Definition of organizational development are given below:
Just as human beings, organizations grow, get sick, suffer from paralysis, undernourishment, fatigue, growing pains and from time to time die.
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In order to ensure that organizations survive, remain in good health and flourish, attempts must be made to develop them. Organizational development is a practical, systematic and rational approach to launch, implement and diffuse organizational change.
There are several definitions of organizational development (OD).
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Organizational development is defined as an effort (1) planned (2) organization wide and (3) managed from the top to (4) increase organizational effectiveness and health through (5) planned interventions in the organization’s ‘processes’ using behavioural science knowledge. (Beckhard, 1969).
French and Bell (1971) define OD as a long-range effort to improve an organization’s problem solving and renewal processes, particularly through a more effective and collaborative management of organization’s culture with special emphasis on the culture of formal work teams with the assistance of a change agent or catalyst and the use of theory and technology or applied behavioural science, including action research.
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French and Bell also add on to say that it is a complex educational strategy which aims to bring about a better fit between human beings who work for and expect things from organizations and the busy, unrelenting environment with its insistence on adapting to changing times.
Kurt Lewin was a pioneer in the field of interpersonal dynamics. His work and influence were instrumental in developing orientation towards interpersonal dynamics in laboratory training sessions.
Survey research and feedback techniques are another emergent orientation in OD. This includes attempts to improve behaviour and performance in such areas as leadership training and intergroup conflict resolution.