OD OR NOT AN OD - A CASE STUDY ANALYSIS OF ORGANIZATIONAL DEVELOPMENT PRACTICES IN GOVERNMENT SECTOR ORGANIZATIONS IN PAKISTAN

Abstract

Purpose-Purpose of this case study and its analysis is to highlight the structural and functional changes in the government sector organizations in Pakistan undertaken under the name of organization development. Whereas, in fact, there is a great mismatch between the theory and practice of organizational development as far as the government sector organizations in developing countries like Pakistan go. Methodology-The study is based on comprehensive literature reviewed critically and the diverse factors affecting these two activities as tools of employee development identified including their prerequisites and possible barriers in the way of their introduction and application. Findings-In theory and practice both, Organizational development is aimed at improving an organization's performance and individual development of its employees. It focuses on the health of an entire organization rather than a particular group or certain individuals. This process requires the organization be viewed as a consistent system composed of many subsystems, the human resources being the most important one. Involvement of the people in the process of organizational development is hallmark of this process. Practical Implications-Findings of the case study have professional implications for the OD practitioners. They, perhaps, may not follow the OD good practices in certain OD interventions that are context specific like team-building, participatory management style, MBO, job enrichment, reward administration etc. similarly, nor can they suggest long term OD interventions keeping in view the ad hoc nature culture and system of such departments.