Sie sind auf Seite 1von 4

BUSN2007: Lecture 13

Introduction

Organisational n Why OD?


n Technological revolution
change and n

n
Foreign competition
Mergers, acquisitions
development n Consumer demand
n Globalisation
n How to survive?
n Organisation Development

General Model of Planned Change


What is OD?

Organization development is Planning


a long-term effort, Evaluating
led and supported by top management, Entering and and
to improve an organization’s and Diagnosing Implementing Institutionalizing
visioning,
empowerment,
Contracting Change Change
learning and
problem-solving processes,
through an ongoing, collaborative management of
organizational culture
—with special emphasis on the culture of intact work
teams and other team configurations —
utilizing the consultant-facilitator role and
the theory and technology of applied behavioral science,
including action research”.
French & Bell, 1999

Entering and Contracting What is organisational diagnosis?


n Entering an OD relationship
n Clarifying issues n It is the collaborative process
n Collecting preliminary data between organisational members
n Preliminary diagnosis and the OD consultant to collect
n Determining relevant client pertinent information, analyse it,
n Selecting an OD practitioner and draw conclusions for action
Developing an OD contract
n
planning and intervention.
n Mutual expectations
n Energy and resources
n Ground rules

1
Organization-Level
Diagnostic Model Goals of Data Collection
Inputs Design Components Outputs
n Valid information about org.
Technology
functioning

Effectiveness
Organization
General
Strategy Structure
Environme
Rally energy for change

Culture
nt n

Industry n Develop collaborative relationship


Structure HR Measurement
Systems Systems

Feedback Occurs
What is an intervention?
Yes
No
Is energy created by n An intervention is a set of sequenced
and planned actions or events
NO CHANGE the feedback?
Yes
What is the direction
of the energy? Energy to use data to
intended to help the organization
increase its effectiveness.
Energy to deny
identify and solve
or fight data
problems

FRUSTRATION
FAILURE No Do structures and processes n Interventions purposely disrupt the
status quo.
RESISTENCE exist to turn energy
NO CHANGE
ANXIETY into action?
NO CHANGE
Yes

CHANGE
Note: D. Nadler, (1977). Feedback and OD

Characteristics of Effective
Interventions Effective interventions are:
n Is it relevant to the needs of the
organization? n Based on valid information re. the
n Valid information organisation’s functioning
n Free and Informed Choice
n Provides opportunity for members to
n Internal Commitment

n Is it based on causal knowledge of


make free and informed choice
intended outcomes? n Gains members internal commitment
n Does it transfer competence to to these choices
manage change to organization
members?

2
Design factors:
n Contingencies Related to the
How to design effective Change Situation
Readiness for change
interventions?
n

n Cultural context
n Capability to change
n Capabilities of the Change Agent
n Contingencies Related to the
Target of Change

Change Management Activities Motivating Change


n Creating Readiness for Change
Motivating n Sensitize the organization to
Change pressures for change
Creating Vision n Identify gaps between actual and
Effective desired states
Developing Change n Convey credible positive expectations
Political Support Management for change
n Overcoming Resistance to Change
Managing the n Provide empathy and support
Transition
n Communicate
Sustaining
n Involve members in planning and d.m.
Momentum

Creating a Vision
n Discover and Describe the Organization’s
Managing Political Support
Core Ideology
n What are the core values that inform

members what is important in the n Assess Change Agent


organization? Power
n What is the organization’s core purpose

or reason for being? n Identify Key Stakeholders


Construct the Envisioned Future
n Influence Stakeholders
n

n What are the bold and valued


outcomes?
n What is the desired future state?

3
Managing the Transition Sustaining Momentum
n Activity Planning
n Provide Resources for Change
n What’s the “roadmap” for change?

n Commitment Planning
n Build a Support System for
Change Agents
n Who’s support is needed, where do

they stand, and how to influence n Develop New Competencies


their behavior? and Skills
n Management Structures n Reinforce New Behaviors
n What’s the appropriate arrangement
n Stay the Course
of people and power to drive the
change?

Indicators of institutionalization Degrees of institutionalization

n Knowledge Knowledge
n Performance Performance
n Preferences Preferences
n Normative Consensus
Normative consensus
Value change
n Value change

Final Exam Questions

Please note that several multi-choice


questions will be reviewed in class,
some of which will appear in the final
exam

Das könnte Ihnen auch gefallen