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ORGANISATIONAL CHANGE &
DEVELOPMENT
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Nature
Assumptions
Characteristics & Techniques
Historical Framework
The Lab Stem
The Survey Action & Feedback Stem
The Action ResearchNormative Approaches
Strategic Change
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Steps Involved in OD
Role of Managers
Factors affecting OD
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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.
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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.
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Human Resource Development Managing
this precious resource is important
Rate of Change- Environmental factors
GlobalizationNature of the Workplace
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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.[
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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
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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
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Term OD Coined by Douglas McGregor &
Richard Beckhard
Offsite Lab training Failure
OD DEVELOPMENT
Stranger Groups Family Groups
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In India in 1957 by Rolf Lynton who
established a T Group, name Aloka in
Mysore to develop the capacity of youth
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LABORATORY TRAINING
ACTION RESEARCH SURVEY FEEDBACK
PARTICIPATIVE MANAGEMENT
QUALITY OF WORK LIFE
STRATEGIC CHANGE
C
URRENT
OD
PR
ACTICE
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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
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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
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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
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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
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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
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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
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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
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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
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MODEL OF CHANGE Kurt Lewin
Unfreeze
Moving
Freeze
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SCOUT
ENTER & CONTRACT
DIAGNOSIS
PLANNING ACTION
STABILIZATION
EVALUATION TERMINATION
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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
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Change agent
Creating a learning organization
T & D
Coach and mentor
INTERVENTIONS
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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 )
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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
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INTERNAL
Management Support
Culture
Leadership
Vision
EXTERNAL Political
Legal
Economic Social
Technological
Environmental
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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
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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