Professional Documents
Culture Documents
Presentationod 1223201299538929 9
Presentationod 1223201299538929 9
a it on
iz
Po
a n
g
or
o r Po
Low productivity or qu
ly
a t e
i
de
pr le alit
pr o
sig
o ra y
p m
ne
I n a o r
o
d
P
t as
ks
Organization Intergroup conflict
a ls c e
o an
le ar g
Unc orm
r f
pe
Interpersonal conflicts am
te
or
Inappropriat Po
e leadership s
tyle
Focus
Change – new state of things, different from old state of things
1. Participation
Re-Diagnosing
2. OD consultant (as collaborator & colearner)
Away from resisting and fearing individual differences towards accepting and
utilizing them …. Robert Tannenbaum
Organization Transformation
Organizational Culture
Learning Organization
Kurt Lewin
Transformational
factors
Transactional
factors
Models and theories Contd..
Social Factors
Culture, management style,
informal networks, individual
attributes
Physical Settings
Space configuration, physical
ambiance
Technology
Machinery, tools, IT, job
design
Systems Theory
David A. Nadler
The Congruence Model
Systems Theory Contd..
Sociotechnical Systems Theory (STS)
Norms form the basis for behavior, and change comes through
reeducation in which old norms are discarded and replaced by new
ones.
Applied Science
Practice Research Practice Theory
Small and simple Q) What are major problems of the team? • Individual interviews
subsystem Q) How can team effectiveness be improved? • group meeting to review the interview data
Q) Do individuals know how their jobs relate to • Questionnaires
organizational goals? • Observation of staff meetings and other day-
to-day operations
Intergroup subsystems Q) How does each subsystem see the other? • Interviews of each subsystem followed by
Q) What problems do the two groups have in working ‘sharing the data meeting’
together? • Flowcharting critical processes
Q) How can they collaborate to improve performance • Meetings between both groups
of both groups?
Individuals Q) Do people perform according to organization’s • Interviews
expectations? • Information from diagnostic meetings
Q) Do they need particular knowledge or skills? • Data available with HR department
Q) What career development opportunities do they
have/ want/ need?
Purposes
Marvin Weisbord
Weisbord identifies six Relationships Structure
critical areas where
things must go right if
Leadership
organisation is to be
successful. According
to him, the consultant
Helpful
must attend to both Rewards
Mechanisms
formal and informal
aspects of each box.
En
v ir
on
m
used by OD practitioners
Actions
Interventions are the actions taken to produce desired changes.
Four conditions that give rise to the need for OD interventions:
1. The organisation has a problem
(corrective action – to fix it)
2. Organization sees an unrealized opportunity
(enabling action – to seize the opportunity)
3. Features of organization are out of alignment
(alignment action – to get things back ‘in sync’)
4. Yesterday’s vision is no longer good enough
(action for new vision – actions to build necessary structures,
processes and culture to make new vision a reality)
Interventions
Major families of OD interventions:
1. Diagnostic
2. Team-Building
3. Intergroup
4. Education and Training
5. Structural
6. Process Consultation
7. Grid Organization Development
8. Third-Party Peace Making
9. Coaching and Counseling
10.Life and Career Planning
11.Planning and Goal Setting
12.Strategic Management
Motivating Change
Creating a Vision
Effective Change
Developing Political Support
Management
Sustaining Momentum
Program Management Contd..
Kotter’s 8-stage process for managing organizational change:
1 Establishing a sense of urgency
OD can
make a
difference
Good understanding
Proper response