Organization Development and Change

Chapter Two:
The Nature of Planned Change
 Learning Objectives
for Chapter Two
 To describe and compare three major
perspectives on changing organizations.
 To introduce a General Model of Planned
Change that will be used to organize the
material presented in the book.
 To describe how planned change can be
adopted to fit different kinds of
conditions.
Cummings & Worley,9e (c) 2008 South-Western/Cengage Learning 2-2
 Lewin’s Change Model

Unfreezing

Movement

Refreezing

Cummings & Worley,9e (c) 2008 South-Western/Cengage Learning 2-3

 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- people’s perceptions and attitudes about the organization
Culture- deep seated assumptions about values and beliefs that are enduring, often
unconscious and difficult to change

Cummings & Worley,9e (c) 2008 South-Western/Cengage Learning 2-4

Cummings & Worley,9e (c) 2008 South-Western/Cengage Learning 2-5
 ORGANIZATIONAL DEVELOPMENT( First)

Management
Practices
Systems
Policies &
Structure
Procedures

Work
Unit Climate

Motivation

Task Individual
Individual
Requirements & Individual & Needs
Needs &
Individual & Values
Values
Organizational
Skills/Abilities
Performance
 ORGANIZATION DEVELOPMENT(Second)

External
Environment.

Leadership
Mission & Organizational
Strategy Culture

Individual &
Organizational
Performance
BURKE LITWIN MODEL

Cummings & Worley,9e (c) 2008 South-Western/Cengage Learning 2-8

 Dimensions of Key Question
Mode
External What are the key external drivers? How are these likely
to impact on the organisation? Does the organisation
Environment recognize these?

Mission and What do top management see as the organization's

mission and strategy? Is there a clear vision and
Strategy mission statement? What are employees’ perceptions
of these?

Leadership Who provides overall direction for the organisation?

Who are the role models? What is the style of
leadership? What are the perspectives of employees?

Organizational What are the overt and covert rules, values, customs
and principles that guide organizational behavior?
Culture

Cummings & Worley,9e (c) 2008 South-Western/Cengage Learning 2-9

 Dimensions of Key Question
Mode
Structure How are functions and people arranged in specific areas
and levels of responsibility? What are the key decision-
making, communication and control relationships?

System What are the organisation’s policies and procedures,

including systems for reward and performance appraisal,
management information, HR and resource planning,
etc?

Management How do managers use human and material resources to

carry out the organisation’s strategy? What is their style
Practices of management and how do they relate to subordinates?

Work Unit What are the collective impressions, expectations and

feelings of staff? What is the nature of relationship with
Climate work unit colleagues and those in other work units?
Cummings & Worley,9e (c) 2008 South-Western/Cengage Learning 2-10
 Dimensions of Key Question
Mode
Task and What are the task requirements and individual
Skills / abilities/knowledge needed for task
Individual effectiveness? How appropriate is the organisation’s
Skills “job-person” match?

Individual Needs What do staff value in their work? What are the
psychological factors that would enrich their jobs and
and Values increase job satisfaction?

Motivation Do staff feel motivated to take the action necessary to

achieve the organisation’s strategy? Of factors 1-10,
which seem to be impacting most on motivation?

Individual and What is the level of performance in terms of productivity,

customer satisfaction, quality, etc? Which factors are
critical for motivation and therefore performance?
Organisational
Performance

Cummings & Worley,9e (c) 2008 South-Western/Cengage Learning 2-11

 3. Porras & Robertson Model of Organizational Change

Environment

Vision

Physical
Organizing Setting
Arrangements
Technology

Social Factors
1.Goals 1. Culture 1. Space confign. 1.Tools etc.
2.Strategies 2. Mgt. Style 2. Phyl. Ambience 2. I. T. .
3.Structure 3. Interaction 3. Interior Design 3 . Job Design .
4.Admn. 4. Informal patterns 4.. Architl design 4. Work Flow D
5.Adm. Systems 5.Indl. Attributes 5. Tech.Expert.
6.Reward systm 6. Tech. Proc.
7.Ownership 7. Tech.
systms
 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

Cummings & Worley,9e (c) 2008 South-Western/Cengage Learning 2-13

Positive Model
Initiate the Inquiry

Inquire into Best Practices

Discover Themes

Envision a Preferred Future

Design and Deliver Ways to

Create the Future
Cummings & Worley,9e (c) 2008 South-Western/Cengage Learning 2-14
Comparison of
Planned Change Models
 Similarities
 Change preceded by diagnosis or preparation
 Apply behavioral science knowledge
 Stress involvement of organization members
 Recognize the role of a consultant
 Differences
 General vs. specific activities
 Centrality of consultant role
 Problem-solving vs. social constructionism

Cummings & Worley,9e (c) 2008 South-Western/Cengage Learning 2-15

 General Model of Planned Change

Planning Evaluating
Entering and and
and Diagnosing Implementing Institutionalizing
Contracting Change Change

Cummings & Worley,9e (c) 2008 South-Western/Cengage Learning 2-16

 Different Types of
Planned Change
 Magnitude of Change
 Incremental
 Quantum
 Degree of Organization
 Over organized
 Underorganized
 Domestic vs. International Settings

Cummings & Worley,9e (c) 2008 South-Western/Cengage Learning 2-17

Critique of Planned Change
 Conceptualization of Planned Change
 Change in not linear
 Change is not rational
 The relationship between change and
performance is unclear
 Practice of Planned Change
 Limited consulting skills and focus
 Quick fixes vs. development approaches

Cummings & Worley,9e (c) 2008 South-Western/Cengage Learning 2-18