In an indian organisation evaluation in a Parallel organjsation

Abstract

The forces that operate on the corporate organisation today are challenging the Organisation newlineDevelopment OD practice Although 00 began as a desirable growth from the Human newlineRelations Movement it is today perceived as a time consuming and a skill intensive path to newlinechange The traditional OD practitioner has had to modifY hislher offering 0 he individual newlinechange participant and the organisation to revive and renew applications in behavioural newlinesCience newlineAn ingenious intervention type for Organisation Development known as the Parallel newlineOrganisation intervention seems to be a viable response for organisations beset with change newlineproblems in the emerging economic environment Although OD attempts in the past in India newlinehave had their impact the ongoing challenge for the field has been the scarcity of formal newlineresearch to validate these efforts This research thesis explores one such intervention even as newlinethe practice makes a transition from tradition newlineThis research tests basic elements of OD theory in the context of the client Prakriti Sadhan newlineYantra a large manufacturing organisation with third and fourth generation employees as newlinechange participants with a focus on the managerial employee strength of 493 employees In newlinesocial research three mutually incompatible needs compete for attention namely newlinegeneralization precision and realism Notwithstanding the debate between the positivist newlinebiases and non positivist post modernism in 00 evaluation literature research on OD in newlineIndia has itself been scarce The methods of investigation described are preceded by a newlinereflection into methodological and theoretical variants to the practices of OD evaluation and newlinechange interventions per se