Академический Документы
Профессиональный Документы
Культура Документы
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Books to be Read:
Organization Development French & Bell
Organization Development V. G. Kondalkar
Organization Development & Change Cummings & Worley
Organizational Development & Transformation- French, Bell & Zawacki
ORGANIZATIONAL
DEVELOPMENT
ORGANISATIONAL DEVELOPMENT
O. D. is a systemic and systematic change effort, using
behavioural science knowledge and skill, to transform an orgn.
to a new state.
O.D. is system-wide and value-based collaborative process of
applying behavioural science knowledge to the adaptive
development , improvement and reinforcement of such
organizational features as the strategies, structures, processes,
people and cultures that lead to organizational effectiveness
The characteristics of O. D. are:
1. It is a system-wise process
2. It is value-based
3. It is collaborative
4. It is based on behavioural science knowledge
5. It is concerned with strategies, structures, processes, people
and culture
6. It is about organizational effectiveness
ORGANIZATIONAL DEVELOPMENT
Organizational Development is a long-term effort, led and supported by top
management, to improve an organizational visioning, empowerment, learning,
and problem-solving processes,through an ongoing, collaborative management
of organizational culture- with special emphasis on the culture of intact work
teams and other team configurations-using the consultant-facilitator role and
the theory and technology of applied behavioural science, including action
research.
The important aspects include:
(a) Long-term effort
(b) Led and supported by top management
(c) Visioning processes-viable, coherent and shared picture
(d) Empowerment processes
(e) Learning processes
(f) Problem solving processes
(g) Ongoing collaborative management of the organizational culture
(h) Intact work teams and other configurations
(i) Cross- functional teams
(j) Consultant- facilitator role
(k) Theory and technology of applied behavioural science
(l) Action research
OBJECTIVES OF ORGANIZATIONAL
DEVELOPMENT PROGRAMME
1.Individual and group development.
2.Development of organization culture and processes by constant
interaction between members irrespective of levels of hierarchy.
3.Inculcating team spirit.
4.Empowerment of social side of employees.
5.Focus of value development.
Contd..
Implications:
1.For Individuals
a) Most individuals believe in their personal growth. Even
today, training and development, promotion to the next
higher position dominates the organization philosophy.
b) Majority of the people are desirous of making greater
contributions to the organizations they are serving.
Achievements of organizational goals are however, subject
to limitations or environmental constraints. It is for the
organizations to tap the skills that are available in
abundance.
Contd..
Accept challenge.
Empower employees.
2. For Groups
a) One of the most important factors in the organization is the
work group around whom the organization functions. This
includes the peer group and the leader (boss)
b) More people prefer to be part of the group because the
group accepts them.
c) Most people are capable of making higher contributions to
the groups effectiveness.
Contd..
3. For Organizations
a) Create learning organization culture.
b) Adopt win-win strategy for sustained growth.
c) Create cooperative dynamics rather than competitive
organizational dynamics in the organization.
d) Needs and aspirations of the employees in the organization
must be met. This leads to greater participation of the
employees. Organizations should adopt developmental
outlook and seek opportunities in which people can
experience personal and professional growth. Such
orientation creates a self-fulfilling prophecy.
Contd..
ORGANIZATIONAL DEVELOPMENT
Top values associated with O. D. today:
1. Increasing effectiveness and efficiency
2. Creating openness in communication
3. Empowering employees to act
4. Enhancing productivity
5. Promoting organizational participation
Values considered to be most important:
1. Empowering employees to act
2. Creating openness in communication
3. Facilitating ownership of process and outcome
4. Promoting a culture of collaboration
5. Promoting inquiry and continuous learning
ORGANISATIONAL DEVELOPMENT
Organizational Development is planned change in the
organizational context. In this context of change it is
necessary to refer to Kurt Lewin
He has provided two principle ideas viz.
1. What is occurring at any point of time is a resultant in a
field of opposing forces e. g. 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.
Another example could be the level of morale.
2. The second contribution is the change itself. He has
described a three- stage process viz.
(a Unfreezing the old behaviour
(b)Moving to a new level of behaviour
(c )Refreezing the behavior at the new level
ORGANIZATIONAL DEVELOPMENT
Kurt Lewins Three Stage Model : as modified by Lippitt & others
1. Developing a need for change. (Lewins unfreezing phase)
2. Establishing a change relationship. In this phase a client system in
need of help and a change agent from outside the system establish a
working relationship
3. Clarifying or diagnosing the clients systems problem
4. Examining alternative routes and goals; establishing goals and
intentions of actions
5. Transforming intentions into actual change efforts.Phases 3, 4 and
5 correspond to Lewins moving phase
6. Generalizing and stabilizing change. This corresponds to Lewins
refreezing phase
7. Achieving a terminal relationship, that is, terminating the clientconsultant relationship
ORGANIZATIONAL DEVELOPMENT
The Burke-Litwin Model of Organizational Change
(a) First-order change- transactional, evolutionary, adaptive,
incremental, or continuous change
(b) Second-order change- transformational, revolutionary, radical, or
discontinuous change
n.b.. O. D. programs are directed toward both first-order and
second order change with an increasing emphasis on second order
transformational change.
First-Order
Second-Order
1. Structure
1. Mission and Strategy
2. Management Practices
2. Leadership
3. Systems
3. Organizational Culture
(Transactional)
(Transformational)
Distinguishing Organizational Climate and Organizational Culture.
Climate- peoples perceptions and attitudes about the organization
Culture- deep seated assumptions about values and beliefs that are
enduring, often unconscious and difficult to change
Systems
Policies &
Procedures
Work
Unit Climate
Motivation
Task
Requirements &
Individual
Skills/Abilities
Individual &
Organizational
Performance
Individual
Individual
Needs &
Needs
&Values
Values
ORGANIZATION DEVELOPMENT(Second)
External
Environment.
Leadership
Mission &
Strategy
Organizational
Culture
Individual &
Organizational
Performance
Leadership
Organizational
Culture
Management
Practices
Systems
(Policies &
Procedures)
Work Unit
Climate
Task Requires
& Individual
Skills/ Abilities
Motivation
Individual &
Organizational
Performance
Individual
Needs & Values
O. D. PROCESS
Action Plans are developed to correct problems, seize opportunities and
maintains areas of strengths .These are interventions specifically to
address issues at the individual, group, inter-group, or organizational
levels.
Results- this stage consists of a fact-finding about the results of the
actions. Did they have the desired effects? Have the problems been
solved or the opportunities exploited?
The process is diagnosis-action-evaluation-action
An O. D. Programme thus starts with diagnosis and employs data
collecting and data analyzing throughout. These activities are required to
provide an accurate account of things as they are needed for two reasonsfirst to know the state of things or what is: the second is to know the
effects or consequences of actions
The first area of diagnosis is that of various sub-systems of the total
organization e.g. teams
The second area are the organizational processes e.g. decision-making
communication styles , relationships between groups, management of
Organizing
Arrangements
Technology
Social Factors
1.Goals
2.Strategies
3.Structure
4.Admn.(p& p)
1. Culture
1. Space confign.
2. Mgt. Style
2. Phyl. Ambience
3. Interaction
3. Interior Design
4. Informal patterns 4. Architl design
1.Tools etc.
2. I. T. .
3. Job Design .
4. Work Flow D
5. Tech.Expert.
6. Tech. Proc.
SYSTEMS THEORY-foundation of O. D.
This theory views organizations as open systems in active exchange with
their environments.
Systems theory is one of the most powerful conceptual tools available
for understanding the dynamics of organizations and organizational
change.
Definitions of Systems:
A system is a set of objects together with relationships between the
objects and between their attributes.
A System is a set of elements standing in interaction.
A system is an organized, unitary whole composed of two or more
independent parts,components, or sub-systems, and delineated by
identifiable boundaries from its environmental supra system
A system is an arrangement of interrelated parts.
A system denotes interrelatedness, interconnectedness and
interdependency among elements in a set that constitutes an identifiable
whole or gestalt.
Sources of
Transforming
Energy
Inputs Mechan
Materials
Mechm. Outputs
Information
Human Resources
Internal Interface
Feedback Mechanisms
Users
External Interface
Feedback Mechanisms
INFORMAL
ORGANIZATION
INPUT
OUTPUT
Environment
System
Strategy
Resources
Formal
Organization
Work
History
Unit
Individual
People
What business
are we in?
Purpose
Relationships
How do we
divide the work?
Structure
Leadership
Does someone keep
Helpful
the boxes in balance? Rewards
Mechanisms
Have we adequate
Do all needed tasks
coordinating
have incentives?
technologies?
Environment
O. D. INTERVENTIONS
OD interventions are sets of structured activities in which selected
organizational units engage in a series of tasks which will lead to
organizational improvement.
Interventions are actions taken to produce desired changes.
There are one of four reasons why there is need for OD interventions:
1. The organization has a problem- some thing is broken, and
corrective actions need to be taken i.e. it needs to be fixed.
2. The organization sees an unrealized opportunity: something it wants
is beyond its reach. Enabling actions- interventions- are developed to
seize the opportunity.
3. Features of the organization are out of alignment: parts of the
organization are working at cross-purposes.Alignment activitiesinterventions- are developed to get things back in tune.
4. The vision guiding the organizational changes: yesterdays vision is
no longer good enough. Actions to build the necessary structures,
processes, and culture to support the new vision- interventions- are
developed to make the new vision a reality.
n.b. OD interventions are planned sets of actions to change situations
O. D. INTERVENTIONS
Generally OD interventions follow a well-planned overall OD strategy
and get revealed as events unfold and are answers to the following
questions:
1. What are the change/improvement goals of the program?
2. What parts of the organization are most receptive to the OD
program?
3. What are the key leverage points( individual or group) in the
organization
4. What are the most pressing problems in the client organization?
5. What resources are available for the program in terms of client time
and energy and internal and external facilitators?
N. B.. With the help of the above questions the OD practitioner would be
able to formulate his gameplan and sequence of interventions etc.
Furthermore, OD has two goals- one educational and the other
accomplishinga-task goal.Normally learning takes place in one
setting e.g. a classroom whereas action takes place at the
workplace.Secondly, OD deals with real life problems and uses
several learning models.
O. D. INTERVENTIONS
Planning a Workshop on a Strategic Plan:
1. Explore the need of a long-range plan for the organization
2. Learn how to formulate such a strategy by analyzing other strategies
determining the strategic variables, being shown a sequence of steps
for preparing a comprehensive plan, and so forth
3. Actually make a three-year strategic plan
n.b.The above involves learning and action each part playing a
predominant role at different times. OD programs are closely linked
with explicit goals and objectives.OD programs all have linkages
with Diagnosis, Action Taking and Goal Setting.
OD is a continuous process of setting goals, collecting data about status
quo, planning and taking actions based on hypotheses and on the
data, and evaluating the effects of action through additional data
collection.
OD INTERVENTIONS-DISCREPANCIES ANALYSIS
A useful model of diagnosis and interventions could be termed as
discrepancies analysis-examining the discrepancies or gaps between
what is happening and what should be happening.
Discrepancies define both problems and goals.
Discrepancies require study( diagnosis and planning) and action to
eliminate the gaps.
Where one is and where wants to go.
Study of problems and opportunities
A good part of OD process is problem solving and provides
technologies for studying and closing gaps.
A problem analyzer has an expected standard of performance, a
should against which to compare actual performance. A problem
is a deviation from the standard of performance.
A problem is a gap; problem-solving is discovering the cause of the gap;
decision-making is discovering a solution- a set of actions- to close the gap
Goals also represent gaps-between where we are and where we want to be.
Goal-setting is the process of imposing the gap;goal accomplishment is
made possible by taking actions to close the gap.
TYPES OF INTERVENTIONS
Target Group
Individuals
Dyads/Triads
TYPE OF INTERVENTIONS
Target Group Interventions Designed to Improve Effectiveness
OD INTERVENTIONS
Target Group
Intergroup
Relations
Target Group
Total
Organization
OD INTERVENTIONS
Interventions Designed to Improve Effectiveness
Sociotechnical systems (STS)
Parallel learning structures
MBO (participation forms)
Cultural analysis
Confrontation meetings
Visioning
Strategic planning/strategic management activities
Real-time strategic change
Grid OD phases 4, 5, 6
Interdependency exercise
Survey feedback
Appreciative inquiry
Search conferences
Quality of worklife (QWL) programs
Total quality management(TQM)
Physical settings
Large-scale systems change
1.
2.
3.
4.
5.
INTERVENTIONS
OD Practitioners have to consider the following in the planning and
implementation of OD:
1. Develop an overall game plan or intervention strategy
2. Structure activities to promote learning and change for better as
under:
(a) Structure to include the relevant people
(b) Structure so that it is problem-oriented or opportunity-oriented
OR oriented to the problems and opportunities generated by the
client
(c )Structure so that the goal is clear and the way to reach it is clear
(d) High probability of success
(e) Structure so that it contains both experienced-based learning and
conceptual learning
(f) Structure so that individuals are freed up rather than anxious
and defensive
(g) Structure so that participants learn how to solve a particular
problem and how to learn to learn.
INTERVENTIONS(contd.)
(h) Structure so that individuals learn about both TASK and PROCESS
task-is what the group is working on
process-how the group is working and what else is going on ie group
processes and dynamics, styles and behaviour
(i) Structure so that individuals are engaged as whole persons not
segmented persons
3. The other set of concerns are:
(1)Maximize diagnostic data
(2)Maximize effectiveness
(3)Maximize efficiency
(4)Maximize speed
(5)Maximize relevance
(6)Minimize psychological and organizational strain
TYPES OF INTERVENTIONS
1.Discrepancy-contradiction in action or attitude
2.Theory-behavioural science used to explain behaviour etc
3.Procedure-whether the best methods are being used
4.Relationship- focuses on interpersonal relationships-negative ones
5.Experimentation-two plans tested before final implementation of one
6.Dilemma- imposed or emergent dilemma and determining choices
7.Organizational structure-evaluation of structural causes of
ineffectiveness
8.Cultural-traditions ,precedents and practices-focused approach
9.Perspective-draw away from immediate actions to past and future
Blake and Mouton-Consulcube-Consultants Interventions
-acceptant-gives client a sense of worth,value acceptance,support
-catalytic-helps client to generate information for clearer perception
-confrontation-clients value discrepancies, beliefs and assumptions
-prescriptions-client told what to do for solving the problem
-theories and principles-teaches behavioural science theory so that the
client can diagnose the problem on his own and solve them as well
CLASSISIFICATION OF INTERVENTIONS
1. DIAGNOSTIC Activities
2. TEAMBUILDING Activities
3. INTERGROUP Activities
4. SURVEY FEEDBACK Activities
5. EDUCATION and TRAINING Activities
6. TECHNOSTRUCTURAL or STRUCTURAL Activities
7. PROCESS CONSULTATION Activities
8. GRID ORGANIZATION DEVELOPMENT Activities
9. THIRD-PARTY PEACEMAKING Activities
10. COACHING and COUNSELING Activities
11. LIFE and CAREER-PLANNING Activities
12. PLANNING and GOAL-SETTING Activities
13. STRATEGIC MANAGEMENT Activities
14. ORGANIZATIONAL TRANSFORMATION Activities