Models Organizational

Change and Development

Mohammad Jonaed kabir
Associate Professor
DBA, IIUC
 Definition of OD

Organization Development (OD) is a

planned process of change in an
organization’s culture through the
utilization of behavioral science
technology, research, and theory.
 Definition of OD

OD refers to a long-range effort to

improve an organization’s problem-
solving capabilities and its ability to cope
with changes in its external environment
with the help of external or internal
behavioral-scientist consultants.
 Definition of OD
OD is an effort (1) planned, (2)
organization-wide, and (3) managed from
the top, to (4) increase organization
effectiveness and health through (5)
planned interventions in the
organization’s “processes,” using
behavioral science knowledge.
 Organization Development is...
a systemwide application and transfer of
behavioral science knowledge to the
planned development, improvement, and
reinforcement of the strategies,
structures, and processes that lead to
organization effectiveness.
 Action Research Model
Problem Identification
Joint diagnosis

Consultation with a
behavioral scientist Joint action planning

Data gathering & Action

preliminary diagnosis

Data gathering after

Feedback to Client action
Kotter’s Eights Steps to Change
1. Create a sense of
Urgency
2. Build a Guiding
Coalition
3. Form a Strategic Vision
and Initiatives
4. Enlist a Volunteer Army
5. Enable Action by
Removing Barriers
6. Generate Short-Term
Wins
7. Sustain Acceleration
8. Institute Change
Kotter’s Eights Steps to Change
1. Create a sense of Urgency
Craft and use a significant opportunity as a means for exciting people to sign up to change their organization

2. Build a Guiding Coalition

Assemble a group with the power and energy to lead and support a collaborative change effort

3. Form a Strategic Vision and Initiatives

Shape a vision to help steer the change effort and develop strategic initiatives to achieve that vision

4. Enlist a Volunteer Army

Raise a large force of people who are ready, willing and urgent to drive change

5. Enable Action by Removing Barriers

Remove obstacles to change, change systems or structures that pose threats to the achievement of the vision

6. Generate Short-Term Wins

Consistently produce, track, evaluate and celebrate volumes of small and large accomplishments – and correlate them to results

7. Sustain Acceleration
Use increasing credibility to change systems, structures and policies that don’t align with the vision; hire, promote and develop
employees who can implement the vision; reinvigorate the process with new projects, themes and volunteers

8. Institute Change
Articulate the connections between the new behaviors and organizational success, and develop the means to ensure leadership
development and succession
 General Model of Planned Change

Planning Evaluating
Entering and and
and Diagnosing Implementing Institutionalizing
Contracting Change Change
 Processes for Planned
Organization Change
• Process Model
– Planned organization change requires a systematic
process of movement from one condition to another
• Unfreezing
– Process by which people become aware of the need for
change
• Change
– Movement from the old way of doing things to a new way
• Refreezing
– Process of making new behaviors relatively permanent and
resistant to further change
Process of Organizational Change
 Processes for Planned
Organization Change
• The Continuous Change Process Model
– Incorporates the forces for change, a problem-solving
process, a change agent, and transition management
– Takes a top management perspective
• Perceives forces and trends that indicate need for
change
• Determines alternatives for change
• Selects the appropriate alternative
Continuous Change Process Model of
Organization Change
 Processes for Planned
Organization Change
• The Continuous Change Process Model
– Change agent: a person responsible for managing a
change effort
• Assists management with problem recognition/definition
• Can be involved in generating/evaluating potential action plans
• Can be from inside or outside of the organization
• Implements the change
• Measures, evaluates, controls the desired results
– Transition management
• Process of systematically planning, organizing, and
implementing change
 Organization-Level
Diagnostic Model
Inputs Design Components Outputs
Technology
General

Effectiveness
Organization
Environment Strategy Structure

Culture
Industry
Structure
HR Measurement
Systems Systems
 Organization Environments
and Inputs

• Environmental Types
– General Environment
– Task Environment and Industry Structure
– Rate of Change and Complexity
– Enacted Environment
• Environmental Dimensions
– Information Uncertainty
– Resource Dependency
 Organization Design Components

• Strategy
– the way an organization uses its resources
(human, economic, or technical) to gain
and sustain a competitive advantage
• Technology
– the way an organization converts inputs
into products and services
• Structure
– how attention and resources are focused
on task accomplishment
Organization Design Components

• Human Resource Systems

– the mechanisms for selecting, developing,
appraising, and rewarding organization
members
• Measurement Systems
– methods of gathering, assessing, and
disseminating information on the activities of
groups and individuals in organizations
Organization Design Components

• Organization Culture
– The basic assumptions, values, and norms
shared by organization members
– Represents both an “outcome” of organization
design and a “foundation” or “constraint” to
change
 Outputs

• Organization Performance
– e.g., profits, profitability, stock price
• Productivity
– e.g., cost/employee, cost/unit, error rates,
quality
• Stakeholder Satisfaction
– e.g., market share, employee satisfaction,
regulation compliance
 Group-Level Diagnostic Model

Inputs Design Components Outputs

Goal Clarity

Organization Task Group Group

Design Structure Functioning Effectiveness

Group Performance
Composition Norms
Group-Level Design Components

• Goal Clarity
– extent to which group understands its objectives
• Task Structure
– the way the group’s work is designed
• Team Functioning
– the quality of group dynamics among members
• Group Composition
– the characteristics of group members
• Performance Norms
– the unwritten rules that govern behavior
 Group-Level Outputs

• Product or Service Quality

• Productivity
– e.g., cost/member, number of decisions
• Team Cohesiveness
– e.g., commitment to group and
organization
• Work Satisfaction
 Organizational Design
Conceptual Framework
• Strategy
• Structure
• Work Design
• Human Resources Practices
• Management and Information Systems
Key Point
• Fit, Congruence, Alignment among
Organizational Elements
Organization Design Model

Organization Strategy
Strategic Fit

Organization Design
Management
and Information Structure
Systems

Design Fit

Human Resource Work

Practices Design