Managerial Grid:

One of the best known redesigned OD programs is the management grid by Robert Blake and Jane Mouton. Blake and Mouton suggest that the most effective leadership style is that which stresses maximum concern for both output and people. The managerial grid provides a systematic approach for analyzing managerial styles and assisting the organization in moving to the best style.

The parameters of organizational development are not clearly defined. Instead, OD is eclectic in the sense that it chooses from a variety of tools, methods and techniques that are suitable to facilitate the solving of particular enterprise problems.

Evaluating OD Program

Evaluation of OD programs is hard because of their complexity. Even limited activities, like a team development project may be difficult to evaluate because of inability to prevent changes in membership and to control related organizational activities. In addition , a variety of approaches to team development may not tell much about how a different approach will work. The existence of organizational politics can also make objective assessment difficult. The individuals with the greatest commitment to the program may also have to play a leading role in the evaluation. As in any change in organization, the results following an OD program may be due to other factors (causes) e.g. when changes in the economy lead to changes in the turnover rate. For these reasons efforts to evaluate OD programs frequently yield ambiguous results. Although the evaluation of OD programs that have clearly failed has provided some insights into just what conditions are necessary for an OD program to succeed, it is important to remember that the conditions influencing failure may be adequately different from those conducive to success. i.e. the conditions for success are by no means necessarily the opposite of the conditions for failure.