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INTRODUCTION
Organisation development is a systematic ,integrated
&planned approach to improve effectiveness of the enterprise
It is to designed to solve problems that adversely effect the
operational efficiency at all levels
OD encompasses the a collection of planned-changed
interventions built on humanistic democratic value seek to
improve effectiveness &employee well being

CHARACTERISTICS OF ORGANIZATION DEVELOPMENT

OBJECTIVES OF OD:
 Improve organisational performance as measured by
profitability, market share, innovativeness, etc.
 Make organisations better adaptive to its environment which
always keeps on changing.
 Make the members willing face organisational problems and
contribute creative solutions to the organisational problems.
 Improve internal behaviour patterns such as interpersonal
relations, intergroup relations, level of trust and support among
the role players.
 Understand own self and others, openness and meaningful
communication and involvement in planning for organisational
development.

STRENGTHS
 In the yr 1998-99,Tcs has grown into the largest
Indian software company
 Racing towards achieving its vision of being
global top ten.
 On time delivery,
 Premier position in the industry in terms of
revenues,
 Focus on training programs,Quality initiatives,
 Use of good technical tools and procedures and
 Encouragement of individual excellence in
performance.

DIAGONISED PROBLEMS
 Mounting revenue pressures.
 Selectivity in projects.
 Focus on specialization.
 Efforts on Experimentation & Innovation.
 Rewards and Recognitions.
 Inter group co-ordination & knowledge sharing.
 Branding and PR.

ALIGNMENT AND ATTUNEMENT
 Integrating and balancing out the four voices:
 Voice of Shareholders
 Voice of Employee
 Voice of Customer
 Voice of Technology

OD INTERVENTIONS
 A team that refers to a set of sequenced ,planned
actions or events intended to help an organization
to increase it’s effectiveness .Intervention.s
purposely disrupts the Status quo

INDIVIDUAL INTERVENTIONS
 Coaching
 Training and Development
 Process Consultation and Team Building
 Third-party Interventions (Conflict Resolution)
 Organization Confrontation Meeting
 Intergroup Relationships
 Large-group Interventions

INDIVIDUAL INTERVENTIONS AT TCS
 Internal organization workshop was conducted with top
management for scenario building. Focused at a larger level,
on the “The TCS that can be”.
 Aim:
 To challenge the conventional ways of thinking and to give
shape to the key drivers of change .
 Realistic listening and dialoguing.
 Dissemination and communication of the scenarios with
teams.
 To develop a new language for the organization,consistent
with the envisaged future scenario.

INDIVIDUAL INTERVENTIONS AT TCS
 Participants:
 Representatives of senior management.
 Theme of Scenarios:
 The nature of the struggle the organization would go
through and etched out realistic possibilities based on
present factors.
 Factors:
 Wealth creation
 Enhanced productivity factors
 Feeling of being valued
 Resource allocation and team-work
 Membership criteria and norms of the group
 Learning opportunities for individuals and teams

PROPEL – THE CASE OF A LARGE
RELATIONSHIP AT TCS
 Team alignment initiative
 Aim:
 To set up a dialogue among associates to reflect ,
build and channel potent restlessness into a
convergent blueprint of responsiveness by redefining
desirable role behaviours.

GOAL ALIGNMENT & BALANCED SCORECARD
 A Teach-Train-Transfer workshop on Goal alignment
was conducted, with help fromexpert OD consultants:
 To build the context.
 To think through goal setting at TCS with a systems
perspective to goal alignment.
 To explore means of institutionalizing goal-oriented
performance management within the organization.

DARPAN - REFLECT AND IMPROVE
 Darpan – Associate Satisfaction Survey for
large relationship.
 The Questionnaire to capture associate feedback
across 5categories:
 Career & Job, Communication, Culture &
Pride, Leadership, Supervisor.
 Analysis was done for the overall relationship, as
well as individual Business Units within the
relationship.
 Results shared with the entire team and actionable
evolved through a series of camps and
confluences.

OUTCOMES FROM DARPAN : THECULTURAL
PERSPECTIVE
 ASI increase in Darpan 06 &
correspondingincrease in CSI.
 91 % of the team felt proud of being part of
therelationship.
 90% of the team felt that they can see the big
picture -how their contributions add value
to customer.
 90% of the team felt that their supervisors are
approachable & enable them to do their job better

OTHER OD INTERVENTIONS
 Nakshatra award:Reward and Recognition
initiative within the relationship.
 Awarded to encourage star performers for
eachmonth within each business unit
 In Touch:Any employee can walk in to meet the
lead anddiscuss out any problems/ suggestions
for improvement in the relationship.
 Toast MasterClub/Lets Talk:To enhance
personality/communication abilityof associates in
the relationship .
 To help them gain confidence through sessions by
certified facilitators.

POST OD SCENARIO FROM A CULTURE PERSPECTIVE
 Organizational Development interventions have been
instrumental in terms of enhancing value to the customer &
employee at Tata Consultancy Services.
 PROPEL
 - encouraged sharing of ownership and empowerment to
change, as also the sharing of success stories and best
practices across the organization.
 Valuing of employees was institutionalized through
establishing processes that enable and enhance individual
performance, and lead to empowered project teams.
 Issue based mentoring was facilitated, with camps and
confluences as enabling frameworks.
 Confluences invested in personal transformation for the
employee, camps invested in improving the workspace.
 Through Scenario building, a collective transformation of
dreams and concernsinto response capabilities was
envisaged.

POST OD SCENARIO FROM A CULTURE
PERSPECTIVE
 The earlier tendency of self-sacrificing hard work
was replaced bya shift of focus to teamwork and
valuing of the employee.
 Helped push self imposed boundaries and
limitations through challenging organizational
boundaries and limitations constantly.
 Continuously scanning for environment
opportunities are looked at

CONCLUSION
 OD interventions at TCS have helped build aculture of
fostering systems thinking.
 Creating forums for dialogue.
 Encouraging leadership at all levels.

REFERECES
 http://www.slideshare.net/DarylTabogoc/od-
interventions-19344070
 http://www.yourarticlelibrary.com/organization/organ
isation-development-meaning-characteristics-and-
objectives/35318/
 http://www.slideshare.net/manumelwin/the-od-
journey-of-tcs-case-study

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