MBA-Mgt6255: Organizational Change & Development

Entering & Contracting,

Diagnosing Organization & Jobs

Professor AAHAD M. OSMAN-GANI, MBA, MA, PhD (USA)

Department of Business Administration
Kulliayah of Economics & Management Sciences

The Entering Process

Clarifying the Organizational Issue

Presenting Problem / opportunity
Symptoms vs problems

Determining the Relevant Client

Working power and authority
Multiple clients -- multiple contracts

Selecting a Consultant

Expertise and experience

4-2

Elements of an Effective Proposal

Content

Description

Goals of Proposed
Effort

Provide descriptive, clear, and concise goals, &

measurable results to be achieved

Recommended
Action Plan

Description of: 1) diagnosis, 2) data analysis process,

3) feedback process, and 4) action-planning process

Specification of
Responsibilities

What will various leaders, including the OD

practitioner, be held accountable for (specifics)?

Strategy for
Achieving the
Desired State

Provide change strategies, including

education/training, political influence, structural
interventions, and confrontation of resistance.

Fees, terms, and

conditions

Outline fees and expenses associated with the

project
4-3

Elements of an Effective Contract

Mutual expectations are clear

Outcomes and deliverables
Publishing cases and results
Involvement of stakeholders

Time and Resources

Access to client, managers, members

Access to information

Ground Rules
Confidentiality
Interpersonal working relationships
4-4

Interpersonal Issues of Entry

Client Issues:
Feel Exposed, Vulnerable, Inadequate
Fear of losing control

OD Practitioner Issues:
Feelings of Empathy
Worthiness & Competency
Dependency
Over identification of client issues!

4-5

Diagnosis:
Organization, Group, & Individual Levels

4-6

Diagnosis Defined
Diagnosis is a collaborative process
between organizational members and the
OD consultant to collect pertinent
information, analyze it, and draw
conclusions for action planning and
intervention.
5-7

Open Systems Model

Environment
Inputs:
Information
Energy
Materials
People

Transformations:
Social Component
Technological
Component

Outputs:
Goods
Services
Ideas (R&D)

Feedback
5-8

Properties of Systems
Inputs,

Transformations, & Outputs

Boundaries (open-closed, Fixed/Diffused)
Feedback
Equifinality (similar outputs with different
conditions/inputs & different ways)
single/rigid solution vs. variety of options
Alignment

of subsystems
5-9

Diagnosing
Organizational Systems
The

key to effective diagnosis is

Know what to look for at each of three

organizational levels
Recognize how the levels affect each
other

5-10

Organization-Level Diagnostic Model

Inputs

Design Components

Outputs

Technology

Task
Environment,
Industry
Structure

Strategy

HR
Systems

Structure

Measurement
Systems

Organization
Effectiveness

General
Environment

5-11

Organization Environments
and Inputs

Environmental Types
General Environment
Task Environment and Industry Structure
Rate of Change and Complexity
Enacted Environment

Environmental Dimensions
Information Uncertainty
Resource Dependency

5-12

Organization Design Components (1)

Strategy
the way an organization uses its resources

(human, economic, or technical) to gain and

sustain a competitive advantage

Technology
the way an organization converts inputs into

products and services

Structure
how attention and resources are focused on

task accomplishment
5-13

Organization Design Components (2)

Human Resource Systems

the mechanisms for selecting, developing,

appraising, and rewarding organization members

Measurement Systems
methods of gathering,

assessing, and
disseminating information on the activities of
groups and individuals in organizations

5-14

Organization Design Components (3)

Organization Culture
The basic assumptions, values, and norms shared

by organization members
Represents both an outcome of organization
design and a foundation or constraint to
change

5-15

Outputs

Organization Performance
e.g., Revenue, profits, stock price, ROI

Productivity
e.g., cost/employee, cost/unit,

error rates,

quality

Stakeholder Satisfaction
e.g., market share, employee satisfaction,

regulation compliance
5-16

Alignment

Diagnosis involves understanding each of

the parts in the model, and then
assessing how the elements of the
strategic orientation align with each
other and with the inputs.

Organization effectiveness is likely to be

high when there is good alignment.

5-17

Key Alignment Questions

Do the Design Components fit with the
Inputs?
Are the Design Components internally
consistent?
Do they fit and mutually support each
other?

5-18

Group-Level Diagnostic Model

Inputs

Design Components

Outputs

Goal Clarity
Organization
Design

Task
Structure
Group
Composition

Group
Functioning

Group
Effectiveness

Performance
Norms

6-19

Group-Level Design Components

Goal Clarity
extent to which group understands

its objectives

Task Structure
the way the groups work is designed

Team Functioning
the quality of group dynamics among members

Group Composition
the characteristics of group members

Performance Norms
the unwritten rules that govern behavior

6-20

Group-Level Outputs
Product or Service Quality
Productivity

e.g., cost/member, number

of decisions

Team Cohesiveness
e.g., commitment to group and organization

Work Satisfaction

6-21

Individual-Level Diagnostic Model

Inputs

Design Components
Skill Variety

Organization
Design
Group
Design
Personal
Traits

Outputs

Task
Identity
Task
Significance

Autonomy

Individual
Effectiveness

Feedback
about Results

6-22

Individual-Level Design Components

Skill Variety
The range of activities and abilities required for
task completion
Task Identity
The ability to see a whole piece of work
Task Significance
The impact of work on others
Autonomy
The amount of freedom and discretion
Feedback about Results
Knowledge of task performance outcomes
6-23

Individual-Level Outputs

Performance
e.g., cost/unit, service/product

quality

Reduced Absenteeism
Lower Turnover
Job Satisfaction

e.g., internal motivation

Personal Development
e.g., growth in skills, knowledge, and self
6-24

The Job Characteristics Model (Hackman & Oldham)

Employee growth-need strength moderates the relationships.

4-25

Thanks!

4-26