Presentation Topic:-

Organizational Development, Change, Culture and Climate

Presented by:-- Vikas Kamble

ORGANIZATIONAL BEHAVIOUR

Definition

Organizational behaviour is a field of study that investigates ,the impact that individual, group, and structure have on behaviour within the organization, for the purpose of applying such knowledge toward organization’s effectiveness

Organization Development

Definition

Organization Development is a strategy or an effort, which is planned and manage from the top ,to bring about planned organizational changes for increasing organizational effectiveness

Characteristics of OD

Planned Organization changePlanned InterventionTop management commitmentSocial Philosophy as a Norm of change

Steps in ODDiagnosis & identification of the

problemDeveloping of strategyImplementing the programReviewing the progress of the

programmed

Case :

Goals of ODPersonInterpersonTeamsOrganization

OrganizationaL Change

Nature of ChangeHistory & PoliticsManagement and OrganizationPeople

KEY ISSUES OF THE MANNER IN WHICH THE CHANGE WILL BE DETERMINED

Change AgentChange InterventionChange Target

Levels of ChangeIndividual-Level ChangeGroup-Level ChangeOrganization-Level Changes

Importance of Change

Components of Change

Components of

Change

PeopleSystems

ManagementProcesses

Forces for Change in Organizations

External Forces

I. GlobalizationII. Workforce DiversityIII. Technological ChangesIV. Managing Ethical BehaviourV. Others

Internal Forces

I. Change in Work ClimateII. Falling EffectivenessIII. CrisisIV. Organizational SilenceV. Differing Employee Expectations

The Change ProcessBecoming aware of

the pressure for change

Recognizing the need for change

Diagnosing the problem

Planning the change

Implementing the change

Managing resistance

Following up on the change

1. Becoming aware of the pressure for change:- Outside the organization, technological

innovations act as powerful triggers for change. Within the firm, conflicts arise, employees retire or resign, and pressures mount as the organization outgrows its old ways of doing things.

2. Recognizing the need for change:- Managers should also recognize the need for

change.

3. Diagnosing the problem:- For diagnosing the problem, various models are

available

1. Interviews

2. Questionnaires

3. Observations

4. Secondary data/Unobtrusive measures

4. Planning the change:- A firm that purpose revolutionary change adopts

a top down change strategy. . Generally, a top down strategy calls for intervention at the high level of the organization.

Evolutionary change depends on a bottom up change strategy. Firms opting for bottom up strategy prepare the organization for change by involving managers and employees at all level in discussing the need for change and diagnosing the problems facing the organization.

5. Implementing the change:- At this stage resistance to change surfaces. There

are several ways of manifesting resistance. Hostility or aggression is the immediate reaction of an individual and group level change.

6. Managing resistance:- There are six approaches to manage the resistance-

1. Education and communication

2. Participation and involvement

3. Facilitation and support

4. Negotiation and agreement

5. Manipulation and cooperation

7. Follow up on the change:- The final step in the change process is to

evaluate the effects of the change and to institute procedural modifications that will ensure that the change continues to be implemented.

Resistance to change

There are many sources of resistance to change in organizations. The forces which resist changes are discussed here.

1.Organizational level resistance to change

2.Sub unit level resistance to change

3.Group level obstacle to change

4.Individual level resistance to change

Overcoming resistance to change

1.Education and communication

2.Participation

3.Building support and commitment

4.Implementing changes fairly

5.Manipulation and co-optation

6.Selecting people who accept change

ORGANISATIONAL CULTURE

Organization Culture

Introduction

An organization culture mean that complex whole which includes knowledge, belief, art, morals, law, customs and other capabilities and habits acquired by man in society.

CharacteristicsIndividual InitiativeRisk ToleranceDirectionManagement SupportControlReward System

Levels of CultureNational CultureBusiness CultureAuthoritarian and Participative

CultureStrong, Weak and Unhealthy

Cultures

How is Culture Created ?

Culture Formation

around critical Incidents

Organazational Ethics

Organizational structure

Identification with the Leaders

Organizational Culture

How to sustain Culture ?

Philosophy of the

Organisation Founders

Selection Criteria

Socialization

Top Managemen

t

Organisation Culture

Organisational Climate:

Definition: The perceived attributes of an

organization and its sub-systems as reflected in the way an organization deals with its members, groups and issues.

Different relevant Motives required to create a Climate of an Organisation:

Achievement –industrial and business organisations

Influence -scientfic organisations

Control -bureaucracyExtension -community service orgDependancy-traditional /one man orgAffliation -clubs

!!!

THANK YOU:-