55THTH URBAN & CITY MANAGEMENT COURSE FOR AFRICA URBAN & CITY MANAGEMENT COURSE FOR AFRICAFACE – FACE AND DISTANCE LEARNING VERSIONFACE – FACE AND DISTANCE LEARNING VERSION

MODULE IIMODULE IIOrganizational Development as a Framework for Creating Anti-Organizational Development as a Framework for Creating Anti-

Poverty Strategies and Action Including Gender MainstreamingPoverty Strategies and Action Including Gender Mainstreaming

BY KINUTHIA WAMWANGIBY KINUTHIA WAMWANGISenior Programme OfficerSenior Programme Officer

Training and Human Resources DevelopmentTraining and Human Resources DevelopmentMunicipal Development Partnership Eastern & Southern AfricaMunicipal Development Partnership Eastern & Southern Africa

kinuthiakinuthia@@mdpesamdpesa.org.org

Presented on 21 October 2003Presented on 21 October 2003At the Global Distance Learning Centre, TanzaniaAt the Global Distance Learning Centre, Tanzania

OBJECTIVESOBJECTIVES

At the end of this module participants will be expected to understand the concept of organizational development and how it can be used:

As a tool for managing change As a collaborative problem solving

approach To manage organizational culture for

effective outcomes

OBJECTIVES….continuesOBJECTIVES….continues

To mobilize cross functional teams in municipal project management

To mainstream gender in local government management and processes

As a framework for creating anti-poverty strategies

DEFINITION OF CHANGEDEFINITION OF CHANGE

Change occurs in society, organizations or individuals.

It implies a perceived difference or transformation It is continuous. Modern change has changed in speed, depth and

complexity. The present generation has witnessed many changes

(The fall of the Berlin Wall, the Collapse of the Soviet Union, Globalization).

Change brings new social values, new ways of doing things and new possibilities.

TYPES OF CHANGETYPES OF CHANGE

There are many forms of change

Two types have attracted analysis in the

study of organizational behaviour

1. Organizational change.

2. Organizational development.

ORGANIZATIONAL CHANGEORGANIZATIONAL CHANGE

It describes the interrelationships between the organizational change and human change.

Organizational change involves various aspects including; products and service, technologies, systems, relationships, organizational culture and management techniques.

The behaviour of organizational workers at all levels determines what organizational changes can be made.

People need to understand change and be willing and able to embrace it.

Change occurs when there is a change in attitude and behaviour

FIGURE I: LEVELS & DETERMINANTS OF CHANGEFIGURE I: LEVELS & DETERMINANTS OF CHANGE

ORGANIZATIONAL OR GROUP BEHAVIOUR (4)

INDIVIDUAL BEHAVIOUR (3)

ATTITUDES (2)

KNOWLEDGE (1)

Difficultyinvolved

(Low)

(High)

(Short) (Long)Time involved

Source: P. Hearsey and K.H. Blanchard: management of organizational behaviour (Englewood Cliffs, New Jersey, Prentice-Hall, 1972), p. 160.

ORGANIZATIONAL CHANGE (Continued) ORGANIZATIONAL CHANGE (Continued)

If change is decided and imposed on individuals by management it can lead to organizational dilemma

The imposition of change on individuals is preferred by organizations in a fast moving competitive environment.

These organizations are usually faced immediate threats that need rapid change and improvements within tight timescales.

Organizational change is therefore ‘results driven’.

ORGANIZATIONAL DEVELOPMENTORGANIZATIONAL DEVELOPMENT

DEFINITION OD is a methodology or technique used to effect

change in an organization with a view of improving the organization’s effectiveness

It aims at gaining sustained commitment to the pursuit of intangible goals such as attitude change and new sets of values.

ATTRIBUTES OF ODATTRIBUTES OF OD

A planned process of change Applies behavioral science knowledge Aims at the change of organization strategies,

structures and processes Applies to an entire system of an organization Targets long term institutionalization of new

activities Encompasses strategy, structure and process changes A process managed from the top

CHARACTERISTICS OF ORGANIZATIONAL CHARACTERISTICS OF ORGANIZATIONAL DEVELOPMENTDEVELOPMENT

Values of OD

OD Approaches

OD Toolkits

VALUES OF ODVALUES OF OD OD places human centered values above everything

else. The human values are as follows:- The individual should be treated with respect and

dignity.- The organization climate should be characterized by

trust, openness and support.- Hierarchical authority and control are not regarded

as effective mechanisms.- Problems and conflicts should be confronted, and not

disguised or avoided- People affected by change should be involved in its

implementation

OD APPROACHESOD APPROACHES

At least three planned change models

1. Lewin’s Change Model

2. Action Research Model

3. Contemporary Action Research Model

FIGURE II: COMPARISON OF PLANNED CHANGE MODELSFIGURE II: COMPARISON OF PLANNED CHANGE MODELS

Problem Identification

Consultation with a Behavioral Science Expert

Data gathering and Preliminary Diagnosis

Feedback to Key Client or Group

Joint Diagnosis of Problem

Action

Data gathering after Action

Joint Action Planning

Choose Positive Subjects

Collect Positive Stories with Broad Participation

Examine Data and Develop Possibility Proportions

Develop a Vision withBroad Participation

Develop Action Plans

Evaluate

Unfreezing

Movement

Refreezing

(A)Lewins’ Change

Model

(B)Action Research

Model

(C)Contemporary

Action Research

LEWIN’S MODELLEWIN’S MODEL

It is a once only intervention with seven steps:1. Scouting

2. Entry

3. Diagnosis

4. Planning

5. Action

6. Stabilization and Evaluation

7. Termination

THE ACTION RESEARCH MODELTHE ACTION RESEARCH MODEL

The outcomes are fed back fed back so that further improvements and changes can be made.

It is a cyclical and iterative process. It is a collaborative effort between the consultant

and the client’s members who engage in joint planning, diagnosis, implementation, evaluation and further planning.

THE CONTEMPORARY ACTION RESEARCHTHE CONTEMPORARY ACTION RESEARCH

This is of great interest to the Workshop Can be used to promote projects in both public

and private organizations .

OD TOOLKITSOD TOOLKITS

These are used to address specific areas of a problem. They include:- process consultation.- Changing the structure.- Survey feedback.- Team building.- Inter-group development.- Role negotiation.- Sensitivity training.

FIGURE III: ORGANIZATIONAL DEVELOPMENT IN LOCAL FIGURE III: ORGANIZATIONAL DEVELOPMENT IN LOCAL GOVERNMENTGOVERNMENT

ORGANIZATIONAL DEVELOPMENT

IN LOCAL GOVERNMENT

Workshops

Attitude survey

Corpora

te

forum

Service days

Staff

training

Team leaders’

programme

Managerial

skills

programm

e

Corporate network

Dev

elop

men

t

for

elec

ted

coun

cils

Perform

ance

appraisa

l

Service

reviews

Service

agreements

Upward

feedback

ORGANIZATIONAL DEVELOPMENT ORGANIZATIONAL DEVELOPMENT INTERVENTIONSINTERVENTIONS

Cultural Analysis Process consultation Structure Change Team Building Role Negotiation

CULTURAL ANALYSISCULTURAL ANALYSIS

One of the most complex change actions It is a result of long term learning Organizational culture influences organizational

strategy, performance and policies. To change organizational culture may be traumatic

and it requires careful analysis and handling. Trauma experienced by American Companies in the

1980s when they adopted Japanese approach.

PROCESS CONSULTATIONPROCESS CONSULTATION

Consultation is that situation where an expert is invited to advise an organization that is experiencing a problem.

Three types of consultation:1. The expertise model

2. The doctor patient model

3. The process consultation model

PROCESS CONSULTATION (Continued)PROCESS CONSULTATION (Continued)

OD advocates the process consultation model. The purport of the model is to engage an external

consultant on a flexible advisory capacity to work with the clients.

The consultant need not be an expert in the problem at hand.

His expertise is in facilitating a process that carries everybody in the search for solutions.

Once the expert leaves the people should have the capacity to solve the next round of problems.

STRUCTURE OF CHANGESTRUCTURE OF CHANGE

An intervention that helps to change the structure of an organization to make the work more interesting, challenging or productive.

Involves activities such as job enrichment, formation of autonomous work teams or business re-engineering.

Other actions involve decentralization / centralization in an organization or even redesigning of focus from region to product or vice versa.

TEAM BUILDINGTEAM BUILDING

Team work is vital to the functioning of modern organizations.

Members of teams bring different strengths to the group.

Teams take over from hierarchical systems where individuals are assumed to know everything depending on their level in the authority ladder.

The system denies the organization the cumulative advantage of skills and strengths in different individuals.

ROLE NEGOTIATIONROLE NEGOTIATION

A misunderstanding between individuals in an organization can affect its effectiveness.

Caused by lack of shared awareness, misunderstanding or lack of trust.

Role negotiation helps to clarify individual perceptions and mutual expectations in order to resolve differences.

ACTION RESEARCH METHODOLOGYACTION RESEARCH METHODOLOGY

The action research model is the more preferred OD model.

It focuses on planned change as a cyclic process. Eight steps can be identified:1. Problem identification2. Consultation with a behavioral science expert3. Data gathering and preliminary diagnosis4. Data feedback to the key client group.5. Joint (evaluation) diagnosis of problem.6. Joint action planning7. Action or implementation of proposals for change.8. Repeat the cycle – fresh data gathering and feedback of results.

STRUCTURE OF THE OA PROCESSSTRUCTURE OF THE OA PROCESS

Interactive Learning Process•Raising key questions for discussion •Joint analysis of issues at all levels

Output

Self Analysis report by RDC* Prioritized issues

OUTPUT•What RDC can do, how and when•What SNV can do, how and when

Step 1: Facilitated Self Analysis Step 2: Reporting & AcknowledgementOf Issues

Facilitator

•Process report•Critique RDC Report

Step 3: Joint Formulation

Step4: Implementation (all)

Implementation Priorities•Primary RDC’s own commitments•Joint commitments with SNV•Joint commitments with others

Monitoring and Review

•What happened and why?•What did not happen & why•What successes & lessons

Step 5: Monitoring & Review

CONTEMPORARY ADAPTATION TO ACTION CONTEMPORARY ADAPTATION TO ACTION RESEARCHRESEARCH

This model shifts attention from smaller sub-units of organizations to total systems and communities.

It is more complex and political and involves multiple change processes.

It has been developed internationally and more specifically in developed countries.

It is characterized by increased involvement of members in learning about their own organizations and how to change them.