organizational development
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organizational developmentTRANSCRIPT
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ORGANIZATIONAL DEVELOPMENT
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CHANGE! Negative Perceptions Positive perceptions
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Types of Organizational Changes
Anticipatory planned changes based on expected situations
Reactive Changes made in response to un expected situations
Incremental Subsystem adjustments to keep the organization on track
Strategic Altering overall shape or direction of the organization
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Individual Reactions to Change
Committed Accepting Resistance Emotional Denial
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Nadler & Tushman, 1989
Managing Organizational Change
Tuning Reorientation
(Frame Bending)
Adaptation Re-creation
Frame Breaking
Incremental Strategic
Anticipatory
Reactive
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Why do people resist change?
Surprise Inertia Lack of skills Poor timing Lack of trust Fear of failure Personality conflicts
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Making the change Happen
Organizational development Process- Formal top down approach
Grass root level change process Unofficial informal bottom up approach
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Organizational Development
• Planned change• Not management development• Improve the total system consisting the organization• Learning process• Goal – is to change the attitudes of people in the
organization to identify the change areas and implement the desired organizational changes.
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Introduction to OD
• Organization development (OD) – Planned change programs intended to help people
and organizations function more effectively.
• Applying behavioral science principles, methods, and theories to create and cope with change.
• OD creates fundamental change in the organization, as opposed to fixing a problem or improving a procedure.
– OD programs generally are facilitated by hired consultants
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Werner & DeSimone (2006)
10
Organization Development (OD)
Definition:
“A process used to enhance both the effectiveness of an organization and the well-being of its members through planned interventions.”
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Characteristics of OD
Planned Organization Change Planned Intervention Top management Commitment Social Philosophy
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Steps in OD – Blake and Mouton (1963)
Investigating each member of the organization about his / her managerial/interpersonal styles
Examination of boss- subordinate relationship Analysis of work team action Coordinating the teams Identifying the problem area Planning for executing agreed upon solutions
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Goals of OD
• Emphasize the need for changing from closed system to open system
• Supplement authority and hierarchical role with knowledge and skills
• Build mutual trust and confidence in organization for man management and
reducing conflict
• To change the structure and roles to achieve goals
• To encourage sense of ownership and pride in employees
• To emphasize on feed back, self control and self direction
• To develop the spirit of co-operation, mutual trust and confidence
• To develop a reward system based on goal achievement
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History of Organizational Development
History of Organizational Development
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Organizational Development
OD Values:1. Respect for people
2. Trust and support
3. Power equalization
4. Confrontation
5. Participation
OD Values:1. Respect for people
2. Trust and support
3. Power equalization
4. Confrontation
5. Participation
A collection of planned interventions, built on humanistic-democratic values, that seeks to improve organizational effectiveness and employee well-being.
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History of OD
Relatively new field of study – 50’s & 60’s No unifying theory – just models of practice Emerged from study of group dynamics & planned change.
Late 40’s T-groups – training groups, behavioral skills and individual
insight into problem solving Kurt Lewin at MIT – RCGD, Teachers College/Columbia
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Four Trunk Stems of OD
LaboratoryTraining
Surveyresearch
and Feedback
ActionResearch
Socio-technical
Approaches
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How does OD Work? Lewin’s 3 Phase OD Model
UNFREEZING
Resistance to change lessened, need for change created(Equilibrium disturbed)
MOVING
From old behaviourto the new(Changes)
REFREEZING
Change made permanent
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Laboratory Training
NTL – Nat’l Training Laboratory
T-Group
L-Group
RCGD Other universities set up training labs Invention of flip chart
Next 10 years were tough – frustration at inability to transfer NTL to real world – began to train teams.
Major Contributors
Kurt Lewin (T-Group)
Kenneth Benne, Leland Bradford and Ronald Lippitt.(L-Group)
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Chris Argyris 1957, Yale, First to conduct team building sessions with
CEO’s. Douglas McGregor
1957, MIT – Started program in org studies Union Carbide – transfer t-groups to complex organizations Theory X and Y The Human side of Enterprise.
Robert Blake WWII served in Psych unit of Army Airforce Looked at systems rather than individuals in system on one-
on-one basis Link of systems process to OD Managerial Grid – win/lose dynamics
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Blake and Mouton – Managerial Grid Warren Bennis
Only T-grouper to actually try to reshape an organization from the top.
Led to his study of leadership The Term OD
Emerged from Baton Rouge T-groups called Development Groups “At that time we wanted to put a label on the program at
General Mills. We didn’t want to call it management development because it was total organization-wide, nor was it human relations training. We didn’t want to call it organization improvement because that is a static term, so we labeled the program “organization Development” meaning system-wide change efforts.” – Richard Beckhard
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Rensis Likert and Lewin RCGD
Detroit Edison studies of feeding back data Attitude surveys Interlocking chain of conferences
Survey research/feedback and OD
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Key executive perceptionof problems
Consultation with behaviouralscientist consultant
Data gathering anddiagnosis byconsultant
Further data gathering
Feedback to key clientor client group
Joint action planning(objectives of ODprogramme and meansof attaining goals, egteam building
Data gathering
Feedback toclient group
Discussion and work ondata feedback and databy client group
Action planning(determine objectivesand how to get there)
Action (newbehaviours) Data gathering
(reassessment ofstate of system)
Feedback
Discussion and workon feedback andemerging data
Action planning
Action
Etc
Action Research process
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Travistock England Initial focus was group work with families Moved to organizations and communities Experiments with soldiers in group work Formed theories of group behavior
Eric Trist Coal mines – leaderless groups 1947 Industrial democracy, open systems
Sociotechnical & Socioclinical OD
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Organizations are open sociotechnical systems Organize around process – not tasks Flatten the hierarchy Use teams to manage everything Let customers drive performance Reward team performance
Open to interact with its environment Five Components
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Consider the context of the past in organizations – first generation OD
Consider the future Turbulent times – speed of change Globalization Mergers/acquisitions Private business in autocratic societies
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Interest in Organizational Transformation Multi level, qualitative, radical, discontinuous change
involving a paradigmatic shift, Levy & Merry. Organizational Culture
Schein Norms – values – artifacts – assumptions
Learning organization Argyris, Schon, Senge Condition under which individuals, team and
organizations learn
2nd Generation OD
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Learning Organization
Agyris – Defensive routines1. Bypass embarrassment and threat when possible
2. Act as though you are not bypassing them
3. Don’t discuss steps 1 and 2 while they are happening
4. Don’t discuss the undiscussability of the undiscussable.
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Senge – Systems thinking Learning disabilities in organizations Different ways to think about complex problems. The origin of the vision is much less important than
how it is shared
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TQM Deming, Juran, Feigenbaum
….a particular set of values about the individual and the individuals role in the organization. Total quality efforts in the companies encourage true employee involvement, demand teamwork, seek to push decision making power to lower levels in the company, and reduce barriers between people. . . These values are at the core of OD as well. - Ciampa
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Humanism: respect for people; importance of the person/intrinsic worth; potential to grow
Optimism: people are good/progress is possible and desirable
Democracy: right to be free from misuse of power; justice, and equity
OD Values & Assumptions
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Individuals: “Listen, support, challenge, encourage…, allow failure, remove barriers, autonomy, responsibility, high standards, reward”
Groups: “Let teams flourish,” “leaders should invest,” team leadership guides and develops; interactions toward a goal
Organizations: people make the workplace; encourage cooperation vs. competition
Implications for Dealing with…
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Individual Level Job Redesign (JDS) Organizational Behavior Management (OBM)
Group Level Group process interventions Leadership training Team Development
Organizational Level
Intergroup intervention Changing cultures Socio-technical system changes
Applications of OD
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Effectiveness/Efficiency Open Communication/Confrontation Empowering/Power Equalization Enhance Productivity Promoting Organizational Participation Authenticity/trust
Practitioners’ Value…
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Mr. Raman Roy the father of Indian BPO industry
“nobody knows the job better than the person responsible for doing the job. No manager or leader can know the job better than the individual responsible for the job. Also that same individual is the only one capable of improving things and making it better”.