Organization Development in India
Introduction
In today's highly turbulent business environment, 'change' has become an inevitable part of life. Organizations that do not change when needed or are not sensitive to the need for change do not survive long. The revolution in the form of IT is reshaping the core competencies needed in a knowledge environment. Organizations, in order to be successful, need to place a high priority on proactivity and systematic understanding of organizational issues and on responding to current and future external customer needs. Workforce mobility and diversity are creating new employee needs along with new expectations about the work culture, and these needs, too, have to be systematically understood and responded to. HR leaders are challenged to become effective strategic partners in the creation of world class learning culture.
Indian organizations are no exception to these compulsions. Today, they face numerous challenges and complexities, operating, as they do, in a highly volatile political and economic environment. For decades, the Indian mindset that has governed Indian organizations is less systems-driven and more people and relationship-oriented. With the opening up of the economy, standing up to global competition with borrowed technologies & insecure and relationship-driven employees, organizations need to bring in change rapidly; and hence the acute need for O.D. in Indian organizations.
Evolution of O.D. in India
In India, O.D. and planned change started in the early 1960s. A group of Indian professionals trained at the National Training Laboratories (NTL) at Bethel, Maine, USA, brought out a good deal of O.D. technology in India. Grid programs were initiated and widely used in the Small Industries Extension Training (SIET) Institute, Hyderabad, State Bank of India and in the Indian Institute of Management (UM) programs in the mid 1960s. Unfortunately these remained isolated efforts and did not take O.D. to its logical conclusions.
In the
In today's highly turbulent business environment, 'change' has become an inevitable part of life. Organizations that do not change when needed or are not sensitive to the need for change do not survive long. The revolution in the form of IT is reshaping the core competencies needed in a knowledge environment. Organizations, in order to be successful, need to place a high priority on proactivity and systematic understanding of organizational issues and on responding to current and future external customer needs. Workforce mobility and diversity are creating new employee needs along with new expectations about the work culture, and these needs, too, have to be systematically understood and responded to. HR leaders are challenged to become effective strategic partners in the creation of world class learning culture.
Indian organizations are no exception to these compulsions. Today, they face numerous challenges and complexities, operating, as they do, in a highly volatile political and economic environment. For decades, the Indian mindset that has governed Indian organizations is less systems-driven and more people and relationship-oriented. With the opening up of the economy, standing up to global competition with borrowed technologies & insecure and relationship-driven employees, organizations need to bring in change rapidly; and hence the acute need for O.D. in Indian organizations.
Evolution of O.D. in India
In India, O.D. and planned change started in the early 1960s. A group of Indian professionals trained at the National Training Laboratories (NTL) at Bethel, Maine, USA, brought out a good deal of O.D. technology in India. Grid programs were initiated and widely used in the Small Industries Extension Training (SIET) Institute, Hyderabad, State Bank of India and in the Indian Institute of Management (UM) programs in the mid 1960s. Unfortunately these remained isolated efforts and did not take O.D. to its logical conclusions.
In the