7/31/2019 Unit 1 OCD

1/31

ORGANISATIONAL CHANGE &

DEVELOPMENT

7/31/2019 Unit 1 OCD

2/31

Nature

Assumptions

Characteristics & Techniques

Historical Framework

The Lab Stem

The Survey Action & Feedback Stem

The Action ResearchNormative Approaches

Strategic Change

7/31/2019 Unit 1 OCD

3/31

Steps Involved in OD

Role of Managers

Factors affecting OD

7/31/2019 Unit 1 OCD

4/31

Organization Development (OD) as "an effort, planned,organization-wide, and managed from the top, to increaseorganization effectiveness and health through plannedinterventions in the organization's processes, using behavioral-science knowledge.

7/31/2019 Unit 1 OCD

5/31

In essence, OD is a planned system of change. Planned. ODtakes a long-range approach to improving organizationalperformance and efficiency. It avoids the (usual) "quick-fix".

Organization-wide. OD focuses on the total system.

Managed from the top. To be effective, OD must have thesupport of top-management. They have to model it, not justespouse it. The OD process also needs the buy-in andownership of workers throughout the organization.

Increase organization effectiveness and health. OD is tied tothe bottom-line.Its goal is to improve the organization, to

make it more efficient and more competitive by aligning theorganization's systems with its people.

7/31/2019 Unit 1 OCD

6/31

7/31/2019 Unit 1 OCD

7/31

Human Resource Development Managing

this precious resource is important

Rate of Change- Environmental factors

GlobalizationNature of the Workplace

7/31/2019 Unit 1 OCD

8/31

The basic units of change are groups, not individuals.

An always relevant change goal is the development ofa more collaborative condition.

Decision making in a healthy organization is locatedwhere the information sources are

Organizations, subunits of organizations, andindividuals continuously manage their affairs againstgoals.

One goal of a healthy organization is to developgenerally open communication, mutual trust, and

confidence between and across levels. People support what they help create. People

affected by a change must be allowed activeparticipation and a sense of ownership in theplanning and conduct of the change.[

7/31/2019 Unit 1 OCD

9/31

Need for change is aligned to operationalissues

Leaders set direction and manage risks

Agenda is driven by change in externalenvironment

It is deliberate, systematic and well thoughtoff

Velocity of change depends on the degree orlevel of significance.

Status quo is challenged.

Reaction can be both positive and negative

7/31/2019 Unit 1 OCD

10/31

Krut Lewin 1898- 1947

T Groups

NTL

Research Center for Group Dynamics

Collaborative Change Process

Kurt Consultant

Three Step Process Planning , Action and Measuring Results

7/31/2019 Unit 1 OCD

11/31

Term OD Coined by Douglas McGregor &

Richard Beckhard

Offsite Lab training Failure

OD DEVELOPMENT

Stranger Groups Family Groups

7/31/2019 Unit 1 OCD

12/31

In India in 1957 by Rolf Lynton who

established a T Group, name Aloka in

Mysore to develop the capacity of youth

7/31/2019 Unit 1 OCD

13/31

LABORATORY TRAINING

ACTION RESEARCH SURVEY FEEDBACK

PARTICIPATIVE MANAGEMENT

QUALITY OF WORK LIFE

STRATEGIC CHANGE

C

URRENT

OD

PR

ACTICE

7/31/2019 Unit 1 OCD

14/31

Laboratory training began in 1946, when Kurt Levin was askedfor help in research on training community leaders

A workshop was developed and the community leaders were

brought together

At the end of each session the researchers discussed thebehaviors they had observed

Thus the first T-group was formed in which people reacted to

data about their own behavior

7/31/2019 Unit 1 OCD

15/31

The researchers drew two conclusion about this first

T- group experiment

Feedback about group interaction was a rich learning

experience

The process of group building had potential for

learning that could be transferred to back homesituations

Applying T-group techniques to organizations

gradually became known asteam building

7/31/2019 Unit 1 OCD

16/31

The action research contribution began in 1940

The research needed to be closely linked to the

actions

A collaborative effort was made, to collect theorganizational data

To analyze the cause of the problem and then to

device and implement a solution

Further data was collected to asses the results

7/31/2019 Unit 1 OCD

17/31

Participative management is a means of getting

employees involved in planning and managing

change

Four types of management systemsExploitative authoritative system

Benevolent authoritative systems

Consultative systems

Participative group

7/31/2019 Unit 1 OCD

18/31

Likert applied system 4 to organization using a survey

feedback process

Which asked the members about the present and the ideal

conditions about the organization

Generated action plans to move the organization towards

system 4 condition

7/31/2019 Unit 1 OCD

19/31

The contribution of QWL can be explained in two

phases

This phase was developed in Europe in 1950 based

on the research of Eric Trist.This program involved developing a work design

which aimed at better integrating technology and

people

Participation by unions and management in thework design

The distinguishing characteristics of this program

was developing self managing groups

7/31/2019 Unit 1 OCD

20/31

The second phase of QWL continues under the banner of

employee involvement

Employee contribution helps in running the organization

so that it can be more flexible, productive and competitive

7/31/2019 Unit 1 OCD

21/31

This background is a recent influence on ODs

evolution

Strategic change involves improving alignment

among an organization's environment, strategy anddesign

Richard Bechhard used open system planning

He described the difference between

organizations' demand and the way it respondscould be reduced and performance improved

7/31/2019 Unit 1 OCD

22/31

MODEL OF CHANGE Kurt Lewin

Unfreeze

Moving

Freeze

7/31/2019 Unit 1 OCD

23/31

7/31/2019 Unit 1 OCD

24/31

SCOUT

ENTER & CONTRACT

DIAGNOSIS

PLANNING ACTION

STABILIZATION

EVALUATION TERMINATION

7/31/2019 Unit 1 OCD

25/31

25

Questionnaire Interview

Observation

Analysis of Secondary Data

Analysis of Primary Data

Taskforce and Task group

Workshops

Seminar,Symposium and Training Programmes Recording and examining critical incidents/events

Force Field Analysis

The Six-Box Model

7/31/2019 Unit 1 OCD

26/31

26

Change agent

Creating a learning organization

T & D

Coach and mentor

INTERVENTIONS

7/31/2019 Unit 1 OCD

27/31

INTERVENTIONS

OD Practitioners have to consider the following in the planning and

implementation of OD:

1. Develop an overall game plan or intervention strategy

2. Structure activities to promote learning and change for better as

under:

(a) Structure to include the relevant people

(b) Structure so that it is problem-oriented or opportunity-

oriented OR oriented to the problems and opportunities

generated by the client

(c )Structure so that the goal is clear and the way to reach it isclear

(d) High probability of success

(e) Structure so that it contains both experienced-based learning

and conceptual learning

(f) Structure so that individuals are freed up rather thananxious and defensive

(g) Structure so that participants learn how to solve a particular

problem and how to learn to learn.

27unit 4

INTERVENTIONS(contd )

7/31/2019 Unit 1 OCD

28/31

INTERVENTIONS(contd.)

(h) Structure so that individuals learn about both TASK and

PROCESS

task-is what the group is working on

process-how the group is working and what else is going onie group processes and dynamics, styles and behaviour

(i) Structure so that individuals are engaged as whole persons

not segmented persons

3. The other set of concerns are:

(1)Maximize diagnostic data(2)Maximize effectiveness

(3)Maximize efficiency

(4)Maximize speed

(5)Maximize relevance

(6)Minimize psychological and organizational strain

28

7/31/2019 Unit 1 OCD

29/31

INTERNAL

Management Support

Culture

Leadership

Vision

EXTERNAL Political

Legal

Economic Social

Technological

Environmental

7/31/2019 Unit 1 OCD

30/31

30

Engagement

People want their view to be heard

There is right to refute

Communication is sincere and genuine

Exploration Different options are explored

Explanation

People are informed of the decision

Decisions are based on sound facts and reasoning

7/31/2019 Unit 1 OCD

31/31

Expectations

Decisions are translated into clear goals,action

plan and behaviours

The meaning of a commitment is clear

There is appropriate coaching and support

Evaluation

Decisions are applied with consistency

Desired behaviours and results are rewarded