causal variables and the end results such as productivity, costs,profits etc., as dependent variables.” As is clear, Likert considers climate as thelink between structural attribute as the effectiveness of the organization. Lee,Tui, & Sharif, 2016). after conducting an experiment proved that (a) if the 8 climate was innovative, the performance was more predictable (b) if climatewas more consistent, the performance was higher and (c) different climatemeant that different methods to solve problems would be sought out.According to Drake & Pritchard, (2016), climate was “The term organizationclimate refers to a set of measurable properties or work environment, perceiveddirectly or indirectly by the people who live and work in this environment andassumed to influence their motivation and behaviour.” Their model fororganizational climate is considered groundbreaking research in this field.Bergmannet al. (2016), explained that organizational climate refers to collectivequality of the individuals of the organization. It simply meant values or themeanings of a set of characteristics of the environment. Thus, the climaterepresents the organization as people seek it in a holistic and global sense. Inaddition to this it also explained it as a set of attributes specific to anorganization that may be deciphered from the way that organization deals withits members and its environment. For members within the organization, climatemeant set of attitudes and expectancies that rendered an organization both staticand dynamic characteristics. Thus, it is safe to say that organizations aredifferent owing to different behaviors that are induced. Since managementdefines the climate in an organization, changes in organizations and behaviorsin them are significant.9 Three such models are:Autocratic, custodial and supportive. In autocratic climate, manager is the soleauthority. Management thinks it knows best and employees should follow allorders. In such an environment, employee orientation(expected) is obedience.Employees are dependent on boss; their met needs are subsistence. Hence, theemployee performance is met at minimum level as well.In custodial climate,everything is dependent on money. In this climate, met needs of employees arereasonable. Employee performance is never actualized but they may be happy.It is a flawed climate.In supportive model, the management provides a suitableenvironment to the employees to grow and reach their capability. Employeesremain motivated and they tend to participate and involve themselves in interestof the organization (Ille, Risso& Sanchez Carrera, 2017).Campbell and other theorists identified the following four dimensions oforganizational climate:“1. Individual autonomy based on factors of individual responsibility,independence, rules, orientation, and opportunities for existing individualinitiative. 2. The degree of structure imposed upon the position - based onfactors of structure, managerial structure and closeness of supervision. 3.Reward orientation - based on factors of reward, general satisfaction,promotion, achievement orientation, and being profit minded and sales oriented. 10 4. Consideration, warmth and support - based on factors of managerial support,nurturance of subordinates and warmth and support (Taylor, 2016)”.Companyclimate and productivity – Five aspects of organizational climate affectproductivity. They were – employee welfare concern, skill development,reflexivity, innovation and flexibility & performance feedback. (Hall, 2017).Only companies which were productive were the ones which lay emphasis onthe above. Thus, it is clear by now that diffused pattern of studies and theresearch results all point more or less towards the same thing that climatemainly consists of the aspects of social environment that are consciouslyperceived by members of the organization.“The essential task of management iscreating opportunities, releasing potential, removing obstacles, encouraginggrowth, and providing guidance.”To improve performance, the route is improving work climate. Work climateaffects work behavior and workers. “A positive work climate is conducive tocreative, productive work; it is a cooperative, civil workplace that is relativelyfree from bad mouthing, backstabbing, or petty bickering.” A good workclimate leads to motivation in employees, who; would then put in extra effortand with improved capabilities will provide improved job results.A workclimate is created by the organizational factors. They could be history of the 11 organization – its founding, successes, reputation and story of setbacks as wellas turnarounds. Another reason could be the culture itself. As described byAlsop & Smith, (2016), culture? „refers to the deep structure of organizations?,referring to shared values, work values, traditions and even assumptions andbeliefs. Management strategy and structure also lends the climate in theorganization a flavor. The growth and job opportunities, roles andresponsibilities along with their descriptions, appraisal and reward policies etc.The external environment also could affect the climate of the organization by itsbroader context of policies, regulations, politics, social barriers etc. Finally, themost crucial factor contributing to the climate of the organization- the managerhimself. His competencies and temperament in team handling. Manager?scompetencies and practices have the most influence in a group?s work climate.The same climate could lead the managers to improved team performance andeffectiveness (Wan, 2016).12 1. Organization Development is an effort, planned, organization-wide, andmanaged from the top, to increase organization effectivenessand health through planned interventions in the organization'sprocesses, usingbehavioural- science knowledge.(Rhoden, 2016). Organization Development is a long- term effort, led and supported by topmanagement, to improve an organization?s visioning, empowerment, learning,and problem-solving processes, through an ongoing, collaborative managementof organization culture. It pays special emphasis on the culture of intact workteams and other team configurations by using the consultant facilitator role andthe theory & technology of applied behavioural science, including actionresearch.Organization Development is set of planned activities followed by allmembers of the organization.The most critical three components of allOrganization Development programs are:Diagnosis, Intervention and ProgramManagement. Organizational interventions are sets of structured activitiestargeted to a group, mostly teams or departments, who engage in them with theoverall goal of organizational improvement. These structured activities are onlydoctored to the organization by experienced consultants. Sometimes theconsultants use just one intervention techniques sometimes multiple incombination simultaneously. 13 Organization Development intervention techniques may be applied on largesystems (example organizations), group (department) or individual. ODintervention techniques could be systemic interventions, people interventions orprocess interventions. Systemic interventions are the interventions followed tobring about a change insystems being followed to prepare the entity for a betterfuture with the desired incorporated changes. People interventions are toenhance people productivity. Process interventions improve a present process interms of quality, time and cost.There are fourteen types of organizationaldevelopment interventions. Some majorly used ones are-diagnostic activities,team-building activities, intergroup activities, survey feedback activities andeducation &training activities and structural activities among few (Wan, 2016).Diagnostic Activities: Fact-Finding activities designed to ascertain the state ofthe current system, The find the "Way Things Are." Available methods rangefrom projective devices such as build a collage that represents for you yourplace in this Organization to the more traditional data collection methods ofInterviews, Questionnaires, surveys, and Meetings.Team-Building Activities: Activities designed to enhance the operating systemof teams. They may be task Issues, such as the way things are done, the neededskills to accomplish tasks, the resources necessary for task, allocation of tasks,accomplishments; or they may relate to the nature and quality of the 14 relationships between the team members or between members and the leader.Again, a wide range of activities is possible. In addition, consideration is givento the different kinds of teams that may exist in the organization, such as formalwork teams, temporary task teams, new teams and cross-functional teams. Intergroup Activities: Activities designed to improve effectiveness ofinterdependent groups. They focus on joint activities and the output of thegroups considered as a single system rather than as two subsystems. When twogroups are involved, the activities are generally designated intergroup orinterface activities; when more than two groups are involved, the activities areoften called organizational mirroring.Survey Feedback Activities: Related to and like the diagnostic activitiesmentioned in that they are a large component of those activities. However, theyare important enough to be considered separately. These activities center onactively working the data produced by a survey and designing action plansbased on the survey data. Education and training activities: Activities designed to improve skills, abilities,and knowledge of individuals. There are several activities available and severalapproaches possible. For example, the individual can be educated in isolationfrom his or her own work group (say, in a t-group comprised of strangers), orone can be educated in relation to the work group (say, when a work team learnshow better to manage interpersonal conflict). The activities may be directed 15 toward technical skills required for effective task performance or may bedirected toward improving interpersonal competence. The activities may bedirected toward leadership issues, responsibilities and functions of groupmembers, decision making, problem solving, goal setting and planning, and soforth. Structural Activities: Activities designed to improve the effectiveness of thetechnical or structural inputs and constraints affecting individuals or groups.The activities may take the form of (a) Experimenting with new organization structures and evaluating theireffectiveness in terms of specific goals or (b) Devising new ways to bring technical resources to bear on problems. The assignment is focused to discuss “team building” activities as intervention.Team development and group processes interventions aim at improvingdifferent aspects of a group performance, such as goal setting, development ofinterpersonal relations among team members, role clarification and analysis,decision making, problem solving, and communities of practice, among other.One of the most important objective of team building interventions relies onimproving interdependency of team members. The underlying premise is thatthe aggregated value of the team is much greater than any individual. Accordingto Drake & Pritchard, (2016), team building is applicable where group activities 16 are interdependent. The objective is to improve the coordination efforts ofmembers, which will result in increasing the team?s performance”. Team Building activities are designed to enhance the ways the teams function.They focus solely on task-related issues like relationship between team member,their leader and team itself, skills and resources required, effectiveness of teamsetc."Teamwork doesn't happen automatically, and it doesn't result just from theexhortations of a single leader. It results from members paying attention to howthey are working together, issues that block teamwork and working themthrough, and consciously developing patterns of working together that allmembers find challenging and satisfying (Taylor, 2016).Teams often get road blocked on its path of performance owing mostly to groupdynamics. It lowers their morale, motivation, enthusiasm, productivity as wellas satisfaction from job. Group process facilitation then comes handy. During ateam meeting, group change activities, insight oriented activities andexperiential activities are usually use by a specialist, an OD consultant, to makethe team members aware of their own unique styles when communicating,collaborating, in groups and in conflict resolution. Members develop increasedsensitivity towards each other?s? styles and develop understanding of their own 17 team members. This brings about cohesiveness within the group as well ascoordination to work towards a common objective. Individuals develop greaterself-awareness and the group quality changes for the better.Team buildingfocuses on identification of challenges related to task performance and laysdown concrete plans for their elimination as well. A team building programmedeals with new problems everytime. It is an effective technique by whichmembers of an organizational group diagnose how they work together and planchanges that will improve their effectiveness. Team building exercises attemptto improve effectiveness of teams by allowing the members to concentrate onsetting goals or priorities for organizational groups, by also analyzing orallocating the way the work is performed, by examining the way the group isfunctioning, and last but not the least by also examining the relationships amongthe people in the team doing the work.Thus, the chief objective of team building is to help the group members inexamining their own behaviour and developing plan of action that would fostertask achievement.Sharing emotions in a group may be effective however, too much sharing ofemotions could be destructive and unproductive as well. It could lead to furtherconflicts that groups tend to avoid such groups often known as T-groups did notwork well in organizations as because they gave rise to emotional conflictinstead of task conflicts. This further led to non-cooperation among team 18 members and loss of coordination, hence, losing out on task goals. Teammembers blocked the performance of other by deliberately blocking work,keeping task at hand longer than needed, trust and freedom of expression waslost owing to intolerance.19 ConclusionTo conclude, organizational development came across as a thorough processvery much relevant to today?s age. The concepts born in mid-thirties still holdhandy. The process comes into play on identification of a problem by theorganization which recognizes presence of an issue that needs to be checked orto prepare for the future new organization with revamped values among itsworkforce. A plan of action is important to start the process of change inorganization behaviour and that change must come in the climate of theorganization itself.The organization climate is the carrier of the organizationtowards the planned change. It is the actual environment where the changesplanned are implemented. Implementation occurs via various interventionsamongst which team building interventions are crucial. In an environment ofchange it is easy for the team to lose track of why it was created. It may becomeconfused to what its line of action should be in the changing environment.Specialists or OD consultants then come in play and correct their behaviourthrough team activities, group meetings etc. which make them self-aware andshed light also on the group behaviour by use of effective techniques.20 Reference ListAlsop, M., & Smith, G. (2016). A Field Guide for OrganisationDevelopment: Taking Theory Into Practice. Routledge.Bergmann, A., Grossi, G., Rauskala, I., & Fuchs, S. 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