ORGANIZATION DEVELOPMENT

Succession planning:

■ is a strategic process for determining critical roles within a company,

identifying and assessing possible successors, and providing them with the
appropriate skills and experiences for present and future opportunities
■ assists in facilitating the transfer of corporate skills and knowledge
■ operates within the principles of merit and transparency in selection
processes
■ does not target individuals, rather is about developing capability and
marketability to ensure that there is a suitable pool of potential applicants
when positions become available
■ is a way of having the right people with the right skills in the right place at the
right time
 Phases of succession planning:
1. Mapping leadership roles and critical positions
■ Define the parameters of critical positions.
■ Create tools and templates to assist identification of critical roles.
■ Identify the specific skills, capabilities, knowledge and qualifications required for success in
all leadership roles and critical positions.
2. Develop the succession plan
■ Training
■ Mentoring
■ Shadowing Senior Leaders
■ Coaching
■ Interdepartmental movement in line with vacancy policy
■ External agency rotation programs
3. Populating your succession pool
■ Capabilities
■ Performance
■ Potential
■ Values congruence
Interventions for change: Structural
MBO and CMBO ( collaborative management by Objectives)/GMBO

■ MBOs are unilateral, autocratic mechanisms designed to force

compliance with a superior’s directives and in process reinforce a
one-on-one leadership mode.
■ They do not use a team approach, do not provide for sufficient
acknowledgement of interdependency between teams.
■ They tend to exemplify dysfunctional competition within teams.
Interventions for change: Structural
■ Quality circles: Product quality, quality assurance and quality control
Interventions for change: Structural

Quality of work life projects (QWL) – An attempt to restructure

multiple dimensions of an organization and to institute a mechanism
which introduces and sustains change over time.

To increase problem solving between union and management

Features: Use of quality circles, team participation in forecasting,

planning ,plant team meetings on quality, safety, schedules, skill
development & training.
6 Sigma
Work Redesign: The job characteristics model
Re engineering:

HIO: Self managed teams, link reward to individual and group performance, shared leadership,
extensive training
 Target Group Interventions
REL- Role efficiency labs
T Groups
Coaching/Mentoring
Individuals Work Redesign
Behavior Modelling
Gestalt Approach
Career Anchors
Process Consultation Activities
Role Negotiation technique
Interdependency exercise
Dyads/Traids
Appreciative Inquiry
Responsibility Charting
Team Building ( formal group diagnostic and formal group team building)
Role Analysis Technique
MBO, CMBO and Group MBO
Appreciations and concerns exercise
Teams and Groups
QWL- Quality of work life
Quality Circles
Force field Analysis
3rd party peace making interventions
Walton's approach
Inter-group relations
organization mirroring
Partnering
TQM - Total quality management
Large scale Systems change
Total Organisation Confrontation meeting
Cultural Analysis
Parallel learning structures
Training
■ T groups
Sensitivity training
■ Unstructured sensitivity training
■ Semi-structured labs
■ Structured workshops
Behavioural Modelling
■ Behaviour Description
■ Justification
■ Active listening
■ Participative problem solving
■ Positive reinforcement
Types of team interventions
■ The formal group diagnostic meeting
■ The formal group team-building meeting
■ Process consultation interventions
■ A gestalt approach to team building

Techniques used in team building

■ Role analysis technique
■ Interdependency exercise
■ Role negotiation technique
■ Appreciations and concerns exercise
■ Responsibility charting
■ Visioning
3rd party peace-making interventions:
■ Basic feature of this intervention is confrontation
■ Two principals must be willing to confront the fact that conflict exits
■ 3rd party must know how , when and where to utilize the confrontation tactics
that expose the conflict for examination.

1. Walton’s Approach
2. Organization mirror interventions
3. Partnering
 Walton’s approach:

It is a diagnostic model based on:

1. The conflict issues
2. The precipitating circumstances
3. The conflict relevant acts of the principals
4. The consequences of conflict
Walton’s list:
Ingredients of productive confrontation are:
■ Mutual positive motivation
■ Balance in the situational power of the two principals
■ Synchronization of their confrontation efforts
■ Appropriate pacing of dialogue to sort out differences or
ambivalence
■ Conditions favouring openness in dialogue
■ Reliable communicative signs
■ Optimum stress in the situation
■ Coaching and mentoring
■ Instrumented training
■ REL (Role efficacy lab)/RES: This is used as an instrument to gather diagnostic data.
It is a short process oriented program to diagnose the level of role efficacy in groups
of employees ( mostly managers).
Career anchors:
The pattern of self perceived talents, motives and values that serves to guide, constrain,
stabilize and integrate a person’s career.

■ Technical/functional competence
■ Managerial competence
■ Creativity
■ Security or stability
■ Autonomy

Self analysis form

Total Organization

■ Confrontation Meeting
■ TQM
■ Large scale systems change
■ Cultural Analysis
■ Parallel learning structures
Total Quality Management (TQM):
Continuous quality improvement through techniques such as statistical quality control,
process control, quality circles, self managed teams .
■ Primary emphasis on customers
■ Emphasis on measurement using statistical quality and process control
■ Competitive benchmarking
■ Continuous search for sources of defects with a goal of eliminating them entirely.
■ Participative management
■ Emphasis on teams and team work
■ Major emphasis on training
Large scale systems change: Total Organization
■ Replacement of the top management team
■ Redefining the nature of the business
■ A reduction in hierarchical levels
■ Substantial downsizing of the workforce
■ Offsite team building
■ Modifying the budget process
■ Performance based compensation and profit sharing
■ Personnel staff trained to be internal consultants
Results from the intervention:

1. Feedback
2. Awareness of changing sociocultural norms for dysfunctional current norms
3. Increased interaction and communication
4. Confrontation
5. Education
6. Participation
7. Increased accountability
8. Increased energy and optimism
Team Interventions:
Characteristics of an effective team:
■ Clear purpose
■ Informality
■ Participation
■ Listening
■ Civilised disagreement
■ Consensus decision making
■ Open communications
■ Clear roles and work assignments
■ Shared leadership
■ Style diversity
■ Self-assessment
OD Consultants/Practioners/Change agents:

■ Entry and contracting

■ Trust issue
■ Nature of the consultant’s expertise
■ Diagnosis and appropriate intervention
■ Depth of intervention
■ Change agent being absorbed by the culture
■ Consultant as a model
■ Consultant team as a microcosm
■ Dependency issue and terminating the relationship
Process of intervention:

■ Intervention strategy
■ Structure the activities in an optimal manner
■ Sequencing the intervention activities
■ Understand the causal mechanisms to achieve the desired outcome
Process of intervention:

1) Intervention strategy
2) Structure the activities in an optimal manner
■ Include relevant people
■ Activity should be problem oriented
■ Goal should be clear
■ Expectation should be realistic to ensure high probability of success
■ Experience based learning and concept based learning
■ Climate of activity should encourage freedom
■ Engage individuals as whole persons
3) Choosing the intervention activities
■ Maximize diagnostic data
■ Maximize effectiveness
■ Maximize efficiency
■ Maximize speed
■ Maximize relevance
■ Minimize psychological and organizational strain
4) Understand the causal mechanisms to achieve the desired outcome
■ Discrepancy intervention
■ Theory intervention
■ Procedural intervention
■ Relationship intervention
■ Experimentation intervention
■ Dilemma intervention
■ Perspective intervention
■ Organizational structure intervention
■ Cultural intervention
Implications of OD for the organization (Top Management):
■ To enlarge the database for making management decisions
■ To expand the influence processes
■ To capitalize on the strengths of the informal system and to make the formal and
informal systems more congruent
■ To become more responsive
■ To legitimatize the conflict as an area of collaborative management
■ To examine its own leadership style and ways of managing
■ To legitimatize and encourage the collaborative management of team,interteam and
organization cultures.
Action Research:
Providing feedback to employees:
1. It is descriptive rather than evaluative.
By describing one’s own reaction, it leaves the individual free to use it or to use it as he
or she sees fit. By avoiding evaluative language, it reduces the need for the individual
receiving feedback to react defensively.
2. It is specific rather than general.
To be told that one is “dominating” will probably not be as useful as to be told
something like: “Just now, when we were deciding the issue, you did not listen to what
others said and I felt forced to accept your arguments or face attack from you.”
3. It is solicited rather than imposed.
Feedback is most useful when the person receiving it has already been able to
formulate a question that those observing him or her can answer.
4. It is checked to ensure clear communication.
One way of doing this is to have the receiver try to rephrase the feedback he or she has
received to see if it corresponds to what the sender had in mind.
5. It is well timed.
In general, feedback is most useful at the earliest opportunity after the related behavior
(depending, of course, on the person’s readiness to hear it, support available from
others, etc.).
6. It is directed toward behavior that the person receiving feedback can do something
about.
Frustration is only increased when a person is reminded of some shortcoming over
which he or she has no control (such as being told one is too short).
7. It takes into account the needs of both the receiver and giver of feedback.
Feedback can be destructive when it serves only our own needs and fails to consider
the needs of the person on the receiving end.
Power and Politics:
■ Power is the ability of those who possess power to
bring about the outcomes they desire
■ A capacity to effect or affect organizational
outcomes
Theory: Sources of social power
■ Power-dependence theory posits that what goes on
between 2 persons is an exchange of social commodities
such as love, hate, respect, influence, information, praise,
rejection etc.
■ When the net balance of this exchange is positive, the
relationship continues and when the net balance is
negative, the relationship is terminated.
■ Basis of social power : reward power, coercive power,
legitimate power, referent power, expert power.
Genesis of power: Henry Mintzberg
■ Organizational behaviour is a power game in which the
“influencers” seek to control the organization’s decisions
and actions.
■ Basic Conditions for exercise of power are:
1) Basis of power, coupled with
2) The expenditure of energy in a
3) Politically skilful way.
Basis of power
■ Control of a resource
■ Control of a technical skill
■ Control of a body of knowledge
■ Legal prerogatives – being given exclusive rights to impose
choices
■ Access to those who have power

The influencer must have the “will” and the “skill” to use it
Mintzberg’s theory points that the
sources of power derive from
possessions of a commodity desired by
others, that the power-in-action requires
will and skill and that the organisation
is the context for the exercise of power.
Organizational politics:
■ Politics is viewed as a subset of power,
informal and illegitimate in nature.
■ Authority is also a subset of power but formal,
it’s the capacity to get things done by virtue of
position held or power vested in office.
Politics: Is it good or bad?
■ Negative face of politics is characterized by
extreme pursuit of self-interest, unsocialized
needs to dominate others, a tendency to view
situations in win-lose terms.
■ Predominant use of the tactics of fighting:
secrecy, surprise, hidden agendas, withholding
information, deceiving.
■ Positive face of politics is characterized by a
balanced pursuit of self-interest and the
interests of others; viewing situations in win-
win terms as much as possible; engaging in
open problem solving and action.
■ Relative absence of tactics of fighting and a
socialized need to lead, initiate and influence
others.
 Organizations display consistent patterns of decision making, resource
allocation and conflict resolution.

Patterns are:
■ Bureaucratic model : decisions are made on the basis of rules,
procedures, traditions and historical precedents
■ Rational Model: Decisions are made on the basis of rational problem
solving, objective analysis of goals and generation of alternative
action plans.
■ Political model: Decisions are made on the basis of perceived self –
interest by coalitions jockeying for dominance, influence or resource
control.
Advise for OD practitioners
■ Become a desired commodity by enhancing interpersonal competence
■ Make the OD program a desired commodity which is result oriented
■ Make the OD program a valued commodity, for all levels of the
hierarchy including top management
■ Create win-win situations
■ Mind your own business
■ Be an expert on process and do not make the decision for the
organization
■ Do not engage in behaviour which may be termed as politically
motivated