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BY,
Krupa B.P.
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The environment in which organizations operate is
increasingly turbulent in an era of global,national,
and regional commercial competitiveness.
In large part the old organizational paradigm isdying. It doesnt
work well in this emerging
environment
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Top-down, automatically directed, rigidly
hierarchial, fear generating organizations are
giving way to something new.
The new paradigm proclaims that the most
innovative and successful organizations will be
those that derive their strength and vitality fromadaptable,
committed team players at all levels
and from all specialties, not from the omniscience
of the hierarchy. Increasingly, organizations will be
flatter, with smaller central staffs and with morereal
delegation to small groups and units.
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High performance organizations focusing on the
customer and continuous quality improvement and
placing high value on human resources, diversity,
and high performance teams will be the norm.
OD will be major player in assisting organizations
to shift to and sustain this mew paradigm and to
help invent even more effective paradigms in the
future. The future of OD is bright, but only if the field
continues to evolve.
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The central strength of OD is that theprocesses are
fundamentally sound. These
processes include careful tuning in to the
perception and feelings of people, involving
people in diagnosing the strength andweakness of their
organizations and making
action plans for improvement, redesigning
work so that it is more meaning and motivating,
training people toward a participative,open, team leadership
mode and using qualified
third parties.
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Second, OD approaches promote and help
sustain democratic processes.
Third, OD practice has been from the last 2
or 3 decades to create a blending of attention to
people oriented process.
Fourth, almost everywhere organizations
are recognizing the need for assistance in
getting the right people together to talkconstructively about
important organizational
and transorganizational matters.
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To enlarge the data base for making
management decisions.
To expand the influence process.
To capitalize on the strengths of the informalsystem and to make
the formal and the
informal system more congruent.
To become more responsive.
To examine its own leadership style andways of managing.
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Ethical standards is in terms of enhancement versus
violation of basic and in terms of help versus harm
to persons.
Louis White and Kevin Wooten see five categories of
ethical dilemmas in organization development
practice stemming from the actions of either the
consultant or client or both.
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1) Misrepresentation and collusion
2) Misuse of Data
3) Manipulation and coercion
4) Value and goal conflicts
5) Technical ineptness
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Misrepresentation of the consultants skills
Professional/technical Ineptness
Misuse of data
Collusion
Coercion
Promising Unrealistic Outcomes
Deception and conflict of Values
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The role of OD in the constant changing
organizational, political and economic milieu of the
future in number of unrelated conditions.
Most of the conditions are favorable to OD but
countertrends and uncertainties will have to be
addressed.
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Leadership and values.
Knowledge about OD.
OD training.
The interdisciplinary nature of OD.
Diffusion of technique.
Integrative practice.
Mergers, acquisitions and alliances.
Rediscovering and recording history.
Search for community.
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To enlarge the data base for making management
decisions.
To expand the influence process.
To capitalize on the strengths of the informal
system and to make the formal and the informal
system more congruent..
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To become more responsive.
To legitimatize conflict as an area of
collaborative management.
To legitimatize and encourage the
collaborative management of team,
interteam, and organization cultures.
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A number of interrelated issues can arise inconsultant-client
relationships in ODactivities. These issues tend to center onthe
following important areas:
1. Entry and contracting2. Defining the client system
3. Trust
4. The consultant as a model
5. Ethical standards in OD
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It means a psychological and financing sense ,occursover and
over in OD consulting.
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Here it comes the question of who the client is quicklybecomes
an important issue in consultant-clientrelationships.
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A good deal of the interaction in early contacts betweenthe
client ant the consultant is implicitly related todeveloping a
relationship of mutual trust.
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Here the OD consultant needs to give out clearmessages-that is,
the consultants words and apparentfeelings need to be
congruent.
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Power exists in virtually all social situation. It is
especiallysalient in coordinated activities such as those found
in
organizations.
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1. REWARD POWER-power based on the ability of thepower holder to
reward another ,ie, to give somethingvalued by the others.
2. COERCIVE POWER-power based on the ability of thepower holder
to punish another.
3. LEGITIMATE POWER-power based on the everyonesbelief that the
power holder has a legitimate right to exertinfluence.
4. REFERENT POWER-power based on the power-receiverhaving an
identification with the power holder.
5. EXPERT POWER-power based on the power holderpossessing expert
knowledge or expertise needed by theother.
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Organizational politics involve those activities takenwithin
organizations to acquire, develop and usepower and other resources
to obtainones preferredoutcomes in a situation.
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