Designed by MET-CET

 OD and Behavioral Science

OD Process
OD Programme

Models
OD Interventions Organisational Transformation
Designed by MET-CET

Managing Change
3

After this session, you will be able to

Identify the need for Organisational Development

Intervention. Relate Organisational Development to Human Resource

Management.
Differentiate between Group, Individual and Organisational Interventions.

Suggest ways to reduce resistance to change.

Designed by MET-CET

Relate Organisational Development to Human Resource Management. 10 minutes Group

Designed by MET-CET

Form 10 groups of six members each and discuss What do you mean by Organisational Development (OD)? How is OD related to HRM? Share your points with the class.
5

Designed by MET-CET

Edgar Schein
6

Organisational Development is a initiated by process specialists to help an organisation develop

Designed by MET-CET

means thinking and planning initiated by process specialists.

Designed by MET-CET

means analysing the problem, finding causes and suggesting solutions.

8

means problem solving.

Designed by MET-CET

means linking department for achieving a common goal.

9

means
OCTAPACE. O-Openness C-Collaboration T-Trust A-Authenticity P-Pro-activeness A-Autonomy C-Confrontation E-Experimentation

Designed by MET-CET

10

Designed by MET-CET

Desirable Culture / State of Organisation

11

Designed by MET-CET

OD means

12

OD is a long-range effort to improve an organisations problem solving and renewal processes, particularly through a more effective and collaborative management of organisational culture with special emphasis on the culture of formal work teams.

Designed by MET-CET

13

Renewal is the process of initiating, creating and confronting needed changes to make it possible for organisations
1 2 3 4
Designed by MET-CET

to become more viable to adapt to new conditions to solve problems

to learn from experiences

to move towards greater maturity
14

Diagnosis

Action

3
Designed by MET-CET

Program Management
15

Diagnosis

Action

It consists of continuous Identifying Identifying collection of data about the total system, its sub-units, its processes, and its culture.

3
Designed by MET-CET

Program Management Discrepancy between Identifying and

16

SIX-BOX Diagnostic Model - by Marvin Weisbord

Designed by MET-CET

17

Diagnosis

It consists of activities and interventions designed to improve the organisations functioning.

Actions are developed to correct problems, seize opportunities and maintain areas of strength.
18

Action

3
Designed by MET-CET

Program Management

Diagnosis

Action

It is designed to ensure success of the program.

3
Designed by MET-CET

Program Management
19

OD Programme

Starts with

Diagnosis
Data Analysing

Data Collection

Data Collection Diagnosis involves: and Data Analysis are needed for two reasons:
Designed by MET-CET

To Various knowsub-systems the state of of things the total i.e. What organisation is it? Organisational To know whereprocesses to go
20

What are the Objectives of an Organisational Development Program?

Designed by MET-CET

21

Individual and Group Development

Development of organisation culture and processes

Designed by MET-CET

22

Inculcating Team Spirit

Empowerment of social side of Employees

Designed by MET-CET

23

Focus on Development of Values

Employee Participation, Problem-solving, Decision-making at various levels

Designed by MET-CET

24

Evaluate present systems, introduction of new systems thereby achieving total system change if required

Transformation and achievement of competitive edge of the organisation

Designed by MET-CET

25

Achieve organisation growth by total human inputs and exploiting human talent

Behavior modification and self managed team as the basic unit of an organisation

Designed by MET-CET

26

Designed by MET-CET

1
2 3 4 5

6
7
27

Entry

Contracting

Designed by MET-CET

Initial contract between consultant and client Exploring the situation Determining the problem

Establishing mutual expectations Reaching agreement on expenditure of time, money, resource and energy
28

Diagnosis

Feedback

Designed by MET-CET

Fact finding through observation, interview, questionnaire Two steps: Gathering information Analysing information

Returning the anlaysed information to client Client explore the information for their understanding, clarity and accuracy
29

Planning Change

Intervention

Designed by MET-CET

Clients decide the steps to take based on the information received Alternative possibilities are explored and critic Plans are selected and developed

Actions designed to correct the problems Actions designed to grab the opportunity
30

Evaluation

Assessing the effectiveness of the program

Designed by MET-CET

31

Kurt Lewin proposed two principle ideas

Organisational is the planned change What is occurringDevelopment at any inathe organisational context. point of time is resultant in a field of opposing forces. Example 1: Production level at a particular point of time is the resultant equilibrium of some forces pushing towards higher levels of production and other forces pushing towards lower levels of production. The production levels tend to remain at the same levels as the field of forces remains constant.

Designed by MET-CET

32

At a particular point of time is the resultant equilibrium

other forces pushing towards lower levels of production Production Level of

Designed by MET-CET

some forces pushing towards higher levels of production

Production level remains at the same level as the fields of forces remain constant

33

Kurt Lewin proposed two principle ideas

What is occurring at any point of time is a resultant in a field of opposing forces.

Example 2: Level of Morale

The change itself

Designed by MET-CET

34

In the second idea he has described a three- stage process

Unfreezing Unfreezing the old behavior

Movement Moving to a new level of behavior

Refreezing Refreezing behavior at new level

Designed by MET-CET

35

1 2 3 4 5
Designed by MET-CET

Developing a need for change Access the motivation and capacity for change Clarifying or diagnosing the clients systems problem Examining alternative goals, Establishing goals and intentions of actions Transforming intentions into actual change efforts Generalizing and stabilizing change

6 7

Lipitt 1st Stage correspond to Lewins Lipitt 3rd, 4th Unfreezing and 5th Lipitt 6th phase Stage Stage correspond correspond to to Lewins Lewins Moving Refreezing phase phase
36

Terminating the client-consultant relationship

Adaptive Incremental Evolutionary Transactional Continuous Change

Designed by MET-CET

37

Transformational

Revolutionary

Radical
Designed by MET-CET

Discontinuous Change

38

OD programs

Designed by MET-CET

OD program are directed towards first and second order changes with increasing emphasis on second order change.
39

Designed by MET-CET

40

Organisational Climate

Organisational Culture
So many security policies.. difficult 2 take a break

Burke-Litwin model distinguish between and

Designed by MET-CET

Peoples perceptions and attitudes about the organisation

Deep seated assumptions about values and beliefs, often difficult to change
41

OD Interventions are sets of structured activities in which

selected organisational units engage in a series of tasks which lead to organisational improvement.

OD Interventions are actions taken to produce

Designed by MET-CET

desired changes.

42

Differentiate between Group, Individual and Organisational Interventions. 10 minutes Group

Designed by MET-CET

Form 10 groups of 6 members each. Divide the points into group, individual and organisation which is given on the next slide. Discuss the answers with other group members and instructor.
43

Role Analysis

T-Group (Sensitivity Training)

MBO

Quality of Work Life

Team Building Inter-group Conflict Resolution Self-Managed Teams

Appreciative Enquiry
Visioning Grid-OD Quality Circles

Total Quality Management

Cultural Analysis Work Redesign Coaching and Counseling
44

Designed by MET-CET

Inter-group Conflict Resolution Total Quality Management MBO

Role Analysis Quality of Work Life Work Redesign Coaching and Counseling MBO

Team Building Grid-OD Self-Managed Quality Circles Teams

T-Group (Sensitivity Cultural Analysis Training)

Designed by MET-CET

Appreciative MBO Enquiry Visioning

45

Organisational Problem

Corrective actions need to be taken i.e. if something is broken it needs to be fixed.

Unrealised Opportunity
Designed by MET-CET

Enabling actions, interventions are developed to seize the unrealized opportunity.

46

Organisation Features
Features of the organisation are out of alignment. Alignment activities, interventions are developed to get things back in tune. New Vision
Designed by MET-CET

Actions to build the necessary structures, processes, and culture to support the new vision. Interventions are developed to make the new vision a reality.
47

Establishing a sense of Urgency

Creating a vision

Empowering others to act on the vision

Consolidating improvements

8 Steps to Successful Organisational Transformation

Designed by MET-CET

Forming a powerful guiding coalition

Communicating the vision

Planning and creating short-term wins

Institutionalizing new approaches

48

1 Establishing a sense of Urgency Examining market and competitive realities Identifying and discussing crises, potential crises, major opportunities

Designed by MET-CET

49

Forming a powerful guiding coalition Assembling a group with enough power to lead the change effort Encouraging the group to work together as a team

Designed by MET-CET

50

Creating a vision Creating a vision to help direct the change effort Developing strategies for achieving the vision

Designed by MET-CET

51

Communicating the vision Communicate the new vision and strategies

Teaching new behaviors by the example of the new coalition

Designed by MET-CET

52

Empowering others to act on the vision Getting rid of obstacles to change Encouraging risk taking and non-traditional ideas, Changing or structures that seriously activities, systems and actions undermine the vision

Designed by MET-CET

53

Planning for and creating short-term wins for and visible performance improvements Planning Recognizing rewarding employees involved in those improvements Creating those improvements

Designed by MET-CET

54

Consolidating improvements and producing more change

Using increased credibility to change systems, andthe policies that dont fit projects, the vision structures, Reinvigorating process with new themes, and change agents Hiring, promoting, and developing employees who can implement the vision

Designed by MET-CET

55

Institutionalizing new approaches Articulate the connections between the new behaviors and corporate success Developing the means to ensure leadership development and succession

Designed by MET-CET

56

Developing Political Support

Creating a Vision

Managing the Transaction

Motivating Change
Designed by MET-CET

Effective Change Management

Sustaining Momentum

57


Designed by MET-CET

Providing resources for Mission Activity Assessing change agent Change CreatingPlanning readiness for power change Building a support Valued outcome Commitment Planning Identifying key system for change Management Overcoming resistance Valued Conditions stakeholders agents Structures to changeGoals Midpoint Influencing stakeholders Developing new competencies and skills Reinforcing new behaviors
58

 Identify individual factors of resistance to change. Identify the factors that reduce resistance to change.

15 minutes

Group

Designed by MET-CET

Form 10 groups of 6 members each. Answer the questions which are given on the next slide. Discuss the answers with other group members
59

Step 1:

Step 2: Step 3:

Designed by MET-CET

60

Designed by MET-CET

61

Involvement

Awareness

Assurance by CEO

Incentives

Job Security Assurance

Designed by MET-CET

Reducing Resistance to Change

Support

Training and Education

Costs and Benefits

62

An environment of trust and shared commitment

Full and genuine participation of all employees concerned Team spirit and willingness to accept change Incentive schemes to motivate or fair distribution of savings A socio-technical approach in work organisation to satisfy individual and organisational needs

Designed by MET-CET

Careful attention to work design, relationships, job contents and task functions.

63

Geometrical instead of Arithmetical change

The fact of change Speed of travel

Mega Cities Energy Consumption

Designed by MET-CET

Alvin Toffler Analysis Publishing of books The 1 million mile club

64

The throw away culture

Lets LetsSummarise Summarisethe the Major Major Concepts Concepts

Designed by MET-CET

65