Organizationdevelopment Conversion Gate

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ORGANIZATION DEVELOPMENT



Cummings & Worley, 8e (c)2005Thomson/South-Western

1-2

O is ! "l!nne# "rocess o$ ch!nge in

!n org!ni%!tions culture through theutili%!tion o$ 'eh!ior!l sciencetechnology, rese!rch, !n# theory

Burke’s Definition of OD




1-*

O re$ers to ! long-r!nge e$$ort toim"roe !n org!ni%!tions "ro'lem-

soling c!"!'ilities !n# its !'ility toco"e +ith ch!nges in its etern!l

enironment +ith the hel" o$etern!l or intern!l 'eh!ior!l-

scientist consult!nts

French’s Definition of OD




1-

O is !n e$$ort (1) "l!nne#, (2)org!ni%!tion-+i#e, !n# (*) m!n!ge#

$rom the to", to () incre!seorg!ni%!tion e$$ectieness !n# he!lththrough (5) "l!nne# interentions in

the org!ni%!tions ."rocesses, using 'eh!ior!l science no+le#ge

Beckhard’s Definition of OD




1-5

O is ! system-+i#e "rocess o$ #!t! collection,#i!gnosis, !ction "l!nning, interention, !n#

e!lu!tion !ime# !t (1) enh!ncing congruence

'et+een org!ni%!tion!l structure, "rocess, str!tegy,"eo"le, !n# culture (2) #eelo"ing ne+ !n#

cre!tie org!ni%!tion!l solutions !n# (*)#eelo"ing the org!ni%!tions sel$-rene+ing

c!"!city 3t occurs through coll!'or!tion o$org!ni%!tion!l mem'ers +oring +ith ! ch!nge!gent using 'eh!ior!l science theory, rese!rch,

!n# technology

Beer’s Definition of OD




1-4

a systemwide application and transferof behavioral science knowledge to the

planned development, improvement,and reinforcement of the strategies,structures, and processes that lead to

organization effectiveness.

Organization Development is...



C O N T E N T S :

O R G A N I Z AT I O N A L D E V E L O P M E N T .

M E A N I N G A N D D E F I N I T I O N S O F O D .

O B J E C T I V E S O F O D .

A S S U M P TI O N S A N D VALU ES O F O D .

P R O C E S S O F O D .

E F F E C T I V E N E S S O F O D .

ORGANIZATIONAL DEVELOPMENT(OD)



INTRODUCTION TO OD:

The term organizational development was coined by Richard

Beckhard in the mid-1950s.rganizational development is an acronym o! two

words i.e." organization and development.

Organizai!n: # social $nit o! people that is str$ct$red and managed to meet

a need or to p$rs$e collective goals.

D"#"$!%&"n: The systematic $se o! scienti!ic and technical knowledge tomeet speci!ic ob%ectives or re&$irements.

ORGANIZATION DEVELOPMENT:

rganization development '() is a deliberately planned e!!ort to increase an

organization*s relevance and viability.

rganizational development is the !ramework !or change" and o!ten times a

manager helps to lead this change.

http://www.businessdictionary.com/definition/unit.html

http://www.businessdictionary.com/definition/structured.html

http://www.businessdictionary.com/definition/need.html

http://www.businessdictionary.com/definition/goal.html

http://www.businessdictionary.com/definition/goal.html

http://www.businessdictionary.com/definition/need.html

http://www.businessdictionary.com/definition/structured.html

http://www.businessdictionary.com/definition/unit.html



MEANING OF OD:

rganization development is known as both a !ield o! a%%$i"' "a#i!ra$ *+i"n+"

!oc$sed on $nderstanding and &anaging !rganizai!na$ +ang" and as a !ield o! scienti!ic

st$dy and in&$iry.

( is a systemic learning and development strategy intended to change the basics

o! belie!s" attit$des" and relevance o! val$es and str$ct$re o! the c$rrent organization to

better absorb disr$ptive technologies" market opport$nities" and ens$ing challenges and

chaos.

DEFINITIONS OF OD:

#ccording to +iddlemist and ,itt de!ine organizational development is a systematic

means !or planned change that involves the entire organization and is intended to increase

organizational e!!ectiveness.

/$mmings and ,$se de!ine ( # system wide application o! behavioral science

knowledge to the planned development and rein!orcement o! organizational strategies"

str$ct$re" and processes !or improving an organizations e!!ectiveness.



Bennis. de!ine rganizational development is a response to change"

a comple2 ed$cational strategy intended to change belie!s" attit$des" val$es" and

str$ct$res o! organizations so that they can better adapt to new technologies"

markets" and challenges" and the dizzying rate o! change itsel!.

/$mmings and orley de!ine 3rganization development is a system-

wide application o! behavioral science knowledge to the planned development

and rein!orcement o! organizational strategies" str$ct$res" and processes !or

improving an organization*s e!!ectiveness.3



OBJECTIVES OF OD:

#ccording to somil asee%a" the ob%ective o! od is4

To increase the level o! inter-personal tr$st among employees.

To increase employee*s level o! satis!action and commitment.

To con!ront problems instead o! neglecting them.

To e!!ectively manage con!lict.

To increase cooperation among the employees.

To increase the organization problem solving.

To p$t in place process that will help improve the ongoing operation o! the organization on

a contin$o$s basis.



ASSUMPTIONS AND VALUES OF OD:

ASSUMTIONSndivid$als4

6eople want to grow and mat$re . 7mployees have m$ch to o!!er 'e.g.

creativity and energy) that is not being $sed

at work .

+ost employees desire the opport$nity to

contrib$te 'they desire" seek and appreciateempowerment).

8ro$ps4

8ro$ps and teams are critical to

organizational s$ccess and individ$al needsatis!action.

8ro$ps have power!$l in!l$ences on

individ$al behavio$r .

The comple2 roles to be played in gro$ps

re&$ire skill development.

VALUESndivid$als4

( aims to overcome obstacles to the

nat$ral h$man tendency to grow" enabling

employees to contrib$te more to the

organization.

( stresses open comm$nication"

Treating employees with gen$ine dignityand respect is emphasized.

8ro$ps4

,iding !eelings or not being accepted by

the gro$p diminishes individ$al willingnessto solve problems constr$ctively

#cceptance" collaboration and

involvement lead to e2pressions o! !eelings

and perceptions.



rganization4

72cessive controls" policies and

r$les are detrimental /on!lict can be!$nctional i! properly channeled

ndivid$al and organizational goals

can be compatible .

n most organizations" the level o!interpersonal s$pport" tr$st and

cooperation is lower than desirable

and necessary

rganization4

The way gro$ps are linked"

in!l$ences their 7!!ectiveness" changesho$ld start at the top and grad$ally

be introd$ced thro$gh the rest o! the

organization.

The gro$p links the top and bottomo! the organization



THREE major trends are shaping their relevance of OD inthis drastically changing environment:

1. Globaliation: !t changed the mar"et and

environments in #hich organiation operates as #ell as

the #ay f$nction. %e# government& ne# leadership&

ne# mar"et& ne# co$ntries are emerging and creating

ne# global economy #ith opport$nities and threats.

ro+th & 6ele!nce



'. !nformation Technology: The #ay an

organiation collects& stores& manip$lates $ses

and transi (..

). *anagerial !nnovation:

(str!tegic 76, org!ni%!tion #esign, "ro!ctiity &

customer $ocus, le!rning org!ni%!tions)

ro+th & 6ele!nce Conti#9



Why O in 3n#i!n Settings+ With the o"ening o$ economy intense com"etition $rom

intern!l & etern!l cor"or!te

+ 3n#i!n min#s !re less systems-#rien & more "eo"le &rel!tionshi" #rien

+3n#i!n min#sets !re tr!#ition 'oun#, $!t!listic !n#

resist!nt to ch!nge+ Ten#ency to +or $or short term th!n long term go!ls

+ There$ore ! nee# $or O



Kurt lewin (1898–1947) is widely recognized as the

founding fa ther of OD, a l though he d ied efore the

conce!t eca"e current in the "id#19$%s&

f ro" lewin ca"e the ideas of grou! dyna"ics andact ion research which under!i n the asic OD !rocess

as wel l as !ro'id ing i ts col laorat i'e consul tant c l ient

ethos&

nst i tu t ional ly , lewin fou nded the *research center for

grou! dyna"ics* (+-D) at ./ , which "o'ed to"ichigan af ter h is death &

+-D col leagues were a"ong those who founded the

nat ional t ra in ing laorator ies (0/) , f ro" which the t #

grou!s and grou!#ased OD e"erged&

73STO6: ;< =>O?@T3O<



Aurt ?e+in "l!ye# ! ey role in the eolution o$org!ni%!tion #eelo"ment !s it is no+n to#!y

;s e!rly !s Worl# W!r 33, ?e+in e"erimente# +ith !

coll!'or!tie ch!nge "rocess (inoling himsel$ !sconsult!nt !n# ! client grou") '!se# on ! three-ste""rocess o$ "l!nning, t!ing !ction, !n# me!suringresults

This +!s the $orerunner o$ !ction rese!rch, !nim"ort!nt element o$ O,

73STO6: ;< =>O?@T3O<



73STO6: ;< =>O?@T3O<

?e+in then "!rtici"!te# in the 'eginnings o$ l!'or!tory

tr!ining, or T-grou"s, !n#, !$ter his #e!th in 1B, his close

!ssoci!tes hel"e# to #eelo" surey-rese!rch metho#s !t the

@niersity o$ ichig!n

ougl!s cregor !n# 6ich!r# Dech!r# +hile Econsulting

together !t ener!l ills in the 1B50s, the t+o coine# the

term org!ni%!tion #eelo"ment (O) to #escri'e !n

inno!tie 'ottoms-u" ch!nge e$$ort th!t $it no tr!#ition!l

consulting c!tegoriesE



Laboratory Training

Ano+n !s T-grou"s & #e$ine# !s ! sm!ll unstructure#grou" in +hich "!rtici"!nts le!rn $rom their o+ninter!ctions & eoling #yn!mics !'out issues lieinter"erson!l rel!tions, "erson!l gro+th, le!#ershi" &

grou" #yn!mics Deg!n +ith ?e+in & !sso in 3T (!ss!chusetts3nstitute o$ Technology) stu#ying communityinterrel!tions o$ ;meric!n Fe+s

6esults sho+e# the $ollo+ing

1 Gee#'!c $rom grou" inter!ction +!s rich le!rninge"erience2 The "rocess o$ grou" 'uil#ing h!# "otenti!l $or

le!rning th!t coul# 'e tr!ns$erre# to H'!chomesitu!tions



Laboratory Training contd..!

3n 1B <T? (<!tion!l Tr!ining ?!'or!tory) +!s setu" inDethel, !ine (northe!stern st!te in @S;)

3n 1B50s three tren#s emerge#

1 =mergence o$ region!l l!'s

2 Conerting summer "rogr!m sessions to ye!r roun#sessions

* ="!nsion o$ t-grou"s to 'usiness & in#ustry +ith <T?mem'ers contri'uting signi$ic!ntly (cregor-@nionC!r'i#e, She"h!r# & Dl!e in =sso St!n#!r# Oil no+=on, cregor & Dech!r# !t ener!l ills)

. ;""lic!tion o$ T grou" +!s l!ter c!lle# te!m 'uil#ingeercises



"ction #esearch$%urvey Feedback

Deg!n in 1B0s, m!Ior +or 'y ?e+in, Collier & Whyte6ese!rch nee#e# to 'e closely line# to !ction i$

org!ni%!tion mem'ers +ere to use it to m!n!ge ch!nge ; coll!'or!tie e$$ort +!s initi!te# 'et+een org!ni%!tion

mem'ers & soci!l scientists to collect rese!rch #!t! !'outorg!ni%!tions $unctioning, to !n!ly%e it $or c!uses & to#eise & im"lement solutions ;$ter im"lement!tion$urther #!t! +!s nee#e# to !ssess the results & thus thecycle o$ #!t! collection & !ssessment continue#

!Ior rese!rches in this $iel#- oercoming resist!nce to

ch!nge (Coch & Grench) & "!rtici"!tie mgt !s ! me!ns o$getting em"loyees inole# in "l!nning & m!n!gingch!nge



"ction #esearch$%urvey Feedback contd..!

The chie$ "oint o$ !ction rese!rch +!s system!ticcollection o$ surey #!t! th!t +!s $e# '!c to theclient org!ni%!tion

;$ter ?e+in, m!Ior contri'ution 'y ?iert(me!surement o$ !ttitu#es, cre!tion o$ ?iert-ty"esc!le)



&ormative "pproaches 'articipative (anagement !

D!se# on the 'elie$ th!t hum!n rel!tions !""ro!ch +!s the 'est +!y tom!n!ge org!ni%!tions 3t +!s eem"li$ie# in the rese!rch th!t !ssoci!te#?ierts "!rtici"!tie m!n!gement (system ) style +ith org!ni%!tion!le$$ectieness

The $our ty"es o$ m!n!gement systems !re !s $ollo+s). *+ploitative authoritative (S1) !utocr!tic(rel!ting to rule), to" #o+n,

c!rrot & stic(com'in!tion o$ re+!r#s !n# "unishment to in#uce 'eh!ior),resulting in me#iocre (not ery goo#)"er$orm!nce,. Benevolent authoritative (S2) mgt little "!tern!listic, em"loyees

!llo+e# ! little more inter!ction & $ree#om in #ecision m!ing 'ut +ithinlimits

-. onsultative (S*) incre!se# em"loyee inter!ction in #ecision m!ing 'utmgt still m!es the $in!l #ecision "ro#uctiity goo#, em"loyees mo#er!tely

s!tis$ie#/. 'articipative group (S) $osters high inolement, communic!tionl!ter!lly & ertic!lly, +or grou"s inole# in go!l setting, #ecision m!ing& !""r!is!l



&ormative "pproaches 'articipative (anagementcontd..!

?iert !""lie# system mgt to org!ni%!tions using surey $ee#'!c"rocess +ith the $oll Ste"s

1 =m"loyees com"leting the $orm o$ H"ro$ile o$ org!ni%!tion!lch!r!cteristics !'out 'oth the "resent & i#e!l con#itions o$ siorg!ni%!tion!l $e!tures le!#ershi", moti!tion, communic!tion,#ecisions, go!ls & control

2 !t! +!s $e# '!c to #i$$erent +or grou"s +ithin the org!ni%!tion* The #iscre"!ncy 'et+een the "resent & the i#e!l situ!tion +!s

e!mine# using S !s the i#e!l 'enchm!r ;ction "l!ns +ere gener!te# to moe the org!ni%!tion to+!r# S

con#ition



'roductivity 0 1uality of 2ork Life 12L!

The im"!ct on O too "l!ce in t+o "h!ses3n "h!se 3 the moement 'eg!n in =uro"e (1B50) & @S

(1B40)D!se# on the +ors o$ =ric Trist et !l !t T!istoc

3nstitute o$ 7um!n 6el!tions, ?on#oneelo"e# +or #esigns !ime# !t integr!ting technology

& "eo"le3nole# Ioint "!rtici"!tion o$ union & m!n!gement



'roductivity 0 1uality of 2ork Life 12L! contd3

Jh!se 33 'eg!n in 1BBChie$ re!son +!s intern!tion!l com"etition $!ce# 'y @S !t

home & !'ro!#?o+ cost high Ku!lity $oreign goo#s (F!"!nese) & F!"!nese

m!n!gement e"!n#e# the initi!l $ocus $rom +or #esignto re+!r#, m!n!gement styles, +or settings

?e# to the rise o$ Ku!lity circles & TL<o+ em"h!sis h!s shi$te# $rom TL to em"loyee

inolement (=3) to em"loyee em"o+erment ("o+er to thelo+er leels)



%trategic hange

6ecent in$luence

=m"h!sis on com"etitie str!tegy,$in!nce &m!reting,te!m 'uli#ing & !ction rese!rch



Theories of 'lanned change4

Organizational li"ate # the mood or $ni,$e -personality of an organiation #hich can be

observed in the attit$des and beliefs abo$t organiational practices create organiational

climate and infl$ence members/ collective behavio$r.

0limate feat$res and characteristics may be associated #ith employee satisfaction&

stress& service ,$ality and o$tcomes and s$ccessf$l implementation of ne# programs.

0limate feat$res and characteristics incl$de:

eadership

Openness of 0omm$nication 2

3articipative *anagement

Role 0larity

0onflict Resol$tion

eader 4$pport 2

eader 0ontrol



Organizational ulture 5 ee"ly se!te# norms,

!lues !n# 'eh!iours th!t mem'ers sh!re The $ie

'!sic elements o$ culture in org!ni%!tions inclu#e

;ssum"tions M>!lues

Deh!ior!l norms

Deh!ior!l "!tterns M ;rti$!cts

Theories of 'lanned change4



To un#erst!n# the "r!ctice o$ O, some o$ the ey terms,em'e##e# in Dech!r#Ns $ormul!tion, inclu#e

'lanned - c!re$ully thought through '!se# on #!t!#ocumente#

*ffectiveness - !s me!sure# 'y !ctu!l org!ni%!tion!l"er$orm!nce ersus #esire# org!ni%!tion!l "er$orm!nce

7ealth - !s me!sure# 'y the org!ni%!tionNs !'ility to res"on#,gro+ !n# !#!"t in its enironment!l contet

8ntervention - the s"eci$ic !ction(s) selecte# $orim"lement!tion th!t !re inten#e# to 'ring !'out theenisione# ch!nge

'rocesses - ho+ +or gets #one in !n org!ni%!tion eg#eliery o$ serice, 'illing, re"!ir, etc

6eneral (odel of 'lanned change



Once m!n!gers !n# !n org!ni%!tion commit to

"l!nne# ch!nge, they nee# to cre!te ! logic!l ste" 'y‐

ste" !""ro!ch in or#er to !ccom"lish the o'Iecties

Jl!nne# ch!nge reKuires m!n!gers to $ollo+ !n

eight ste" "rocess $or success$ul im"lement!tions,‐

+hich is illustr!te# in Gigure 1

%teps in 'lanned hange




#ecognize the need for changeDevelop the goals of the change

%elect a change agent

Diagnose the current climate%elect an implementation method

Develop a plan

8mplement the plan

Follo9 the plan and evaluate it



Theories o$ Jl!nne# Ch!nge

The #eelo"ment o$ theories or mo#el o$ "l!nne#ch!nge $!cilit!te# the #eelo"ment O

These theories #escri'es the #i$$erent st!ge though

+hich "l!nne# ch!nge m!y 'e e$$ecte# !n# e"l!inthe tem"or!l "rocess o$ !""lying O metho#s tohel" org!nis!tion mem'ers in m!n!gingorg!nis!tion ch!nge

?ets see the !rious "l!nne# ch!nge




Theories o$ "l!nne# ch!nge

Aurt ?e+in o#el ;ction 6ese!rch o#el

Jositie o#el

Drue-?it+in o#el



Aurt ?e+in o#el



Gorce Giel# ;n!lysis riing Gorces

riing Gorces !re the $orces th!t "ush in !#irection th!t c!uses ch!nge to occur

They c!use ! shi$t in the eKuili'riumto+!r#s ch!nge

orce Giel# ;n!lysis 6estr!ining



orce Giel# ;n!lysis 6estr!iningorces

6estr!ining $orces !re $orces th!t counter#riing $orces They o""ose ch!nge

6estr!ining $orces c!use ! shi$t in theeKuili'rium +hich o""oses ch!nge



Gorce Giel# ;n!lysis =Kuili'rium

=Kuili'rium is ! st!te o$ 'eing +here #riing $orceseKu!l restr!ining $orces !n# no ch!nge occurs

=Kuili'rium c!n 'e r!ise# or lo+ere# 'y ch!nges th!toccur 'et+een the #riing !n# restr!ining $orces



?e+ins Ch!nge Theory

onsists of three distinct and vitalstages4

.@n$ree%ing

.oing to ! ne+ leel or Ch!nging

.6e$ree%ing


C!se o$ ! oernment o$$ice +here ty"e+riters



C!se o$ ! oernment o$$ice +here ty"e+riters!re going to 'e re"l!ce# 'y com"uters

7ere, !""rehension !'out le!rningcom"uter !n# un+illingness to !cce"t the

ch!nge c!n 'e restr!ining $orce ;n#, u"-gr!#!tion o$ no+le#ge !n#

incre!se in "ro#uctiity c!n 'e ! "ositie

#riing $orce

.@n$ree%ing



@n$ree%ing

This st!rts 'y ch!llenging m!ny o$ the 'elie$s,!ttitu#es, !n# 'eh!iour o$ "eo"le +ithin theorg!ni%!tion

oti!tion $or ch!nge shoul# 'e gener!te# 'e$orech!nge c!n occur

uring this eeryone $eels th!t things !re 'ecoming o$$ '!l!nce !s ne+ system +ill m!e

their Io' #i$$icult We nee# to sell the 'ene$its o$ the ch!nge to

eeryone inole# i e 'ene$its o$ re"l!cing ty"e- +riters +ith com"uters

;lso !##ress !ny #ou'ts or concerns

8ntroducing hange$(oving to



8ntroducing hange$(oving tothe &e9 Level

Once the org!ni%!tion h!s gone through theun$ree%e st!ge, e$$ectie ch!nge c!n 'egin +ithinthe org!ni%!tion

Time !n# $reKuent communic!tion !re t+o ey$!ctors $or the ch!nge to occur

Jeo"le nee# to un#erst!n# the ch!nges !s theyoccur !n# $eel th!t they !re "!rt o$ the ch!nge

Some t!e ! long time to le!rn the com"uters This c!n le!# to $e!r !n# rumours th!t nee# to 'e

h!n#le# Kuicly +hich shoul# 'e t!en c!re o$

.6e$ree%ing



6e$ree%ing

3t is the "rocess to integr!te the ne+ 'eh!ior intothe "ersons thining !n# !ttitu#e

Once the ch!nges h!e t!en e$$ect, +e nee# tom!e them 'eliee th!t their "ro#uctiity !n#no+le#ge +ill go u" !s the st!rt le!rning com"uter

One shoul# m!e sure th!t "eo"le get com$ort!'lein using the com"uters

;lso to "roi#e cle!r communic!tions, su""ort !n#tr!ining

;n# to cele'r!te the success$ul com"letion o$ch!nges



T7=O63=S OG J?;<<= C7;<=

2 ;ction 6ese!rch o#el Jro'lem i#enti$ic!tion

Consult!tion +ith 'eh!iour!lscience e"erts

!t! g!thering !n# "relimin!ry #i!gnosis

Gee#'!c to ! ey client or grou"

Foint #i!gnosis o$ the "ro'lem (+ith them!n!gement 'y O e"ert)

Foint !ction "l!nning

!t! g!thering !$ter !ction

;ction



T7=O63=S OG J?;<<= C7;<=

* The Jositie o#el $ocuses on .+h!t the org!ni%!tionis #oing right !n# not "ro'lems

! 3niti!te the inKuiry

' 3nKuire into 'est "r!ctices o$ the org!ni%!tion !n# get

#et!ils o$ the s!me

c iscoer the themes '!se# on stories o$ "eo"le, ie,ho+ m!n!gers m!n!ge#

# =nision ! "re$erre# $uture em"loyees i#enti$y

themes !n# ch!nge st!tus Kuo

e esign !n# #elier #esign & #elier +!ys to cre!te$uture #escri'e !ctiities !n# cre!te "l!ns to 'ring!'out the ision

T7=O63=S OG J?;<<= C7;<=



T7=O63=S OG J?;<<= C7;<=

* The Jositie o#el



Drue ?et+in Org!nis!tion!l o#el



Drue - ?et+in Org!nis!tion!l o#el



G"n"ra$ M!'"$ !, P$ann"' Cang"

Evaluatingand

InstitutionalizingChange

Planningand

ImplementingChange

DiagnosingEntering

andContracting



T7=O63=S OG J?;<<= C7;<=

ener!l o#el o$ Jl!nne# Ch!nge! =ntering & contr!cting +ith O e"ert +ith theorg!ni%!tion

' i!gnosing issues !t org!ni%!tion leel, grou" leel

!n# in#ii#u!l leel (!thering, !n!lysing !n# $ee#ing '!c#!t! re the centr!l ch!nge !ctiities in #i!gnosis)

c Jl!nning & 3m"lementing ch!nge to 'e c!rrie# out Iointly 'y the O e"ert !n# the org!ni%!tion

# =!lu!ting !n# institution!li%ing ch!nge "roi#ing$ee#'!c !n# e!lu!ting the e$$ects o$ ch!nge, !n# m!e itregul!r $e!ture +hich shoul# continue



Cummings & Worley, e (c) 2001 South-WesternCollege Ju'lishing

2-41

riti:ue of 'lanned hange

Conce"tu!li%!tion o$ Jl!nne# Ch!nge Ch!nge in not line!r Ch!nge is not r!tion!l The rel!tionshi" 'et+een ch!nge !n# "er$orm!nce is uncle!r

Jr!ctice o$ Jl!nne# Ch!nge ?imite# consulting sills !n# $ocus Luic $ies s #eelo"ment !""ro!ches



2ho is the OD 'ractitioner;

They m!y 'e intern!l or etern!l consult!nts +hoo$$er "ro$ession!l serices to org!ni%!tions,inclu#ing their to" m!n!gers, $unction!l #e"!rtmenthe!#s, !n# st!$$ grou"s

They m!y 'e those s"eci!li%ing in $iel#s rel!te# toO, such !s re+!r# systems, org!ni%!tion #esign,tot!l Ku!lity, in$orm!tion technology, !n# 'usiness

str!tegy



2ho is the OD 'ractitioner;

The incre!sing num'er o$ m!n!gers !n#!#ministr!tors +ho h!e g!ine# com"etence in O!n# +ho !""ly it to their o+n +or !re!s

6 l $ O J titi



6ole o$ O Jr!ctitioners

O "r!ctitioners y nee# "l!y !riety o$roles +hich ch!nge !ccor#ing to +h!tnee#e# >!rious roles !re !s $!llo+es

1 ;s ! te!cher2 ;s Ch!nge !gent

* ;s 7el"er !n# C!t!lysts

;s thir# "!rty !gent



Jro$ession!l =thics $or O Jr!ctitioners

'rofessional *thics4=thic!l issues in O !re concerne# +ith

ho+ "r!ctitioners "er$ormtheir hel"ing rel!tionshi" +ithorg!ni%!tion mem'ers

3nherent in !ny hel"ing rel!tionshi" isthe "otenti!l $or miscon#uct !n# client !'use




*-4

ompetencies of an OD'ractitioner

3ntr!"erson!l sills Sel$-!+!reness

3nter"erson!l sills ;'ility to +or +ith others !n# grou"s

ener!l consult!tion sills ;'ility to m!n!ge consulting "rocess

Org!ni%!tion #eelo"ment theory Ano+le#ge o$ ch!nge "rocesses



T7;<A :O@



PROCESS OF OD:



OC SS O O :

rganization (evelopment '() is a planned approach to improve employee

and organizational e!!ectiveness by conscio$s interventions in those processes and

str$ct$res that have an immediate bearing on the h$man aspect o! the organization.

# normal ( process can be phased in !ollowing manner4.

'roblem I'"ni,i+ai!n

Data ollection

Diagnosis

'lanning and 8mplementation

*valuation and Feedback

Pr!$"& i'"ni,i+ai!n:



Pr!$"& i'"ni,i+ai!n:

The !irst step in ( process involves $nderstanding and identi!ication

o! the e2isting and potential problems in the organization. The awareness o!

the problem incl$des knowledge o! the possible organizational problems o!

growth" h$man satis!action" the $sage o! h$man reso$rce and organizational

e!!ectiveness.

Daa C!$$"+i!n:

,aving $nderstood the e2act problem in this phase" the relevant data is

collected thro$gh personal interviews" observations and &$estionnaires.

Diagn!*i*:

( e!!orts begin with diagnosis o! the c$rrent sit$ation. s$ally" it is

not limited to a single problem. Rather a n$mber o! !actors like attit$des"

ass$mption" available reso$rces and management practice are taken into

acco$nt in this phase. There are !o$r steps in organizational diagnosis4

Sr-+-ra$ ana$*i*:

(etermines how the di!!erent parts o! the organization are !$nctioning

in terms o! laid down goals.

Pr!+"** ana$*i*:



6rocess implies the manner in which events take place in a se&$ence. t

re!ers to pattern o! decision making" comm$nication" gro$p dynamics and

con!lict management patterns within organization to help in the process o!

attainment o! organizational goals. F-n+i!n ana$*i*:

This incl$des strategic variables" per!ormance variables" res$lts"

achievements and !inal o$tcomes.

D!&ain ana$*i*:

(omain re!ers to the area o! the organization !or organizational diagnosis. P$anning an' i&%$"&"nai!n:

#!ter diagnosing the problem" the ne2t phase o! (" with the (

interventions" involves the planning and implementation part o! the change

process.

E#a$-ai!n an' ,""'a+/:

#ny ( activity is incomplete witho$t proper !eedback. :eedback is a

process o! relaying eval$ations to the client gro$p by means o! speci!ic report or

interaction

EFFECTIVENESS OF OD:



,$manistic val$es $nderlie (. +arg$lies and Raia artic$lated the h$manistic val$es

o! ( as !ollows4

6roviding opport$nities !or people to !$nction as h$man beings rather than as reso$rces inthe prod$ctive process.

6roviding opport$nities !or each organization member" as well as !or the organization itsel!"

to develop to his !$ll potential.

;eeking to increase the e!!ectiveness o! the organization in terms o! all o! its goals.

#ttempting to create an environment in which it is possible to !ind e2citing and challenging

work.

6roviding opport$nities !or people in organizations to in!l$ence the way in which theyrelate to work" the organization" and the environment.

Treating each h$man being as a person with a comple2 set o! needs" all o! which are

important in his or her work and li!e.

ORGANIZATION INTERVENTIONS(OI)



ORGANIZATION INTERVENTIONS(OI)

CONTENTS

INTRODUCTION TO OI.

MEANING OF OI.

ASSUMPTIONS OF OI.

FACTORS T0AT 0ELPS C0ANGE AGENT.

E1AMPLES OF INTERVENTIONS.

INTRODUCTION TO OI:



INTRODUCTION TO OI:

They may be introd$ced by a change agent as part o! an improvement

program" or they may be $sed by the client !ollowing a program to check onthe state o! the organization*s health" or to e!!ect necessary changes in its own

behavior. 3;tr$ct$red activities3 mean s$ch diverse proced$res as e2periential

e2ercises" &$estionnaires" attit$de s$rveys" interviews" relevant gro$p

disc$ssions" and even l$nchtime meetings between the change agent and a

member o! the client organization.

7very action that in!l$ences an organization*s improvement program in a

change agent-client system relationship can be said to be an intervention.

There are many possible intervention strategies !rom which to choose.

MEANING OF OI:

http://en.wikipedia.org/wiki/Organization




MEANING OF OI:

3nterventions3 are principal learning processes in the 3action3 stage o!

organization development. nterventions are str$ct$red activities $sedindivid$ally or in combination by the members o! a client system to improve

their social or task per!ormance.

nterventions range !rom those designed to improve the e!!ectiveness o!

individ$als thro$gh those designed to deal with teams and gro$ps" intergro$p

relations" and the total organization. There are interventions that !oc$s on task iss$es 'what people do)" and

those that !oc$s on process iss$es 'how people go abo$t doing it). :inally"

interventions may be ro$ghly classi!ied according to which change mechanism

they tend to emphasize4 !or e2ample" !eedback" awareness o! changing c$lt$ral

norms" interaction and comm$nication" con!lict" and ed$cation thro$gh eithernew knowledge or skill practice.

ASSUMPTIONS OF OI:


http://en.wikipedia.org/wiki/System

http://en.wikipedia.org/wiki/Performance

http://en.wikipedia.org/wiki/Effectiveness

http://en.wikipedia.org/wiki/Communication

http://en.wikipedia.org/wiki/Organizational_conflict

http://en.wikipedia.org/wiki/Education

http://en.wikipedia.org/wiki/Education

http://en.wikipedia.org/wiki/Organizational_conflict


http://en.wikipedia.org/wiki/Effectiveness

http://en.wikipedia.org/wiki/Performance

http://en.wikipedia.org/wiki/System




;everal ass$mptions abo$t the nat$re and !$nctioning o! organizations

are made in the choice o! a partic$lar strategy. Beckhard lists si2 s$ch

ass$mptions4

The basic b$ilding blocks o! an organization are gro$ps 'teams). There!ore"

the basic $nits o! change are gro$ps" not individ$als.

#n always relevant change goal is the red$ction o! inappropriate competition

between parts o! the organization and the development o! a more collaborative

condition.

(ecision making in a healthy organization is located where the in!ormation

so$rces are" rather than in a partic$lar role or level o! hierarchy.

rganizations" s$b$nits o! organizations" and individ$als contin$o$sly manage

their a!!airs against goals. /ontrols are interim meas$rements" not the basis o!

managerial strategy.

ne goal o! a healthy organization is to develop generally open

comm$nication" m$t$al tr$st" and con!idence between and across levels.

6eople s$pport what they help create. 6eople a!!ected by a change m$st be

allowed active participation and a sense o! ownership in the planning and

cond$ct o! the change


http://en.wikipedia.org/wiki/Richard_Beckhard


http://en.wikipedia.org/wiki/Team

http://en.wikipedia.org/wiki/Competition

http://en.wikipedia.org/wiki/Hierarchy


http://en.wikipedia.org/wiki/Confidence

http://en.wikipedia.org/wiki/Confidence


http://en.wikipedia.org/wiki/Hierarchy

http://en.wikipedia.org/wiki/Competition

http://en.wikipedia.org/wiki/Team


http://en.wikipedia.org/wiki/Richard_Beckhard




FACTORS T0AT 0ELP C0ANGE AGENT:

;ome o! the things which will help him are4

# real need in the client system to change.

8en$ine s$pport !rom management.

;etting a personal e2ample4 listening" s$pporting behavior.

# so$nd backgro$nd in the behavioral sciences.

# working knowledge o! systems theory.

# belie! in man as a rational" sel!-ed$cating being !$lly capable o! learning

better ways to do things.

E1AMPLES OF INTERVENTIONS:

http://en.wikipedia.org/wiki/Customer

http://en.wikipedia.org/wiki/Customer



E1AMPLES OF INTERVENTIONS:

# !ew e2amples o! interventions incl$de

Team B$ilding.

/oaching.

<arge 8ro$p nterventions.

+entoring.

6er!ormance #ppraisal.

(ownsizing.

T=+ #nd

<eadership (evelopment.

R","r"n+"*:



R","r"n+"*:

++++ii"e#i!com +++'usiness#iction!rycom

+++'oun#lesscom

+++msue#ucom



Tan/ !-

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