Foundation- OD1

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Foundations ofOrganizational Development

T.Latha Chakravarthi


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Basic Elements of OD

OD has strong roots in action research in whichorganisation members identify, diagnose,choose appropriate intervention and evaluatethe outcomes and their consequences. The

basic elements of OD are1. OD as a planned change effort

2. Total system involvement : Organisation as atotal system

3. Top management involvement.


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OD Values and Goals

According to the OD practitioners in early 90s were

Increasing effectiveness and efficiency Creating openness in communication

Empowering employees to act

Enhancing productivity and

Promoting organizational participation

In todays context:

1. Empowering employees to act2. Creating openness in communication

3. Facilitating ownership of process and outcome

4. Promoting a culture of collaboration

5. Encouraging inquiry and continuous learning


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Cummings & Worley, 8e(c)2005 Thomson/South-Western 1-5

Burkes Definition ofOD

OD is a planned process of change in anorganizations culture through the

utilization of behavioral sciencetechnology, research, and theory.


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Frenchs Definition ofOD

OD refers to a long-range effortto improve an organizations

problem-solving capabilities andits ability to cope with changesin its external environment withthe help of external or internal

behavioral-scientist consultants.


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Beckhards Definitionof 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 organizationsprocesses, using behavioral

science knowledge.


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Beers Definition of OD

OD is a system-wide process of data collection,diagnosis, action planning, intervention, and

evaluation aimed at: (1) enhancing congruence

between organizational structure, process,strategy, people, and culture; (2) developing

new and creative organizational solutions; and(3) developing the organizations self-renewing

capacity. It occurs through collaboration oforganizational members working with a changeagent using behavioral science theory, research,

and technology.


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1950 1960 1970 1980 1990

2000 Today

Five Stems of OD Practice

Curre

ntPract

ice

Laboratory Training

Action Research/Survey Feedback

Normative Approaches

Quality of Work Life

Strategic Change


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FOUNDATIONS OF OD

1. Planned Change

2. Systems Theory

3. Collateral Structures

4. Team Work

5. Educative Strategy

6. Applied Behavioral Science

7. Action Research


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Theories of Planned

Change Kurt Lewins Organizational change theories

Resultant Theory

Three stage Model Theory

Burke Litwins model of Organization change First Order Change and Second Order Change

Porras and Robertsons model of OrganizationalChange Based on work setting


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1. Resultant Theory (Kurt Lewins)

The current state of things at any point is the

result of opposing forces.

Method Used : Force Field Analysis


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Three Stage Model theory (KurtLewins)

Unfreezing Creating readiness Lack of confirmation

Creation of guilt

Psychological Safety

Unfreezing

Changing

Refreezing

Changing - viewing things differently Identifying a new mentor or new role. Scanning environment for data

Refreezing Integrating with the newscenario

The new personality

New Relationships


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2. BurkeLitwin Model of ChangeFirst Order Change

happens when some features of the organization change(organisational structure, management practices, systemsincluding policies & procedures within the framework ofvision, mission and strategy)

Leads to:

transactional change Organisational climate

Second Order Change happens when the organization undergoes certain

fundamental changes (vision, mission and strategy) Leads to:

transformational change Change in organizational culture


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Transactional Factors (First OrderChange)


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Second Order Change


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Burke Litwin Model


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Burke Litwin Model Contd

There are two distinct sets oforganizational dynamics.

Transactional leaders contribute tonormal performance by guiding andmotivating the employees towards thegoals.

Transformational leaders are capable ofhaving a profound and extraordinaryeffect on the employees.


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3. Porras and Robertson Model

This model states that OD Interventionsalter features of work setting causing

changes in individual and organizationalimprovements.

The work setting plays a central role in thismodel and consists of four factors.


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Work Setting Factors


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Systems Theory

System is an arrangement of interrelatedparts- Hanna.

Systems operate through the input-throughput- output mechanism.

Inputs-money, people, raw materials,information etc

Through put conversion or transformation

Output - final product/service


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System in Interaction


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Analysis of the SystemTheory

Parts of the Organizational System

Parts of the Environment Major Variables

Relationship between the variables

Serious mistakes made in business arise because of

neglect of one or more of these four factors.


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Benefits of System Theory

1. Effective Problem Solving

2. Effective leadership

3. Effective Communication

4. Effective Planning

5. Effective Organizational development6. Avoiding founder's syndrome.


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Participation andEmpowerment

Challenge the process opportunity search Risk and Experiments

Inspired Vision Envision the past, present and future

Enabling Foster collaboration Strengthen others

Modeling the way Set example Plan small wins

Encourage the heart Recognition of the individual Celebrate accomplishments.


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Empowerment contd

Concept of open Book

Management Understanding the company's financials.

Self motivated employees

A direct stake in the business


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Parallel Learning Structure

A supplementing structure coexisting with the

usual.

Features are:

1. A created structure

2. Operates in parallel

3. Questions the constraints

4.

Engages inquiry, initiation and experimentation5. Ensures Organization effectiveness


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Normative-Re educativeStrategy

Change can be brought about by 3kinds of strategies.

1. Empirical and Rational Strategies2. Normative and Re educative Strategy

3. Power-Coercive Strategy

OD Practioners propose the normativeand educative strategy forOrganization Development

Foundation- OD1

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