Top Banner
Organizational Development 1. Introduction 2. Foundation 3. OD Process 4. Intervention Techniques 5. Ethics 6. Politics
44
Welcome message from author
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
Page 1: Foundations of Od

Organizational Development

1. Introduction

2. Foundation

3. OD Process

4. Intervention Techniques

5. Ethics

6. Politics

Page 2: Foundations of Od

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

Page 3: Foundations of Od

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

Page 4: Foundations of Od

Theories of Planned Change

Kurt Lewin’s Organizational change theories Resultant Theory Three stage Model Theory

Burke Litwin’s model of Organization change First Order Change and Second Order Change

Porras and Robertson’s model of Organizational Change

Based on work setting

Page 5: Foundations of Od

Resultant Theory

“The current state of things at any point is the result of opposing forces.” Method Used : Force Field Analysis

Page 6: Foundations of Od

Three Stage Model theoryUnfreezing – 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 new scenario

The new personality New Relationships

Page 7: Foundations of Od

Burke–Litwin Model of Change

First Order Change happens when some features of the organization

change Leads to:

transactional change Organisational climate

Second Order Change happens when the organization undergoes certain

fundamental changes. Leads to:

transformational change Change in organizational culture

Page 8: Foundations of Od

Models and theories

Kurt LewinKurt Lewin

Change is a three-stage processStage 1- Unfreezing the old behavior/ situationStage 2- Moving to a new level of behaviorsStage 3- Refreezing the behavior at the new level

Edgar Schein modified this theory by specifying psychological mechanisms involved in each stage

Later Ronald Lippitt, Jeanne Watson and Bruce Westley expanded this model into seven-stage model

Page 9: Foundations of Od

Models and theories Contd..

Phase 1

Phase 2

Phase 7

Phase 6

Phase 5

Phase 4

Phase 3

Developing a need for change.

Establishing the change relationship.

Diagnosing the client system’s problem.

Examining alternative routes, establishing goals and intentions of action.

Transforming intentions into actual change efforts.

Stabilizing change.

Achieving a terminal relationship.

Seven stage model representing the consulting process

Page 10: Foundations of Od

Models and theories Contd..

Five critical leverage points (tracks) for organization change

1. The culture track

2. The management skills track

3. The team-building track

4. The strategy-structure track

5. The reward system track

AT&T, Eastman Kodak, Ford, General Electric, Xerox etc.

Track 1 : Enhances trust, communication, information sharingTrack 2 : Provide new ways of coping with complex problemsTrack 3 : Infuses new culture and updated management skillsTrack 4 : Develops revised strategy plan for organizationTrack 5 : Establishes performance based reward system

Ralph KilmannRalph Kilmann

Page 11: Foundations of Od

Models and theories Contd..

Warner BurkeWarner Burke

The Burke-Litwin Model of Organizational Change

Change

First order change (Transactional change)

Second order change (Transformational change)

OD interventions directed towards structure, management practices, and systems (policies & procedures) result in first order change.

OD interventions directed towards mission and strategy, leadership, and organization culture result in second order change.

Page 12: Foundations of Od

Models and theories Contd..

Transformational factors

Transactional factors

Page 13: Foundations of Od

Models and theories Contd..

Jerry PorrasJerry Porras Peter RobertsonPeter Robertson

Porras & Robertson Model of Organizational Change

OD interventions alter features of the work setting causing changes in individuals’ behaviors, which in turn lead to individual and organizational improvements.

Work setting factors

Organizing arrangements

Social factors

Physical setting

Technology

1

2

3

4

Page 14: Foundations of Od

Models and theories Contd..

Organizing arrangementsGoals, strategies, structure, policies, procedures

Social FactorsCulture, management style, informal networks, individual attributes

Physical SettingsSpace configuration, physical ambiance

TechnologyMachinery, tools, IT, job design

Page 15: Foundations of Od

Warner Burke & George Litwin Transactional change Transformational change

Page 16: Foundations of Od

Transactional change ( First order change) This includes

Evolutionary, adaptive, incremental, or continuous change

Here The features change but fundamental nature of organization remains the same

OD interventions are directed towards changes in organization structure, Management practices & systems including policies & procedures

Page 17: Foundations of Od

Transactional Factors

Page 18: Foundations of Od

Transformational change ( Second order change)

This involves revolutionary Radical, discontinuous change

In this type of change the nature of organization is fundamentally & substantially altered

Here the OD interventions are directed towards revisiting mission & strategy, leadership & organization culture

The interventions help organizations to redefine its vision , mission & strategy

Page 19: Foundations of Od

Transformational Factors

Page 20: Foundations of Od

Burke – Litwin Model

Page 21: Foundations of Od

Burke – Litwin Model Contd There are two distinct sets of

organizational dynamics.

Transactional leaders contribute to normal performance by guiding and motivating the employees towards the goals.

Transformational leaders are capable of having a profound and extraordinary effect on the employees.

Page 22: Foundations of Od

Porras and Robertson Model

This model states that OD Interventions alter features of work setting causing changes in individual and organizational improvements.

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

Page 23: Foundations of Od

Work Setting Factors

Page 24: Foundations of Od

General model of planned change

Entering & contracting

DiagnosingPlanning &

Implementingchange

Evaluating &Institutionalizing

change

Page 25: Foundations of Od

Systems Theory “System is an arrangement of interrelated

parts”- 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

Page 26: Foundations of Od

Systems Theory

Organizations are open systems in active exchange with their environment

David A. NadlerDavid A. Nadler

Th

e C

on

gru

ence

Mo

del

Page 27: Foundations of Od

Systems Theory Contd..

Eric TristEric Trist

Sociotechnical Systems Theory (STS)

All organizations comprised of two interdependent systems:

1. Social system2. Technical system

To achieve high productivity and employee satisfaction, organizations must optimize both systems.

Changes in one system affect the other system.

Page 28: Foundations of Od

Features of Open Systems Goal Oriented Follows law of Entropy Emphasis on feedback Coded information Dynamic Homeostasis Existence of Subsystems Differentiation Equifinality

Page 29: Foundations of Od

System in Interaction

Page 30: Foundations of Od

Congruence among system elements.

Input factors Environment Resources History

Organizational Elements Strategy Work People Formal and Informal Organization

Output Factors System Unit Individual

Page 31: Foundations of Od

Congruence among System Elements

Page 32: Foundations of Od

Analysis of the System Theory

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.

Page 33: Foundations of Od

Benefits of System Theory

1. Effective Problem Solving2. Effective leadership3. Effective Communication4. Effective Planning5. Effective Organizational development6. Avoiding founder's syndrome.

Page 34: Foundations of Od

Participation and Empowerment

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.

Page 35: Foundations of Od

Empowerment contd

Concept of open Book Management

Understanding the company's financials. Self motivated employees A direct stake in the business

Page 36: Foundations of Od

Participation & Empowerment

Participation in OD programs is not restricted to elites or top people; it is extended broadly throughout the organization.

Increased participation and empowerment have always been central goals and fundamental values of OD.

Participation enhances empowerment and empowerment in turn enhances performance.

Empowerment is the key to getting people to want to participate in change.

Page 37: Foundations of Od

Teams & TeamworkMany tasks are so complex that they cannot be performed by individuals; people must work together to accomplish them.

Putting those empowered individuals into teams creates extraordinary effects on performance.

Teams create synergy i.e. sum of efforts of team is far greater than sum of individual efforts.

A number of OD interventions are specifically designed to improve team performance. Examples – team building, quality circles etc.

Characteristics of Characteristics of successful teamssuccessful teams

1.clear, elevating goal

2.result driven structure

3.competent members

4.unified commitment

5.collaborative climate

6.standards of excellence

7.external support and recognition

8.principled leadership

…..Larson & LaFasto

Page 38: Foundations of Od

Parallel Learning Structure

A supplementing structure coexisting with the usual.

Features are:1. A created structure2. Operates in parallel3. Questions the constraints4. Engages inquiry, initiation and

experimentation5. Ensures Organization effectiveness

Page 39: Foundations of Od

Parallel Learning StructuresA parallel learning structure consists of a steering committee and a number of working groups* that study what changes are needed, make recommendations of improvements, and monitor the change efforts.

(* Idea groups, action groups, implementation groups etc.)

One or more top executive should be part of steering committee

Representatives from all parts of the organization

In large bureaucratic organizations :

1. High forces of inertia2. Hierarchical communication pattern3. Standard ways of addressing problems

Here parallel learning structures are best way to initiate change

Inhibit : learning Innovation Change

Page 40: Foundations of Od

Normative-Re educative Strategy

Change can be brought about by 3 kinds of strategies.

1. Empirical and Rational Strategies2. Normative and Re educative Strategy3. Power-Coercive Strategy

OD Practioners propose the normative and educative strategy for Organization Development

Page 41: Foundations of Od

Normative-Reeducative Strategy of Change

Norms form the basis for behavior, and change comes through reeducation in which old norms are discarded and replaced by new ones.

Changes in normative orientations involve changes in:• Attitudes• Values• Skills• Relationships

Norms can be best changed by focusing on the group, not the individual.

Page 42: Foundations of Od

Applied Behavioral Science

Applied Behavioral Science is a combination of Research , Theory and Science .

Includes basic understanding of theory, practice, principles and concepts. ( Diagnosis)

Includes techniques, strategies, models, process and paradoxes. ( Treatment)

Illustrates awareness, observation and interpretation.

Page 43: Foundations of Od

Applied Behavioral ScienceOD is an application of behavioral science

Pure/ Basic Science Applied ScienceGenerating knowledge Knowledge to Solve

practical problems

Practice Theory : Diagnosing the situation, then selecting and implementing treatments based on diagnosis, and finally evaluating the effects of the treatments.

What helps me solve this problem?

What helps me solve real problems?

Applied Behavioral Science

Practice Research Practice Theory

Behavioral Science Research Behavioral Science Theory

Pu

re/

bas

ic s

cien

ce

Ap

pli

ed S

cien

ce

Page 44: Foundations of Od

Researcher enters a problem situation, diagnoses it and make recommendations for remedial treatment (recommendations may not be put into effect by client group)

People who are to take action are involved in the entire process from the beginning (involvement increases the likelihood of carrying out the actions once decided upon)

Researcher keeps the systematic, extensive record of what he/ she did and what effects it had (may encounter situations too divergent from one another, which may not permit generalizations)

It is controlled research on the relative effectiveness of various techniques (is difficult to do when client wants immediate answers)

Diagnostic

ParticipantParticipant

Empirical

ExperimentalExperimental

Action ResearchData Collection

Feedback of data to client system members

Action planning based on the data

Taking action

Evaluating results of actions

Types

Diagnostic

Participant

Empirical

Experimental