ORGANISATIONAL CHANGE & DEVELOPMENT

Nature
Assumptions Characteristics

& Techniques Historical Framework The Lab Stem The Survey Action & Feedback Stem The Action Research Normative Approaches Strategic Change

 Steps

Involved in OD Role of Managers Factors affecting OD

Organization Development (OD) as "an effort, planned, organization-wide, and managed from the top, to increase organization effectiveness and health through planned interventions in the organization's processes, using behavioralscience knowledge.

In essence, OD is a planned system of change. Planned. OD takes a long-range approach to improving organizational performance and efficiency. It avoids the (usual) "quick-fix".
Organization-wide. OD focuses on the total system. Managed from the top. To be effective, OD must have the support of top-management. They have to model it, not just espouse it. The OD process also needs the buy-in and ownership of workers throughout the organization. Increase organization effectiveness and health. OD is tied to the bottom-line.Its goal is to improve the organization, to make it more efficient and more competitive by aligning the organization's systems with its people.

Planned interventions. After proper preparation, OD uses activities called interventions to make system-wide, permanent changes in the organization. Using behavioral-science knowledge. OD is a discipline that combines research and experience to understanding people, business systems, and their interactions. OD Not restricted to Interventions alone Other activities include

TQ Re-Engineering Strategic Planning Team Building

 Human

Resource Development Managing this precious resource is important Rate of Change- Environmental factors Globalization Nature of the Workplace

The basic units of change are groups, not individuals. An always relevant change goal is the development of a more collaborative condition. Decision making in a healthy organization is located where the information sources are Organizations, subunits of organizations, and individuals continuously manage their affairs against goals. One goal of a healthy organization is to develop generally open communication, mutual trust, and confidence between and across levels. People support what they help create. People affected by a change must be allowed active participation and a sense of ownership in the planning and conduct of the change.[

 Need

for change is aligned to operational issues Leaders set direction and manage risks Agenda is driven by change in external environment It is deliberate, systematic and well thought off Velocity of change depends on the degree or level of significance. Status quo is challenged. Reaction can be both positive and negative

 Krut

Lewin 1898- 1947

T Groups NTL Research Center for Group Dynamics

Collaborative

Change Process

Kurt Consultant Three Step Process

Planning , Action and Measuring Results

 Term

OD Coined by Douglas McGregor & Richard Beckhard Lab training Failure

Offsite

OD DEVELOPMENT

Stranger

Groups Family Groups

 In

India in 1957 by Rolf Lynton who established a T Group, name Aloka in Mysore to develop the capacity of youth

LABORATORY TRAINING

ACTION RESEARCH SURVEY FEEDBACK

C U R R E N T O D P R A C T I C E

PARTICIPATIVE MANAGEMENT

QUALITY OF WORK LIFE

STRATEGIC CHANGE

 Laboratory

training began in 1946, when Kurt Levin was asked for help in research on training community leaders A workshop was developed and the community leaders were brought together At the end of each session the researchers discussed the behaviors they had observed Thus the first T-group was formed in which people reacted to data about their own behavior

The researchers drew two conclusion about this first T- group experiment Feedback about group interaction was a rich learning experience The process of group building had potential for learning that could be transferred to back home situations Applying T-group techniques to organizations gradually became known as team building

 The

action research contribution began in 1940 The research needed to be closely linked to the actions A collaborative effort was made, to collect the organizational data To analyze the cause of the problem and then to device and implement a solution Further data was collected to asses the results

 Participative

management is a means of getting employees involved in planning and managing change Four types of management systems Exploitative authoritative system Benevolent authoritative systems Consultative systems Participative group

 Likert

applied system 4 to organization using a survey feedback process

asked the members about the present and the ideal conditions about the organization action plans to move the organization towards system 4 condition

Which

Generated

 The

contribution of QWL can be explained in two phases This phase was developed in Europe in 1950 based on the research of Eric Trist. This program involved developing a work design which aimed at better integrating technology and people Participation by unions and management in the work design The distinguishing characteristics of this program was developing self managing groups

 The

second phase of QWL continues under the banner of employee involvement contribution helps in running the organization so that it can be more flexible, productive and competitive

Employee

 This

background is a recent influence on ODs evolution Strategic change involves improving alignment among an organization's environment, strategy and design Richard Bechhard used open system planning He described the difference between organizations' demand and the way it responds could be reduced and performance improved

 MODEL

OF CHANGE Kurt Lewin

Unfreeze Moving Freeze

 SCOUT
ENTER

& CONTRACT DIAGNOSIS PLANNING ACTION STABILIZATION EVALUATION TERMINATION

 Questionnaire Interview Observation Analysis of Secondary Data Analysis of Primary Data Taskforce and Task group Workshops Seminar,Symposium and Training Programmes Recording and examining critical incidents/events Force Field Analysis The Six-Box Model
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 Change

agent Creating a learning organization T & D Coach and mentor

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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 opportunityoriented 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.
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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

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 INTERNAL

Management Support Culture Leadership Vision Political Legal Economic Social Technological Environmental

EXTERNAL

Engagement People want their view to be heard There is right to refute Communication is sincere and genuine Exploration Different options are explored Explanation People are informed of the decision Decisions are based on sound facts and reasoning

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Expectations Decisions are translated into clear goals,action plan and behaviours The meaning of a commitment is clear There is appropriate coaching and support Evaluation Decisions are applied with consistency Desired behaviours and results are rewarded

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