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Emerging concept

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Jacob John Panicker
Jacob John Panicker

Organization transformation (OT) is emerging as either an extension of organization development (OD) or a new discipline. OT can occur in response to major environmental or technological changes requiring modifications to business strategy, culture, structures, and processes. The historical development of OD includes innovations in applying laboratory training insights to organizations, survey research and feedback methodology, the emergence of action research, and sociotechnical and socioclinical approaches. Practitioners are now focusing on concepts like second generation OD and organizational transformation.

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EMERGING CONCEPT: ORGANIZATION TRANSFORMATION (OT) Sarath
EMERGING CONCEPT: ORGANIZATION TRANSFORMATION (OT) Over the years, the practice of OD has evolved and matured, clarify in its values, theories, methods, and interventions, as well as adding new valued theories and go forth. These paradigm-shifting changes were referred to an "organization transformation" or "Organizational Transformation." some authors believe OT is an extension of OD; others believe OT represents and discipline in its own right. It is too early to categorise organisation transformation; from now, we see it as an extension of OD. Some forces leading lo the emergence of OT can be identified.
Organization Transformations can occur response to or in anticipation of major changes in the organisation's environment or technology. In addition, these changes are often associated with significant alterations in the firm's business strategy, which in turn, may require modifying corporate culture as well as internal structures and processes to support die new direction.
HISTORICAL DEVELOPMENT AND NATURE OF ORGANIZATION DEVELOPMENT Riza
Systematic organization development activities have a recent history and, to use the analogy of a mangrove tree, have at least four important trunk stems. One trunk stem consists of innovations in applying laboratory training insights to complex organisations. A second major stem is survey research and feedback methodology. Both stems are intertwined with a third, the emergence of action research. The fourth stem is the emergence of the (Tavistock) sociotechnical and socioclinical approaches. The key actors in these stems interact with, each other and are influenced by experiences and concepts from many fields.
The Laboratory Training The laboratory training essentially unstructured small group situations in which participate learn their their own actions. It began to develop about 1946 from various experiments in using discussion groups to achieve changes in behaviour in back home situations. In particular, an intergroup relations workshop held at State Teachers College in New Britain, Connecticut, in the summer of 1946 influenced the emergence of laboratory training
Survey Research and Feedback Survey research and feedback, a specialised form of action research constitutes the second major stem in history of organisation development. It revolves around the techniques and approach developed over a period of years by staff members at the Survey Research Centre (SRC) of University of Michigan.
Action Research Participant action research is used with most frequency in organisation development. The laboratory training system in the history of organisation development has a heavy component of action research; the survey feedback system is the history of a specialised form of action, research Sociotechnical and Socioclinical approach A fourth stem in the history of organisation development is the evolution of sociotechnical and socioclinical approaches for helping groups and organisations. The clinic was founded in 1920 as an outpatient facility to provide psychotherapy and insights from the treatment of battle neurosis in. A group focus emerged early in the work of Tavistock in the contest of family therapy in which child and parent received treatment simultaneously. The action research mode also emerged at Tavistock in attempt to give practical help to families, organisations and communities.
Second Generation Organization Development Practitioners and researchers are giving considerable attention to emerging concepts, interventions, and areas of application that might be called secondgeneration organisation development each, to some extent, overlaps with some or all of the others. Second generation organisation development, in particular, has focus on organisational transformation.
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Emerging concept

  • 2. EMERGING CONCEPT: ORGANIZATION TRANSFORMATION (OT) Over the years, the practice of OD has evolved and matured, clarify in its values, theories, methods, and interventions, as well as adding new valued theories and go forth. These paradigm-shifting changes were referred to an "organization transformation" or "Organizational Transformation." some authors believe OT is an extension of OD; others believe OT represents and discipline in its own right. It is too early to categorise organisation transformation; from now, we see it as an extension of OD. Some forces leading lo the emergence of OT can be identified.
  • 3. Organization Transformations can occur response to or in anticipation of major changes in the organisation's environment or technology. In addition, these changes are often associated with significant alterations in the firm's business strategy, which in turn, may require modifying corporate culture as well as internal structures and processes to support die new direction.
  • 4. HISTORICAL DEVELOPMENT AND NATURE OF ORGANIZATION DEVELOPMENT Riza
  • 5. Systematic organization development activities have a recent history and, to use the analogy of a mangrove tree, have at least four important trunk stems. One trunk stem consists of innovations in applying laboratory training insights to complex organisations. A second major stem is survey research and feedback methodology. Both stems are intertwined with a third, the emergence of action research. The fourth stem is the emergence of the (Tavistock) sociotechnical and socioclinical approaches. The key actors in these stems interact with, each other and are influenced by experiences and concepts from many fields.
  • 6. The Laboratory Training The laboratory training essentially unstructured small group situations in which participate learn their their own actions. It began to develop about 1946 from various experiments in using discussion groups to achieve changes in behaviour in back home situations. In particular, an intergroup relations workshop held at State Teachers College in New Britain, Connecticut, in the summer of 1946 influenced the emergence of laboratory training
  • 7. Survey Research and Feedback Survey research and feedback, a specialised form of action research constitutes the second major stem in history of organisation development. It revolves around the techniques and approach developed over a period of years by staff members at the Survey Research Centre (SRC) of University of Michigan.
  • 8. Action Research Participant action research is used with most frequency in organisation development. The laboratory training system in the history of organisation development has a heavy component of action research; the survey feedback system is the history of a specialised form of action, research Sociotechnical and Socioclinical approach A fourth stem in the history of organisation development is the evolution of sociotechnical and socioclinical approaches for helping groups and organisations. The clinic was founded in 1920 as an outpatient facility to provide psychotherapy and insights from the treatment of battle neurosis in. A group focus emerged early in the work of Tavistock in the contest of family therapy in which child and parent received treatment simultaneously. The action research mode also emerged at Tavistock in attempt to give practical help to families, organisations and communities.
  • 9. Second Generation Organization Development Practitioners and researchers are giving considerable attention to emerging concepts, interventions, and areas of application that might be called secondgeneration organisation development each, to some extent, overlaps with some or all of the others. Second generation organisation development, in particular, has focus on organisational transformation.