Organizational Development[1]

8/14/2019 Organizational Development[1]

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Organizational Development

Q1. Define OD and enlist its important characteristics.

Ans. The literature contains several definitions of OD, to quote a few:

OD is a response to change, a complex educational strategy intended to changethe beliefs, attitudes, values and structure of organization so they can better adoptnew technologies, markets and challenges, and the dizzying rate of change itself

( Bennis, 1969). OD is planned process of change in an organizations culture through the

utilization of behavioral science, technology, research and theory. ( Burke 1982) Organizational Development is an effort (1)planned,(2) organizational wide, (3)

managed from the top, (4) to increase organization effectiveness and healththrough (5) planned interventions in the organizations processes, using

behavioral science knowledge. (Beckhard,1969)

Let us examine this definition:

1. It is a planned change effort. An OD program involves a systematic diagnosis of the organization, the development of strategic plan for improvement, and themobilization of resources to carry out the effort.

2. It involves the total system. An organization development effort is related to atotal organization change in the culture and the reward system or the totalmanagerial strategy.

3. It is managed from the top. In an OD effort the top management of the system has

personal investment in the program and its outcomes. They actively participatesin the management of the effort. This does not mean that they must participate inthe same activities as others, but it does that they must have both knowledge andcommitment to the goals of the programs and must actively support the methodsused to achieve goals.

4. It is designed to increase organization effectiveness and health.

Another Classic definition Offered by French And BELL:

Organizational development is a long range effort to improve an organizations problemsolving and renewal processes, particularly through a more effective and collaborativemanagement of organizations culture-with special emphasis on the culture of formalwork teams with the assistance of a change agent, or catalyst, and the use of the theoryand technology of applied behavioral science, including action research.

Porras and Robertson state: OD is a practical application of the science of organization.Drawing from several discipline for its models, strategies and techniques, OD focuses onthe planned change of human systems and contributes to organization science through theknowledge gained from its studies of complex change dynamics.


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To summarize, here are primary the distinguishing characteristics of OD:

1. OD focuses on culture and processes.

2. Specifically, OC encourages collaboration between organization leaders andmembers managing culture and processes.

3. Teams of all kind is particularly important for task accomplishment and is targetsfor OD activities.

4. OD focuses on the human and social side of the organization primarily, and in sodoing also intervenes in the technological and structural sides.

5. OD focuses on total system change and views organization as complex socialsystem.

6. OD relies on an action research model with extensive participation by clientsystem members.

7. OD takes a developmental view that seeks the betterment both individuals andorganizational attempting to create WIN WIN solutions.

8. OD practitioners are facilitators, collaborators, and co learners with the clientsystem.


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Q2. Write brief note on the following:

a. Change Management models.Ans. Models and theories of planned change- OC is planned change in anorganizational context. The development models of planned change facilitated thedevelopment of OD. The work of the pioneering social psychologist Kurt Lewin was

instrumental in this approach. Kurt Lewin introduced the idea about changed process.

Stage 1: Unfreezing : creating motivation and readiness to change througha. Disconfirmation or lack of confirmation.b. Creation of guilt or anxietyc. Provision of psychological safety.

Stage 2: Changing through Cognitive restructuring: Helping the Client to see things, judge things, feel things and react to things differently based on a new pointof view obtained through

a. Identifying with a new role model, mentor etc.b. Scanning the environment for new relevant information.

Stage 3: Refreezing: Helping the client to integrate the new point of view intoa. The total personality and self conceptb. Significant Relationship

Lewins three stage model is a powerful cognitive tool for understanding changesituations.

1. Unfreezing The first task is to make the people aware of the need for change. Aclimate of openness and trust is developed so that the group is ready for change.

2. Moving- using the survey feedback method, the group makes a diagnosis of

where it is and develops action plans where it wants to go.3. Refreezing- Once the plans have been carried out and an evaluation has been

made, the group starts to stabilize into more effective performance.

2b. Empowerment:Ans. One of the most important foundations of OD is its use of a participation andempowerment model. The participation in OD programs is not restricted to the toppeople; it is extended broadly through out the organization. Increased participation andempowerment have always been central goals and core values of the field.

To empower is to give some one power. This is done by giving individuals the authority

to participate, to make decisions, to contribute their ideas, to exert influence, and to beresponsible. That is why participation is such an effective form of empowerment.Participation enhances empowerment, and empowerment in turn enhances performanceand individual well-being.OD interventions are deliberately designed to increase involvement and participation byorganization leaders and members. For example, autonomous work groups, qualitycircles, team building, survey feedback, quality of work life programs and opportunities.OD interventions are basically methods for increasing participation. The entire field of OD is about empowerment.


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2c. Internal and External Change Agents:Ans.

Advantages DisadvantagesExternal Agent Credibility as an

Expert No negative history

with theorganization.

Objective outsider Wide experience

and diverseknowledge.

Perceived as anoutsider

Lacks knowledge of organization and itsway of life

Often has limitedavailability of time.

Internal Agent Credibility as aninsider

Knows theorganization, peopleculture etc.

Personalrelationship

Availability isensured all the time.

Often not perceivedas an OD expert.

May have negativeorganizationalhistory.

May have limitedOD experience.

May lack objectivity.


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2d. System theory.Ans. System theory is the second foundation of OD, this theory views organization asopen system in active exchange with their surrounding environments.

Every system has a boundary that separates it from its environment. The boundary drawsthe line between system and environment. What is inside the boundary is the system and

what is outside the boundary is the environment.

Open systems have purposes and goals, the reason for their existence. It is important tonote that these purposes must align with purpose or needs in the environment for examplethe organizations purpose will be reflected in its outputs and if the environment does notwant the outputs, the organization will cease to exist.A System in Interaction with its environment.

Open system thinking is the most required aspect for creating learning organization.According to Peter Senge, learning organization is able to cope effectively with rapidlychanging environmental demands. Senge believes five discipline must be mastered in

order to create a learning organization: personal mastery, mental model, building sharedvision, team learning, and system thinking, of all these discipline, the fifth discipline,system thinking is the most important.

System theory has contributed in many ways in the theory and practice of OD:

Issues, events, forces and incidents are not viewed as isolated phenomenon but areseen in relation to other issues, events and forces.

A system approach encourages analysis of events in terms of multiple causationrather than single causation.

One cannot change one part of a system without influencing other parts in someways.

According to field theory ( Kurt Lewin), the forces in the field at the time of theevent re the relevant forces for analysis. This idea helps the OD practioner toanalyze the events in the light of the similar kind of historical events.

Anyone wants to change a system, the system has to be changed not just itscomponent parts.


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Q3. What are effective teams? Explain in details the OD interventions that helpclarify the roles in the teams.

Ans. Effective Teams:For individual to function effectively, frequently, aprerequisite is that the team mustbe effective .

Characteristics of effective Teams

1. There is a clear unity of purpose.There was free discussion of the objectives until members could committhemselves to them, the objectives are meaningful to each group member.

2. The group is elf-conscious about its own operations.The group has taken time to explicitly discuss group process- how the group willfunction to achieve its objectives, the group has a clear, explicit and mutuallyagreed upon approach: mechanics, norms, expectations, rules etc. frequently, it

will stop to examine how well it is doing or what may be interfering with itsoperation. Whatever the problem may be, it gets open discussion and a solutionfound.

3. The group had set clear and demanding performance goals for itself and hastranslates thee performances goals into well-defined concrete milestones againstwhich it measures itself. The group defines and achieves a continuous series of small wins along the way to larger goals.

4. The atmosphere tends to be informal, comfortable, relaxed.There are no obvious tensions, a working atmosphere in which people are

involving and interested.

5. there is a lot of discussion in which virtually everyone participates, but it remainspertinent to the purpose of the group. If discussion gets off track, someone willbring it back in short order. The members listen to each other. Every idea is givena hearing. People are not afraid of being foolish by outing forth a creative thoughteven if it seems extreme.

6. People are free in expressing their feeling as well as their ideas. This is critical if the team members have to work in a congenial and fearless environment.

7. There is disagreement and this is viewed as good.Disagreements are not suppressed or overridden by premature group action. Thereasons are carefully examined, and the group seeks to resolve thm rather thandominate the dissenter. Dissenters are not trying to dominate the group they havea genuine differences of opinion. If there are basic disagreements that cannot beresolved, the group figures out a way to live with them without letting them block its efforts.


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8. Most decisions are made at a point where there is general agreement.However, those who disagree with the general agreement of the group do notkeep their opposition private and let an apparent consensus mask theirdisagreement. The group does not accept a simple by each group member.

9. Each individual carries his or her own weight, meeting or exceeding theexpectations of other group members. Each individual is respectful of themechanics of the group: arriving on time, coming to meetings prepared,completing agreed upon tasks on time, etc. When action is taken , clearassignments are made (who-what-when) and willingly accepted and completes byeach group member.

10. Criticism is frequent, frank and relatively comfortable.The criticism has a constructive flavour-oriented towards removing an obstaclethat faces the group.

11. The leadership of the group shifts from time to time. The issue is not whocontrols, but how to get the job done.


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Power Tactics

Many researches have studied the tactics individuals use to become powerful inorganizations. Some of the most common tactics include the following.

1. Forming coalitions and alliances: As suggested above, this is probably the mostcommon way to gain influence among the organizational members.

2. Controlling access to individuals: Members who are able to control contact withhigher executives typically become very influential with the organization. For thisreason, secretaries and administrative assistants to senior managers often havepower far beyond their position power.

3. Controlling access to information and other resources: When people aredependent on others for access for information and nay other resource necessaryto do their jobs, they are in a weak position. Again, people who hold positions of low status can gain considerable power by controlling access to criticalinformation and resources. In general, people who control budgets are morepowerful.

4. Setting the Agenda: One of the easiest ways to be powerful is to make certain thatissues that diminish personal influence never arise in the organization. Powerfulpeople maintain their power by seeing that only certain issues are discussed. Apowerful person may also determine the criteria by which his or her performancewill be evaluated, what issues are raises in meetings, and who is invited toorganizational events.

5. Attacking others: Another way to become powerful is to find someone else toblame mistakes on. In highly political environments, depreciating theachievement of others is a common strategy for making oneself more powerful.

6. Managing the impression one makes: This may involve becoming associated withorganizational success and distanced from failures, associating with the rightpeople, or managing the way one dresses, behaves and speaks. One tactics of

impression management is to give appearance of being indispensable bybecoming highly visible with the organization.

Successful use of power tactics alone will not, ofcourse, create a successful intervention.OD practitioners must have an excellent command of intervention techniques as well asthe interpersonal skills and influence to have these techniques accepted by organizationalmembers. In most situations, however, acceptance is, atleast in part, apolitical process.


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Q5. Write detailed notes on:a. Force Fields AnalysisAns. Force Field analysis is a device for understanding a problematic situation andplanning corrective actions. This technique rests on several assumptions:a. the present state of things ( the current condition) is a quasi-stationary equilibrium

representing a resultant in a field of opposing forces.

b. A desired future state of affairs (the desired condition) can only be achieved bymaking an effort to move the current point of equilibrium to a desired point andstabilizing the equilibrium to that point.

c. There are two types of forces, which act on this point at any time- The Enablingor Driving forces and Disabling or Restraining forces. Therefore, effort needs tobe made to identify and then minimize the impact of restraining forces andmaximize the impact of driving forces.

The Force Field Analysis involves the following steps:

Step 1: Decide upon a problem situation you are interested in improving, and carefully

and completely describe the current condition. What is the staus quo? What is the currentcondition? Why do you want it to be changed?

Step2: Carefully and completely describe the desired condition. Where do you want tobe? What is the desired state of things?

Step 3 : Identify the forces and factors operating in the current force field. Identity thedriving forces, which are pushing towards the desired state. Similarly, identify therestraining forces, which are pushing away from the desired condition. This identificationof forces should be thorough and exhaustive so that the picture of why are things the waythey are becomes clear for future action.

Step 4: Examine the forces in detail in terms of their strengthen and weaknesses. Alsoidentify which ones are within control and which are beyond control and influences.

Step 5: Strategies for strengthening the driving forces and weakening the restrainingforces could include any or more of the following:

a. Add more driving forces, remove the restraining forces or do both .b. Select several important adaptable restraining forces and develop action plans to

remove them instead of just adding driving forces.c. Work towards gaining participants and co-operation from all the concerned.

Remember that resistance is maximum from people who fear change for somereason or the other.

Step 6: Implement the action plans that should cause the desired condition to beachieved.

Step 7: Describe what action plans must be taken to stabilize the desired condition andimplement those action plans. This is to reinforce the desired condition so that things donot go back to the previous state.


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5b. Quality of Work Life as an OD Intervention.Ans. The term quality of work life (QWL) was first introduced in 1972 during aninternational labour relations conference. QWL received more attention after UnitedAuto Workers and General Motors initiated a QWL program for work reforms.

Robbins (1989) defined QWL as a process by which an organization responds to

employees needs by developing mechanisms to allow them to share fully in making thedecisions their design their lives at work

QWL has been well recognized as a multi-dimensional construct and it may not beuniversal or eternal. The key concepts captured and discussed in the existing literatureinclude job security, better reward system, higher pay and opportunity for growth,participative groups, and increased organizational productivity among others.

For the purpose of this study , QWL is defined as the favourable conditions andenvironments of a workplace that support and promote employees satisfaction byproviding them with rewards, job security and growth opportunities.

Positive Effects of QWL : The basic objectives of an effective QWL program areimproved working conditions and greater organizational effectiveness. A win-winsituation may result if QWL is positively linked to business performance. Positive resultsof QWL have been supported by a number of previous studies, including reducedabsentiseem, lower turnover, and improved job satisfaction. Not only does QWLcontributes to a companys ability to recruit quality people, but also it enhances acompanys competitiveness.

Common beliefs support the contention that QWL will positively nurture a moreflexible, loyal and motivated work force which are essential in determining the

companys competitiveness.

Job Security and QWL: Out of many essential elements of QWL, job security hasbecome the most discussed issue in recent years. Firing workers, characterized asdownsizing reengineering, restructuring and other euphemisms, can counter the positiveresults of QWL by creating fear of job insecurity. Although the rate of job losses hasslowed in recent years, many senior mangers still hold the belief that downsizing isnecessary in todays competitive market.Employees job satisfaction is at its slowest level in years, with only one in four

employees extremely satisfied with their job.

Fear of JOB Insecurity: What may worry people the most is not the fact of joblessnessso much as the threat of it. For example, an analysis of workers surveys in the 1980s and1990s, found only a slight decline in the proportion of this holding jobs for at least fouryears. (Koretz,1996)The new paradigm attempts to align the interests of the investor, manager and employeestakeholders into win-win situation. The paradigm raises questions as to its feasibility andas to whether a company can be profitable and satisfy the needs of the employeestakeholders. The idea that corporate management could reconcile the social demands forincreased job security with with capitalism demands for profits and efficiencies has been


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around for may years . Current trends between unions and management with the goal of protecting jobs and pay by making their employers more profitable and competitive.

The term QWL has been applied to a wide variety of organization improvement efforts.The common elements seem to be, as Goodman indicates, an attempt to restructure

multiple dimensions of the organization and to institute a mechanism which introducesand sustain changes overtime.

Aspects of change mechanism are usually an increase in participation by employees inshop floor decisions and an increase in problem solving between the union andmanagement.

At some General Motors plants, QWL projects have included some of the followingfeatures.

1. Voluntary involvement on the part of employees2. Union agreement with the process and participation in it.3. Assurance of no loss of jobs as a result of the program4. Training of employees in team problem solving5. The use of quality circles where employees discuss problems affecting the

performance of the plant and the work environment.6. Work team participation in forecasting, work planning and team leader

and team member selection.7. Regular planned team meetings to discuss such matters as quality, safety,

customer orders and schedules.8. Encouragement of skill development and job rotation within work teams.9. Skill training

10. Responsiveness to employee concerns.

While the specifics vary from one QWL project to the other, both within a givenorganization and between organizations, several features tend to be common. Thesesfeatures include union involvement; a focus on work teams; problem solving sessions bywork teams in which the agenda may include productivity, quality, and safety problems;autonomy in planning wok, the availability of skill training; and increased responsivenessto employees by supervisors.


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Q6. What is Grid OD? Explain in detail with the Leadership Grid diagram.Ans. Grid Organization Development

One of the most structured and popular organization wise interventions programs in ODis Grid OD, developed by psychologist Robert Blake and Jane Mouton (1964,1969)

This approach to OD emphasizes the importance of both helping managers become moreeffective and systematically creating and ideal strategic model to guide organizationalplanning and actions. This OD intervention uses a variety of specially designeddiagnostic instruments that enable individuals and groups to study their own behaviourand identify areas that need improvement.

Grid and management Styles

Grid OD proposes those two fundamental dimensions of leader behaviour are essentialfor understanding managerial effectiveness.

a. Concern for peopleb. Concern for results

Concern for people refers to the consideration of social and interpersonal concern of others, concern for results involves issues of quality, quantity and overall effectiveness of work outputs.

The graphical presentation of the model illustrates the concept further.


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The Leadership Grid above identifies five basic managerial styles.

1.1 Impoverished Management: managers falling under this category are justgoing through their jobs without any real contributions. They are primarilyconcerned with keeping their jobs and are of little or no value in OD.

9.1 Authority Compliance task Management : Emphasis is on results and hencecreativity and initiative of the subordinates is likely to be stifled. Low concern forinterpersonal relationships is also likely to result in low cohesion amongst thegroup members.

1.9 Country Cub Management: the focus of the 1,9 managers is on creating work environments with pleasant social environment positive interpersonalrelationships. They are primarily concerned with people and their feelings,attitudes and needs rather than results.

5.5 Middle of the Road Management : these mangers have a moderate concernfor people and results. They use this managerial style to balance employee moralewith acceptable levels of work outputs. They try to resolve conflicts throughaccommodation and compromise.

9.9 Team Management : The 9,9 manager demonstrate high concern for peopleand results and views these two dimensions of leadership as complementaryrather than antagonistic. There is an attempt to integrate personal goals of theemployees with the organizational goals through participative decision making.By developing work teams that utilize team members contributions in aninterdependent way, 9,9 managers simultaneously promote high morale andproductivity.

One of the most important assumptions of Grid OD is that 9,9 management style is themost effective approach for all managers in all the organization.

From an OD perspective, helping managers move to a 9,9 managerial style representcritical component of organizational change process. However, for this to happen , itmust be preceded by a change in organizations culture.


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7. Diagnosis is critical for success of any OD program. Explain using an appropriatemodel.

Ans.

8. OD Consultant must be competent in more than one discipline for implementinga successful OD program. What are the different competencies expected of the ODConsultant.

Ans. Competencies of an OD Consultant to lead a change effort is more complex thanhiring a lawyer for legal consultation or an economist for financial forecasting. Unlikeother consultants, professional who will serve as OD Consultants need to have a broadrange of competencies that, unfortunately, do not come with prestigious academic or

business credentials alone. Hiring an unsuccessful OD Consultant is usually the result of faulty selection and evaluation procedures. Organizations are much more likely to hirethe wrong kind of OD consultant if they fail to develop selection criteria unique to itsorganization needs.

When the wrong consultant is hired, OD programs often fail to get started or stall midwaythrough the process.

The following is a comprehensive list of competencies for a successful OD Consultant.To guide an OD intervention all the way to successful completion requires a special setof knowledge, skills and abilities.

The categorization of these competencies actually depicts the stages in the ClientConsultant relationship throughout the OD effort.

MarketingAn effective organization development (OD) practitioner can

1. Be aware of systems wanting to change2. Be known to those needing you3. Match skills with potential client profile4. Convey qualification in credible manner5. Quickly grasp the nature of the system

6. Determine appropriate decision makers7. Determine appropriate processes

EnrollingAn effective organization development (OD) practitioner can

8. Build trusting relationships9. Present the theoretical foundation of change10. Deal effectively with resistance11. Help the client mange emotionally charged feelings


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12. Collaboratively design the change process13. Help the client trust the process

Contracting14. Contract psychological for collaboration15. Help the client reflect on motivation16. Clarify outcomes17. Build realistic expectations18. conduct a mini-assessment19. Identify the boundary of system to be changed20. Articulate an initial change process to use21. Explicate ethical boundaries22. confirm commitment of resources23. Identify critical success factors for the intervention.24. clarify the role of consultant25. Clarify the role of client26. Begin to lay out an evaluation model

Mini assessment:An effective organization development (OD) practitioner can

27. Further clarify real issues28. Be aware of how ones biases influence interaction29. Link change effort into ongoing organizational processes30. Identify formal power31. Identify informal power

Data gathering:An effective organization development (OD) practitioner can

32. Determine an appropriate data collection process33. Determine the type of data needed34. Determine the amount of data needed35. Utilize appropriate mix of methods to ensure efficiency36. Utilize appropriate mix of methods to ensure validity37. Utilize appropriate mix of methods to ensure objectivity38. Utilize appropriate mix of data collection technology39. Clarify boundaries for confidentiality

40. Select a process that will facilitate openness41. Gather data to identify future states.

DiagnosisAn effective organization development (OD) practitioner can

42. Gather data to identify first steps of transition43. Watch for deeper issues as data is gathered44. Suspend judgment while gather data45. Know when enough data has been gathered


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46. Suppress judgment while gathering data.47. Use statistical methods when appropriate48. Recognize what is relevant49. Know how data from different parts of the system impact each

other50. Communicate implications of system theory51. Continuously assess the issues as they surface.52. Stay focused on the purpose of the consultancy53. Utilize a solid conceptual framework based on research

Feedback An effective organization development (OD) practitioner can

54. Prepare leadership for the truth55. Involve participants so they begin to own the process56. Synthesize the data gathers into them57. Create a non-threatening atmosphere58. Facilitate complex emotional patterns

PlanningAn effective organization development (OD) practitioner can

59. Distill recommendations from the data60. Focus action that generates high impact at lowest cost61. Consider creative alternative62. Mentally rehearse adverse consequences63. Mentally rehearse potential gains

ParticipationAn effective organization development (OD) practitioner can

64. Facilitate a participative decision making process65. Obtain direction from leadership66. Obtain commitment from leadership67. Co-create an implementation plan that is rooted in the data.68. Co-create an implementation plan that is concrete69. Co-create an implementation plan that is simple70. Co-create an implementation plan that is clear71. Co-create an implementation plan that logically sequences

activities72. Co-create an implementation plan that is result oriented73. Co-create an implementation plan that is measurable

74. Co-create an implementation plan that is rewarded

InterventionAn effective organization development (OD) practitioner can

75. Reduce dependency upon consultant76. Instill responsibility for follow through77. Intervene at the right depth78. Pay attention to the timing of activities79. Facilitate concurrent interventions


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80. Help mange impact to related systems81. Re-design intervention or mindfully respond to new dynamics.

EvaluationAn effective organization development (OD) practitioner can

82. Integrate research with theory and practice83. Initiate ongoing feedback in client consultant relationship84. Choose appropriate evaluation methods that is, interviews,

instruments, financial sheetsto collect evaluationinformation.

85. 36. Determine level of evaluation such as reaction, learning,behavioral change, organizational impact, social impact.

86. ensure evaluation method is valid87. Ensure evaluation is reliable88. Ensure evaluation method is practical

Follow- up

An effective organization development (OD) practitioner can89. Establish method to monitor change during the intervention90. Establish method to monitor change after the intervention91. Use information to reinforce positive change92. Use information to correct negative change93. Use information to take next steps94. Link evaluation with expected outcomes.

AdoptionAn effective organization development (OD) practitioner can

95. Transfer change skills to internal consultant so learning is

continuous96. Maintain/increase change momentum97. Link change process to daily life of system98. Mobilize additional internal resources to support continued

change99. Determine the parts of the organizational that warrant a special

focus of attention100. Pay attention to movement back to old behaviours101. Move more away from project driven change to strategy-

driven change102. Be sure customers and stakeholders are satisfied with

interventions results103. Plan renewal/reunion events

SeparationAn effective organization development (OD) practitioner can

104. recognize when separation is desirable105. Process any left over relationship issues consultants and

client106. Ensure that learning will continue


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107. Leave the client satisfied108. Plan for the post consultation contact.

Self-AwarenessAn effective organization development (OD) practitioner can

109. Clarify personal values110. Clarify personal boundaries111. Manage personal biases112. Manage personal defensiveness113. Recognize when personal feelings have been aroused114. Remain physically healthy while under stress115. Resolve ethical issues with integrity116. Avoid getting personal needs met at the expenses of the

client ( i.e financial ,emotional, sexual etc.)117. work within the limits of your capabilities118. Perform effectively in an atmosphere of ambiguity119. Perform effectively in the midst of chaos

InterpersonalAn effective organization development (OD) practitioner can

120. Develop mutually trusting relationship with others121. Solicit feedback from others about your impact on them122. Energize others123. Collaborate with internal/external OD professional124. balance the needs of multiple relationships125. Listens to others126. Pay attention to the spontaneous and informal127. Consistently maintain confidentiality

128. Interpersonally relate to others129. Use humor effectively

OtherAn effective organization development (OD) practitioner can

130. Interpret cross-culture influences in a helpful manner131. Handle diversity and diverse situations skillfully132. Communicate directions clearly to large groups133. Use the latest technology effectively134. Use the internet effectively135. Facilitate small group interventions (up to 70)

136. Facilitate large group interventions (70-2,000)137. Apply the skills if international consultant138. Demonstrate ability to conduct community development139. Demonstrate ability to conduct community development140. Function effectively as an internal consultant141. Be aware of the influences of cultural dynamics on

interactions with others.


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Q9. Write short notes on:

a. Strategies to build trust between the OD consultant and the organizationalmembers?

Ans. Building Trust in Working Relationships- The key to success

A satisfactory relationship between the change agent and the organizational membersis critical to success of nay OD effort. A trusting relationship helps the consultantdeal with the challenges bought by those who are uncomfortable or in disagreementwith the change effort, and the consutants style and values are the key factors inestablishing trust and making relationships successful.1. Communication is the central element in building a trusting relationship betweenthe OD consultant and organizational members. The goal of both, the consultant and

client should be to develop a positive climate for trust and verbal communicationprovides a major influence on that development.

2. Defensiveness is another barrier to a climate of trust. This attitude results from apersons perception that he or she is being unfairly evaluated or criticized. As a result,the person perception that he or she is being unfairly evaluated or criticized. As aresult , the person defends his or her behaviour or position. Defensiveness behavoiurdiminish the likelihood for open and frank communication, and they impair thedevelopment of trust. Supportive behaviours, on the other hand, communicatepositive intent, and encourage the development of trust, OD consultants who focuson supportive behaviours are likely to experience less defensiveness from

organizational members.

The ideal OD Consultant

From the perspective of a professional internal consultant, the ideal externalconsultant has the following qualities:

Listen, but does not sell Fits into the organization and embraces its mission and culture. Teaches the internal professional staff and helps them achieve independence. Provides good customers service Protects confidentiality Challenges assumptions Is a recognized expert Provides perspectives and objectivity Celebrate with internal staff.


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9b. Ethical guidelines for OD professionals

Whenever professionals offer advice or intervene in the affairs of individuals, groups,organizations or government agencies, questions arise concerning honesty, fairness andconflict of interests.

Ethics refer to issues or practices that should influence the decision making process interms of doing the right thing. In other words, ethics reflect the morals- what isconsidered right or wrong of a society or a culture.

As an OD professional, it is critical that some ethical guidelines are committed to andfollowed religiously. The following are some of them: ( Source The OD Institute, 1994)

I. Responsibility to Self.A. Act with integrity; be authentic and true to self.B. Strive continually for self-knowledge and personal growth.C. Recognize personal needs and desires and, when they conflict with other

responsibilities, seek all win resolutions of those conflicts.D. Assert own economic and financial interest in ways that are fair and equitable

to self as well as to clients and their stakeholders.

II. Responsibility for Professional Development and CompetenceA. Accept responsibility for the consequences of acts and make reasonable

efforts to ensure that services are properly used; terminate services if theyare not properly used and do what he/she can to see that any abuses arecorrected.

B. Strive to achieve and maintain a professional level of competence for bothself and profession by developing the full range of own competence andby establishing collegial and cooperative relations with other ODprofessionals.

C. Recognize own personal needs and desires and deal with them responsiblyin the performance of professional roles.

D. Practice within the limits of my competences, culture and experience inproviding services and using techniques.

E. Practice in cultures different from own only with consultation from peoplenative to or knowledge about those specific cultures

III. Responsibility to Clients and significant Others


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A. Serve the long term well-being, interest and development of the clientsystem and all its stake holders, even when the work being done has ashort term focus.

B. Conduct any professional activity, program or relationship in ways that rehonest, responsible, and appropriately open.

C. Establish mutual agreement on a contract covering services and

remuneration.D. Deal with conflicts constructively and avoid conflicts of interest as much

as possible.E. Define and protect the confidentiality of client-professional relationship.F. Make public statements of all kinds accurately, including promotion and

advertising, and give services as advertised.

IV. Responsibility to the Profession

A. Contribute to continuing professional development for self, otherpractitioners and the profession.

B. Promote the sharing of OD knowledge and skill.C. Work with other OD professionals in ways that extremely what our

profession says we stand for.D. Work actively for ethical practice by individuals and organizations

engaged in OD activities and in, case of questionable practice, useappropriate channels fro dealing with it.

E. Act in ways that bring credit to the OD profession and with due regardsfor colleagues in other professions.

V. Social Responsibility

A. Act with sensitivity to the fact that my recommendation and actions mayalter the lives and well-being of people within client systems and thelarger systems of which they are subsystem.

B. Act with awareness of the cultural filters which affect my view of theworld, respect cultures different from my own and be sensitive to cross-cultural and multicultural differences and their implications.

C. Promote justice and serve the well being of all life on Earth.D. Recognize that accepting this Statement as a guide foe my behaviour involves

holding myself to a standard that may be more exacting than the laws of any countries in which I practice, the guidelines of any professionalassociations to which I belong, or the expectations of any clients.

9c. Foundations of ODAns. Values, Assumptions and Beliefs in OD

The field of OD rests on a foundation of values and assumptions about people andorganizations. These beliefs help to define what OD is and guide its implementation.


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Values have always been an integral part of OD package. OD values an assumptiondeveloped from research and theory by behavioural scientist and from the experiencesand observations of practicing managers. OD values tend to be humanistic, optimistic anddemocratic.

Humanistic values proclaimed the importance of the individual, respect the whole person,

treat people with respect and dignity, assume that everyone has intrinsic worth, view allpeople as having the potential for growth and development. Optimistic values posit thatpeople are basically good, the progress is possible and desirable in human affairs, and therationality, reason and goodwill are the tools for making progress. Democratic valueasserts the sanctity of the individual, the right of people to be free from arbitrary misuseof power, fair and equitable treatment for all and justice through the rule of law and dueprocess.

In a recent survey study, the top five values considered most important were:

1. Increasing effectiveness and efficiency2. Creating openness in communication3. Empowering employees to act4. Enhancing productivity and5. Promoting organizational participation.

The knowledge base of OD is extensive and is constantly being upgraded. The mostimportant concept on which OD is constructed is as follows:

Model & theories of planned change System theory Participation and empowerment Teams and team work Parallel learning structures A normative value for culture and changed Applied behavioural science Action research

Q10. Describe in detail the MBO approach to OD.

Ans. The MBO approach to OD

For an MBO program to be effective organization wide OD intervention, seniormanagement must support and actively participate in its implementation. It begins withthe top management providing clear statement of organizational purpose or mission sothat individual member can align their goals with critical organizational objectives. Thisstatement can then serve as a guide fro developing long range goals and strategicplanning. Departmental and individual goals can then be derived from organizationalgoals. Based on extensive reviews of MBO programs, two researches have identified thefollowing factors for the success of MBO programs:

a. Organizational commitment


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Step 4: Setting Group and Individual Goals: This step is focused on developing andimplementing group and individual level goals in a coordinated manner. This processencourages vertical and horizontal communication in the organization since individualsmust clarify their roles and take responsibility for specific results. Individuals goalsetting is done in a collaborative manner and will include both, personal and professionaldevelopment objectives. Research indicates that individual goals produce the most

positive results when they are challenging and specific.

Step 5: Formulating and Implementing Action Plans: Although clearly stated goalsprovide a precise description of desired outcome, action plans are needed to provide away of attaining goals. Action plans systematically identify the methods, activities andresources required to accomplish objectives.

Step 6: Reviewing Goal Progress : Finally, mangers must review progress towardsachieving the goal by meeting with subordinates in a group or individually. During thesemeetings, managers and subordinates discuss problems and difficulties involved incompleting the goals and evaluated individual performance based on degree to which

targeted goals were actually achieved. These meetings may also provide an opportunityto review and modify goals that have become outdated or unobtainable. Once thisassessment is complete, the focus shifts from past performance to planning future goalsand action plans. Together, mangers and subordinates develop mutually agreed upongoals and formulated a strategy to achieve them.

Although MBO is a widely used approach for enhancing organizational effectiveness, theways organizations use this intervention vary considerable. Companies such a as IBMand Hewlett-Packard, for example, have made MBO an integral part of their cultures. Ingeneral research on the effectiveness of MBO has produced mixed results. To somedegree, the success of an MBO intervention depends on the culture of the organization.

In keeping with the principles of OD, implementing and MBO program can be seen as anopportunity for employee development-mangers can assist employees in settingprofessional work, designing their work and participating in decision making. MBOseems to work better in organizations having a consultative environment.


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Q12. Write short notes on :

a. Appreciation Concerns ExerciseAns. The Appreciation and concern Exercise

This intervention may be appropriate if interview data suggests that one of thedeficiencies in the interactions of members of a group is lack of expression of appreciation, and that another deficiency is the avoidance of confronting concerns andirritations.

This intervention can be carried out in many different ways. On a broad scale, thefollowing are the important aspects.

1. The facilitator asks each member of the group to write down one to threeappreciation for each member of the group.

2. Each member is also asked to write down one or two minor irritations or concernsrelated to each person that may be interfering with communications, getting thework done effectively, and so on.

3. Along with the assignment, the facilitator may make some suggestions, such as;a. You be the judge of which concerns to raise?b. Will be helpful to the relationship?c. Will it be helpful to the group?d. Can the person do anything about it?e. Would it be better to talk privately with the person?

On the positive side, sometimes raising concerns in a team setting can provide anopportunity for others to validate what is being perceived or to provide another

perspective.

b. Responsibility ChartingAns. In work teams, decisions are made, tasks are assigned, and individuals andsmall groups accomplish the tasks.

This process is easily described on paper, but in reality, a decision to have someonedo something is somewhat more complex than it appears because multiple factors arein fact involved in even the simplest task assignment.

The person who does the work, one or more people who may approve or veto the

work, and persons who may contribute in some way to the work while not beingresponsible for it all play a part in given task. The issue is, who is to do what, withwhat kind of involvement by others?

A technique called Responsibility Charting helps to clarify who is responsible forwhat on various decisions and actions. It is simple, relevant, and effective techniquefor improving team functioning.


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The technique is defined as follows:

First is to construct a grid; the type of decision and classes of actions that need to betaken in the total areas of work under discussion are listed along left-hand side of the

grid. The actors who might play some part in decision making on those issues are alsoidentified and listed across the top of the grid.

The process, then, is one of assigning a behavoiur to each of the actors opposite eachof the issues. There are four classes of behavours:

1. Responsibility (R) the responsibility to initiate action to ensure that the decisionis carried out.

2. Approval required, or the right to veto (A-V)- the particular item must bereviewed by the particular role incubement, and this person has the option of either vetoing or approving it.

3. Support (S) providing logistical support and resources for the particular item.4. Inform (I)- must be informed and, by inference, cannot influence.

A fifth behaviour ( or non- behaviour) is non involvement of a person with thedecision; this is indicated on the chart with a - (dash).

One type of responsibility chart is in the following figure.

Responsibility Charting is usually done in a work team context. Each decision oraction is discussed and responsibility is assigned.

Some guidelines to conduct this intervention more effectively are:

1. Assign responsibility to only one person. That person initiates and then isresponsible and accountable for the action.

2. Avoid having too many people with an approval-veto function on an item. Thiswill slow down task accomplishment or will negate it altogether.

3. If one person has approval-veto involvement on most decisions, that person couldbecome a bottleneck for getting things done.

4. The assignment functions to persons at times becomes difficult. For example, aperson may want A-V on an item, but not really need it; a person may not want Sresponsibility on an item but should have it; or two persons each want R on a

particular item but only one can have it.5. The support function is critical. A person with a support role has to expendresources or produce something that is then used by the person responsible for theaction. This support role and its specific demands must be clarified and clearlyassigned.


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Responsibility Charting is an effective tool to clear up responsibility diffusion- the actuallack of responsibility or supervision when too many people are given responsibility forthe same thing. For example, at one organization, many decisions had to be approved by

every manager up to the CEO. Each assumed that errors would be caught at the next orprevious level, and the CEO himself admitted that he didnt read the form, he just signedthem. Thus the organization wasted great deal of time, sent an impropriate message to itemployees, and ended. Up with less accountability than if people were givenresponsibility for their own approvals.

A responsibility Charting session can quickly identify who is to do what on newdecisions as well as help top pinpoint reasons why old decisions are not beingaccomplished as desired. Responsibility Charting is a good intervention to use to improvethe task performance or a work team.

Responsibility Charting

ActorsDecisions

R: Responsibility, A-V: Approval, S: Support, I : Inform


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Q12c. Levels of Organizational Analysis.

Ansc. There are atleast three diagnostic approaches for assessing power .

Position Analysis focuses on jobs and responsibilities of an individual with theorganization . starting with organizational chart, the OD practitioner makes an estimate of

the personal power of key individuals. In addition, he or she attempts to determine thelinkages of the individuals in question with people outside the organization. A personwho represents the company to a regulatory body, for example, and has access topowerful people outside the company, is likely to have considerable power within theorganization.

Reputational Analysis is based on the idea that powerful people are known to others,and one way to guage power is to ask about an individuals reputation. Although thiscould be subjective method, view of people who hold power, this provides moreinformation than studying an organizational chart. More than one person can be asked toimprove the reliability of reputional analysis.

Decision Analysis attempts to identify people who have directly influenced decisions onorganizational issues. Although members of complex organizations make hundreds of decisions daily, only a few decisions are really important in terms of power and politics.Typical important decisions revolve around issues like budgets, reorganization and keypersonnel decisions. In studying the decision process, informal decision makers-likethose who provide information to decision making process also need to be considered.


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Q13. Describe in detail the Principled Negotiation technique. What is theapplication of this intervention.

Ans13. Principled Negotiations

Fisher, Ury and Patton described this intervention in the book Getting to Yes. The

following are the stages in this intervention.

1. People: separate the people from the problem. People have different perceptions,feelings and data. These differences need to be clarified.

2. Interests: Focus on interests, not positions. Positions lock the parties into anadversarial stance and obscure what their underlying interest really are.

3. Options: Generate a variety of possibilities before deciding what to do. A numberof options can provide flexibility in reaching an agreement, and options can beinvented so that both parties gain.

4. Criteria: Insist that the results be based on some objective standard. Discussionsbased on objective criteria tend to reduce the pressure and manipulating for

dominance, and increase the likelihood that a resulting agreement will be percievdas fair.

They also recommend four basic steps a facilitator can use in helping a group inventoptions:

1. A description of the problem in terms of whats wrong and what the currentsymptoms appear to be.

2. Analysis of the problem including sorting symptoms into categories andidentifying barriers to resolving the problem.

3. Approaches to solving the problem in terms of possible strategies and theoretical

models.4. Action ideas; what might be done and what specific steps might be taken to deal

with the problem.


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Q14. Write short notes:-a. Inter group third party interventions.Ans. Intergroup Team building Interventions

The goal of these activities is :

1. To increase communication and interaction between groups.2. To reduce the amount of dysfunctional competition3. To replace a parochial independent point of view with an awareness of a necessity

for interdependence of action, calling on the best efforts of both groups.

Generally, a significant amount of time and energy is spent in competition,misunderstanding. Miscommunication and misperception cause the work groups tobecome dysfunctional and counter productive in an organization.

OD methods provide ways to increase intergroup co-operation and communication asdescribed in the following interventions.

Blake, Shepard and Mouton designed the following intervention for situations whererelations between groups are strained or overtly hostile.

Step 1: The leaders of the two groups meet the consultant and agree to resolve thedifference, if any. They commit their time and energy towards the same.

Step 2: the intergroup interventions per se begin now. The two groups meet in separaterooms and build two lists. In one list, they give their thoughts, attitudes, feelings andperceptions of the other group- what the other group is like, what it does that gets in theirway and so on. In the second list, the group tries to predict what the other group is saying

about them in its list- that is, they try to anticipate what the other group dislikes aboutthem, how the other group sees them and so on. Both groups build these two lists.

Step 3: Without discussion, both groups share these lists with one another in presence of the consultant.

Step 4: The two groups return to their meeting places and discussion on what they havelearnt about themselves take place. Very often, they discover that many points are basedon misperceptions and miscommunications. the difference are not so huge as we hadimagined is what come out of each group. After this, the next task is to prioritize issuesthat still are unresolved.

Step 5: each group shares the list of resolved and unresolved issues and set priorities of item that need immediate attention and which are important. Who will do what whenis agreed upon for most important items.

Step 6: As a follow up, a meeting is held between the leaders of these two groups toensure the act in items are being completed. This ensures that the intervention is takenseriously and made useful.


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b. Cross functional teams.Ans. Cross Functional Teams

These are important forms of teams in OD context. OD approaches have great utilityin formation and functioning of these teams.

Cross functional teams comprise of individuals from varied functional background-Marketing,HR,Finance,Operations,Systems etc. but who meet regularly to solveproblems or work on projects which require diverse expertise. Large companies inIndia as well as other countries- Tata Motors, Reliance, Wipro, Motorola, Ford, #M,GE use cross Functional teams to deliver high quality product and services to theircustomers.

Teams can be very effective. It is almost impossible to open a business magazinetoday without some guru exhorting the benefits of working in teams. In manysituations teams can achieve more than individuals working on their own.

In short, teams can be good, but they can also be bad. In the new organization teamshave a critical role to play. Work teams are used as the basic unit of organization.Problem solving teams are used to improve the way the organization performs, andmanagement teams are used to develop strategy and to drive the changes. If the roleof team is to be positive, people must learn how to make them work effectively. Whatdo we mean by team effectiveness? A team can be considered to be effective if theiroutput is judged to meet or exceed the expectations of the people who receive theoutput.

This is a question of the customer being right. If the team has been given some task toperform, the people who have given them the task are the people who will judge

whether the result is satisfactory. Producing a quality output is not enough to judgethe effectiveness of the team. The second criteria is that the team should still be ablefunction effectively after they have completed their task. It should not be torn apartby dissension.

This is not just a question of the members of the team still being on speaking terms. Itmeans that after the team has been disbanded, the people should have an enhancedworking relationship that benefits the organization.

Finally, effectiveness is judged by whether the team feels satisfied with its efforts. If the team members are pleased with their efforts, if the experience has been a good

one, if time spent away from their normal work has been worth the effort, the teamhas likely been effective.


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Q15. What is Quality Circle? Explain the motivational Aspects of Quality Circle.

Ans. Quality Circles are largely a Japanese synthesis of American ideas pertaining to

statistical quality control and group dynamics.The outcome of quality circle is currently popular nationally and internationally.Many of these circles have failed because of negligence and lack of efforts. To besuccessful, the quality circle requires management support and involvement.

What is Quality Circle?

This is a voluntary association of a group of persons working in same or similar typeof job at the same work area who meet regularly one hour a week during their normalworking time o discuss about their work related problems and arrive at a solutionwhich can be implemented by them without additional cost or at a marginal cost.

This group will ideally consists of 8 to 10 members but it should never be less than 5or more than 15 in number because with less number of sufficient ideas may notcome up and more number in depth discussion will not be possible.

There is a strict discipline in both formation and working of the group.

Let us study the process of formation of the Quality Circle and the method of theirworking.

Process of Group Formation: the total quality circle system has 4 stages of formation

starting from the group.

1. Steering Committee : This is an apex multidisciplinary group consisting of seniorexecutives of production, maintenance and personal. Finance, HRD, Qualitycontrol etc. areas along with one or two senior level Trade Union Leaders. Thetotal number of member should not exceed 15. The Chief Executive wouldnormally be the chairman of the committee. This committee will decide the areaswhere Quality Circle programs should be stared. They will give broad guidelinesto the circles and monitor the activities regularly. This is essential for two reasons.

a. Once the workers know that the top management is really serious about thecircles, then will tend to take more interest, otherwise they may feel that it is yet

another fad of the management.b. Since companys time will be spent for Quality Circle, which in other wordsmeans some cost to the organization; the committee would like to ensureadequate return on investment. If the return will be favourable than it will be agreat motivator to go for more quality circles.


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2. Facilitators: He is a person who is elected by the steering Committee to co-ordinate and direct the activities of different quality circles in his area of responsibility. He has to be specially trained in QC methodology. An externalConsultancy may be engaged to start without it would be desirable to have one inhouse person facilitator.

3. Leader : Initially to start the QC program the leader of the group will be selectedb y the Facilitator with the approval of the steering committee. But once the QCget going there is no bar for the members to select their own leaders of the groupin their day to day working should be the leader of the QC group also so thatimplementation part of the job will be easier.

4. Members: Voluntary membership of the circle would be called for after thefacilitator has explained the philosophy of QC and the need to start such circles inthat area of work. As mentioned earlier the members should be working in thesame or similar type of job in the same area. If the members of the volunteers

become too many, then more than one QC can be formed keeping in view of theideal number as 8 to 10. this member will be specially trained in problem analysisand problem solving . thus the QC members will be carefully trained persons andnot just a group of voluntary workers. The facilitator and the leaders will naturallysee to it that the right type of volunteer is associated in the right type of QC.

Documents

Organizational Development[1]