Organization Development

Process of change & OD Organizational Change & Culture Environment Organizational culture & climate

Organizational Change
Process by which organization move from their present state to some desired future state to increase their effectiveness 1. Incremental that is continuous small changes 2. Interdependent on organizational environment

Change Management
Historical & political evolution Management & organisation People

Historical & political evolution

Origin & associated value of company/ Brand image Origin of individuals within the company Impact of change on balance of power as measured in terms of current owners of resources & expertise Parties impacted by change/ factors for resistance/ significant influence on effective introduction of the change

Management & organisation

Role of senior management Role of line managers

People
Change agent( catalyst for change, Responsibility for change) Change Intervention ( Planned action for managing things differently) Change target (Individual and group subject to change)

Levels of Change
Individual level change
Group level change Organization level change

Types of change
Evolutionary change: TQM (system, Processes, Management, people)

Revolutionary change Business process Reengineering ( management & measurement, Business processes, Value and beliefs)

Forces for change in organisation

Globalisation Work force diversity Technological change Managing ethical behavior Government policies Competition Scarcity of resources Changing employee expectation Change in work climate Failing effectiveness

Sources for resistance for change

Organization Level forces

Group level Forces

Group norms Group Cohesiveness Group think

Individual level forces

Cognitive biases Uncertainty Fear of loss Selective Perception Habit Logical Reasons

Sub- unit level forces

Differences in Orientation Power & Conflict

Org Structure Org Culture

Org Strategy

Force Field theory of change

Kurt lewin How forces for & against change balance and how organization is balances at any time between these two opposing forces Unfreezing, changing & refreezing Transition management

Six Stage change Process

Becoming aware of the pressure for change Recognize the need for change Diagnosing the problem Planning the change Implementing the change Following up on the change

Organizational development
Organization improvement Strategy Long-term planned and sustained effort Improved functioning of , individuals , teams and total organization

Definition
OD is an effort (1) Planned , (2) organization wide, & (3) managed from the top, to (4)increase organizational effectiveness and health through (5) Planned interventions in organization's processes using behavioral science knowledge. OD is response to change, a complex educational strategy intended to change the belief , attitude, value & structure of organizations so that they can better adapt to new technology , market and challenges and dizzying the rate of change

OD Definition.
OD as a planned and sustained effort to apply behavioral science for system improvement, using reflexive, self analytic methods. OD is a planned process of change in an organization's culture through the utilization of behavioral science technologies, research & theory.

Characteristics of OD
Focus on Culture & processes Encourages collaboration between organization leaders and members in managing culture and processes Improvement for team Human and social side of the organization and in doing so intervenes in technological and and structural sides Participation and involvement in problem solving and decision making by all levels of the organization and hallmarks of OD Total system changes and views organizations as complex social systems OD practitioners as facilitators, collaborators and co-learners with client system An overarching goal is to make the client system able to solve its problems on its own by teaching the skills and knowledge of continuous learning through self analytical methods.

OD Interventions and organizational levels they impact

Interventions
HUMAN PROCESS T- group Process Consultation Third party intervention Team building Org confrontation meeting Inter group relations
TECHNOSTRUCTURAL

Individual

Group

Organisation

Yes

Yes yes

yes

Yes yes yes yes Yes yes

Formal Structural Change Differentiation & Integration Cooperative Union management practices Quality Circle TQM yes yes yes Yes yes

Yes Yes Yes

yes

Work Design

yes

yes

HRM
Goal setting Performance Appraisal Reward System Career Planning & development Managing workforce diversity yes yes yes Yes Yes Yes Yes yes Yes

Employee Wellness
STRATEGIC Integrated SM Culture change Strategic Change Self- designing Org

yes
Yes Yes Yes Yes Yes

Process of OD
Entering and contracting Diagnosing organization Diagnosing groups and jobs Collecting and analyzing diagnostic information Feedback Designing Interventions Managing Change Evaluating and institutionalizing interventions