147010
ORGAN
DEVELOPMENT
- INTRO TO OD
- OD is a system-wide process aimed at : (1)
enhacing congruence between organl structure.
process, strategy, people, and culture (2)
developing new & creative organl solutions (3)
developing the organ's self-renewing capacity. It
occurs thru collaboration of organ members
working with a change agent using behavioural
science theory, research, and techno
- Features of OD: (1)OD applies to change in
strategy, structure and process of an entire
system, such as an organ (2) OD is based on
the application &transfer of behavioural science
knowledge and practice (3)OD is concerned with
managing planned change (4) OD involves both
the creation and reinforcement of change (5) OD
is oriented to improving organl effectiveness
- Five Stems of OD : (1)
Laboratory Training (2)
Action Research/Survey
Feedback (3) Normative
Approaches (4) Quality of
Life (5) Strategic Change
- Lewin's Change Model
Unfreezing. Movement,
Refreezing
- Action Research Model :
Problem Identification,
Consulation with a
behaviral scientist, Data
gathering&preliminary
diagnosis. Feedback to
cleint, Joint diagnosis, Joint
action planning, Action,
Data gathering after action
- Positive Model : Initiate
the inquiry, Inquire into
Best Practices,
Discover Themes,
Envision a Preferred
Future, Design &
Deliver Ways to Create
the Future
- General Model of
Planned Change :
Entering&Contracting,
Diagnosing,
Planning&Implementing
Change, Evaluating&
Institutionalising Change
- General Model of
Planned Change :
Entering&Contracting,
Diagnosing,
Planning&Implementing
Change, Evaluating&
Institutionalising Change
- Positive Model : Initiate
the inquiry, Inquire into
Best Practices,
Discover Themes,
Envision a Preferred
Future, Design &
Deliver Ways to Create
the Future
- Action Research Model :
Problem Identification,
Consulation with a
behaviral scientist, Data
gathering&preliminary
diagnosis. Feedback to
cleint, Joint diagnosis, Joint
action planning, Action,
Data gathering after action
- Lewin's Change Model
Unfreezing. Movement,
Refreezing
- Five Stems of OD : (1)
Laboratory Training (2)
Action Research/Survey
Feedback (3) Normative
Approaches (4) Quality of
Life (5) Strategic Change
- Features of OD: (1)OD applies to change in
strategy, structure and process of an entire
system, such as an organ (2) OD is based on
the application &transfer of behavioural science
knowledge and practice (3)OD is concerned with
managing planned change (4) OD involves both
the creation and reinforcement of change (5) OD
is oriented to improving organl effectiveness
- OD is a system-wide process aimed at : (1)
enhacing congruence between organl structure.
process, strategy, people, and culture (2)
developing new & creative organl solutions (3)
developing the organ's self-renewing capacity. It
occurs thru collaboration of organ members
working with a change agent using behavioural
science theory, research, and techno
- THE OD PRACTIONER
- Competences of an OD Prac:
Interpersonal skills,
Intrapersonal skills, General
Consultaion skills, Orga
development theory
- The Internal OD Prac : Knows the organ
processes&polices, Believes in the mission of the
organ, There is an understanding of trust, Exposure
to many of same people over time
- The External OD Prac: Has a variety of work, Has to
learn company jargon, Process can be incomplete,
Always at risk(economic crisis, budget cuts, organ
politics), Variety of task ranging from content expert to
process expert to personal coach, Ability to
understand the unspoken
- Professional Values : Concern for enquiry &
science, Democracy & being helpful, Building
Trust&collaboration, Creating an open, problem
solving climate, Increase self control of organ
members
- Antecedents : Role of Change Agent -Values,
Goals, Needs, Attitudes-Role of Client
system: Process-Role Episode-Role
Conflict-Role Ambiguity: Ethical Dilemmas-
Misrepresentations, Misuse of data,
Coercion, Value&Goal Conflict, Technical
Ineptness
- Antecedents : Role of Change Agent -Values,
Goals, Needs, Attitudes-Role of Client
system: Process-Role Episode-Role
Conflict-Role Ambiguity: Ethical Dilemmas-
Misrepresentations, Misuse of data,
Coercion, Value&Goal Conflict, Technical
Ineptness
- Professional Values : Concern for enquiry &
science, Democracy & being helpful, Building
Trust&collaboration, Creating an open, problem
solving climate, Increase self control of organ
members
- The External OD Prac: Has a variety of work, Has to
learn company jargon, Process can be incomplete,
Always at risk(economic crisis, budget cuts, organ
politics), Variety of task ranging from content expert to
process expert to personal coach, Ability to
understand the unspoken
- The Internal OD Prac : Knows the organ
processes&polices, Believes in the mission of the
organ, There is an understanding of trust, Exposure
to many of same people over time
- Competences of an OD Prac:
Interpersonal skills,
Intrapersonal skills, General
Consultaion skills, Orga
development theory
- ENTERING AND CONTRACTING
PROCESS
- The Entering Process -
Clarifying the Organ Issues
- The Entering Process -
Determining the Relevant
Client
- The Entering Process -
Selecting an OD Practiotioner
- Developing a Contract -
Mutual Expectations
- Developing a Contract -
Commit necessary time and resources
- Developing a Contract -
Ground Rules
- Developing a Contract -
Ground Rules
- Developing a Contract -
Commit necessary time and resources
- Developing a Contract -
Mutual Expectations
- The Entering Process -
Selecting an OD Practiotioner
- The Entering Process -
Determining the Relevant
Client
- The Entering Process -
Clarifying the Organ Issues
- DIAGNOSING ORGANISATIONS,
GROUPS &JOBS
- Diagnosis is the
process of
understanding a
system's current
functioning. A road
map of how organs
function
- Need for Diagnostic Models: (1) conceptual
frameworks pple use to understand organs
(2) describe relations among organ features,
context & effectiveness (3)areas to examine in
assessing organ features (4)simplifications of
reality & choose critical features
- Open System Model :
Inputs, Transformation,
Outputs, Boundaries,
Feedback, Equifinality,
Alignment
- Properties
of
Systems
- Organ-Level Diagnostic Model:
Inputs-General Environ, Industry structure,
Componets-HR systems, Measurement
Systems, Organ culture, strategy, structure,
technology, Outputs -Organ performance,
productivity, stakeholder satisfaction
- Group-Level Diagnostic Model:
Inputs-Organ Design, Components-goal
clarity, task structure, task functioning,
group composition, performance norms,
Outputs- Team effectiveness, quality of life
- Individual-Level Diagnostic Model :
Inputs-Organ design, group design,
personal characteristics,
Components-skill variety, task
identity, task significance,
autonomy, results feedback
- Individual-Level Diagnostic Model :
Inputs-Organ design, group design,
personal characteristics,
Components-skill variety, task
identity, task significance,
autonomy, results feedback
- Group-Level Diagnostic Model:
Inputs-Organ Design, Components-goal
clarity, task structure, task functioning,
group composition, performance norms,
Outputs- Team effectiveness, quality of life
- Organ-Level Diagnostic Model:
Inputs-General Environ, Industry structure,
Componets-HR systems, Measurement
Systems, Organ culture, strategy, structure,
technology, Outputs -Organ performance,
productivity, stakeholder satisfaction
- Properties
of
Systems
- Open System Model :
Inputs, Transformation,
Outputs, Boundaries,
Feedback, Equifinality,
Alignment
- Need for Diagnostic Models: (1) conceptual
frameworks pple use to understand organs
(2) describe relations among organ features,
context & effectiveness (3)areas to examine in
assessing organ features (4)simplifications of
reality & choose critical features
- Diagnosis is the
process of
understanding a
system's current
functioning. A road
map of how organs
function
- COLLECTING & ANALYSING
DIAGNOSTIC INFOR
- Data
Collection
-Feedback
Cycle:
planning to
collect,
collecting
data,
analysing
data, feed
backing data,
following up
- Questionnaires :
Advantages - responses
can be quantified
&summarised, easy to use
with large samples.
relatively inexpensive, can
obtain large volumes of
data ..Problems- little
opportunity for empathy.
predetermined
questions--no chance to
change, over interpretation
of data, response bias
- Interviews : Advantages :
adaptive--allows
customization, source of
rich data, empathic,
process builds rapport
with subject....Problems:
relatively expensive, bias
in interviewer responses,
coding and interpretation
difficulties, self report bias
- Observations : Advantages
-Collects data on current
behaviour rather than
reported behaviour,
realtime, not retrospective,
adaptive....Problems-
coding &interpretation
difficulties, sampling
inconsistencies, observer
bias &questionable
reliability, can be expensive
- Unobtrusive measures :
Advantages -Non-reactive, no
response bias, high face
validity, easily
quantified...Problems: access
and retrieval difficulties, validity
concerns, coding
&interpretation difficulties
- Content Analysis : (a)
Responses to a particular
que are read to determine
whether answers are
occurring multiple times (a)
Themes are generated that
capturing comments (c)
Respondents' answer are
placed into one of categories
- Force-field
Analysis :
organises info into
categories -Forces
for change and
forces resisting
change. Rank the
order of the
different forces
- Descriptive Statistics
: Mean represents the
respondents average
score. Standard
deviation refers to the
spread or variability of
the responses
- Correlation &
scattergram:
indicates the
strength of a
relationship
btwn 2 variables
- Difference
Test :
Determine
whether 2
samples are
significantly
different from
each other
- Difference
Test :
Determine
whether 2
samples are
significantly
different from
each other
- Correlation &
scattergram:
indicates the
strength of a
relationship
btwn 2 variables
- Descriptive Statistics
: Mean represents the
respondents average
score. Standard
deviation refers to the
spread or variability of
the responses
- Force-field
Analysis :
organises info into
categories -Forces
for change and
forces resisting
change. Rank the
order of the
different forces
- Content Analysis : (a)
Responses to a particular
que are read to determine
whether answers are
occurring multiple times (a)
Themes are generated that
capturing comments (c)
Respondents' answer are
placed into one of categories
- Unobtrusive measures :
Advantages -Non-reactive, no
response bias, high face
validity, easily
quantified...Problems: access
and retrieval difficulties, validity
concerns, coding
&interpretation difficulties
- Observations : Advantages
-Collects data on current
behaviour rather than
reported behaviour,
realtime, not retrospective,
adaptive....Problems-
coding &interpretation
difficulties, sampling
inconsistencies, observer
bias &questionable
reliability, can be expensive
- Interviews : Advantages :
adaptive--allows
customization, source of
rich data, empathic,
process builds rapport
with subject....Problems:
relatively expensive, bias
in interviewer responses,
coding and interpretation
difficulties, self report bias
- Questionnaires :
Advantages - responses
can be quantified
&summarised, easy to use
with large samples.
relatively inexpensive, can
obtain large volumes of
data ..Problems- little
opportunity for empathy.
predetermined
questions--no chance to
change, over interpretation
of data, response bias
- Data
Collection
-Feedback
Cycle:
planning to
collect,
collecting
data,
analysing
data, feed
backing data,
following up
- FEEDING BACK DIAGNOSTIC
INFOR
- Content of Feedback:
Relevant-Info should be
meaningful.
Understandable-present data in a
form that is readily interpreted
- Content of Feedback :Descriptive-use
detailed examples &illustrations. Verifiable-
data should be valid &accurate
- Content of Feedback- Timely: Data should be fed back
as quickly as possible. Limited- should be limited to
what employees can realistically process at 1 time
- Content of Feedback : Significant- should be limited
to solvable problems. Comparative- data from other
groups should be provided. Unfinalised-use data as a
starting point for more in depth discussion
- Effective Feedback Processes ; Motivation to
work with the data, Structure feedback
meetings, Appropriate attendance,
Appropriate power, Process help
- Effective Feedback Processes ; Motivation to
work with the data, Structure feedback
meetings, Appropriate attendance,
Appropriate power, Process help
- Content of Feedback : Significant- should be limited
to solvable problems. Comparative- data from other
groups should be provided. Unfinalised-use data as a
starting point for more in depth discussion
- Content of Feedback- Timely: Data should be fed back
as quickly as possible. Limited- should be limited to
what employees can realistically process at 1 time
- Content of Feedback :Descriptive-use
detailed examples &illustrations. Verifiable-
data should be valid &accurate
- Content of Feedback:
Relevant-Info should be
meaningful.
Understandable-present data in a
form that is readily interpreted
- DESIGNING INTERVENTIONS
- Definition of
Intervention : An
intervention is a
set of sequenced
and planned
actions or events
intented to help
the organ
increase its
effectiveness
- Characteristics of Effective
Interventions : based on valid
info about the organ's
functioning. based on
knowledge of outcomes. based
on the extent to which it
enhances the organ's capacity
to manage change
- Design of Effective Interventions:
Contigencies related to change
situation : readiness for change,
capacity to change, cultural
context, capabilities of the change
agent. Contigencies related to
target of change: strategic,
technology&structural, human
resources, human process
- Human Process Interventions:
Deals with social process such as
communication, decision making,
leadership&group dynamics
:coaching, training&develop, process
consultation, team building, 3rd party
intervention-conflict resolution,
organisation confrontation meeting,
intergroup relationships, large-group
interventions
- Techno-structural Interventions :
concerned with the division of work into
departments&coordination among those
departments. concerned with the
method to deliver products and how to
link people with tasks..structural design,
downsizing, reengineering, employee
involvement, work design
- HR Management Interventions :
Concerned with attracting competent
people, setting goals for them,
appraising and rewarding their
performance, developing their career and
managing stress. Goal setting,
performance appraisal, reward systems,
career planning &develop, managing
diversity, employee stress & wellness
- Strategic Interventions :
Concerned with what
products/services to prove, how to
relate to the environments, how to
transform themselves to keep
pace with changing
conditions..Intergrated strategic
change, mergers and aquisitions,
alliances and networks, culture
change, self designing, organ
learning
- Strategic Interventions :
Concerned with what
products/services to prove, how to
relate to the environments, how to
transform themselves to keep
pace with changing
conditions..Intergrated strategic
change, mergers and aquisitions,
alliances and networks, culture
change, self designing, organ
learning
- HR Management Interventions :
Concerned with attracting competent
people, setting goals for them,
appraising and rewarding their
performance, developing their career and
managing stress. Goal setting,
performance appraisal, reward systems,
career planning &develop, managing
diversity, employee stress & wellness
- Techno-structural Interventions :
concerned with the division of work into
departments&coordination among those
departments. concerned with the
method to deliver products and how to
link people with tasks..structural design,
downsizing, reengineering, employee
involvement, work design
- Human Process Interventions:
Deals with social process such as
communication, decision making,
leadership&group dynamics
:coaching, training&develop, process
consultation, team building, 3rd party
intervention-conflict resolution,
organisation confrontation meeting,
intergroup relationships, large-group
interventions
- Design of Effective Interventions:
Contigencies related to change
situation : readiness for change,
capacity to change, cultural
context, capabilities of the change
agent. Contigencies related to
target of change: strategic,
technology&structural, human
resources, human process
- Characteristics of Effective
Interventions : based on valid
info about the organ's
functioning. based on
knowledge of outcomes. based
on the extent to which it
enhances the organ's capacity
to manage change
- Definition of
Intervention : An
intervention is a
set of sequenced
and planned
actions or events
intented to help
the organ
increase its
effectiveness
- LEADING & MANAGING CHANGE
- Change
Management
Activities
- Motivating Change: (1)Creating
readiness for change (2)
overcoming resistance to change
- Creating Vision : (1) Describing the
core ideology (2)constructing the
envisioned future
- Developing Political Support : (1)
Assessing change agent power (2)
Identifying key stakeholders (3) influencing
stakeholders
- Managing the Transition : (1) Activity Planning
(2) Commitment planning (3) Management
structures
- Sustaining Momentum : (1) Providing
Resources for change (2) Building a
support system for change agents (3)
Developing New Competencies and
Skills (4) Reinforcing New behaviours
(5) Staying the course
- Sustaining Momentum : (1) Providing
Resources for change (2) Building a
support system for change agents (3)
Developing New Competencies and
Skills (4) Reinforcing New behaviours
(5) Staying the course
- Managing the Transition : (1) Activity Planning
(2) Commitment planning (3) Management
structures
- Developing Political Support : (1)
Assessing change agent power (2)
Identifying key stakeholders (3) influencing
stakeholders
- Creating Vision : (1) Describing the
core ideology (2)constructing the
envisioned future
- Motivating Change: (1)Creating
readiness for change (2)
overcoming resistance to change
- Change
Management
Activities
- HUMAN PROCESS
INTERVENTION
- Process Consultation
- Group Process
- Basic Process Interventions
-Individual
- Basic Process Intervention -Group
- Team Building
- Team Building Activities
- Manager's Role
- Results of Team Building
- Results of Team Building
- Manager's Role
- Team Building Activities
- Team Building
- Basic Process Intervention -Group
- Basic Process Interventions
-Individual
- Group Process
- Process Consultation
- ORGANISATION
TRANSFORMATION
- (1)Change is
Triggered by
Environ&Internal
disruptions
(2)Change Is Aimed
at Competitive
Advantage
- (3) Change is
Systematic
&Revolutionary
(4)Change
demands a new
Organising
paradigm
- (5) Change is driven
by senior executives
& line management
(6)Change involves
Significant learning
- Intergrated Strategic
change Process
- Organ Design
Conceptual
Framework
- Levels of
Coporate
Culture
- Designing Organ
Culture : Behavioral
Approach
- Designing Organ
Culture :Competing
Values Approach
- Designing Organ
Culture :
Assumptions
Approach
- Guidelines for Cultural
change : Formulate clear
vision (2)Display Top
management commitment
(3)\Model culture change at
highest level (4)Modify
organ to support organ
change (5)select &socialise
newcomers & terminate
deviants (6)model legal
ðical sensitivity
- Guidelines for Cultural
change : Formulate clear
vision (2)Display Top
management commitment
(3)\Model culture change at
highest level (4)Modify
organ to support organ
change (5)select &socialise
newcomers & terminate
deviants (6)model legal
ðical sensitivity
- Designing Organ
Culture :
Assumptions
Approach
- Designing Organ
Culture :Competing
Values Approach
- Designing Organ
Culture : Behavioral
Approach
- Levels of
Coporate
Culture
- Organ Design
Conceptual
Framework
- Intergrated Strategic
change Process
- (5) Change is driven
by senior executives
& line management
(6)Change involves
Significant learning
- (3) Change is
Systematic
&Revolutionary
(4)Change
demands a new
Organising
paradigm
- (1)Change is
Triggered by
Environ&Internal
disruptions
(2)Change Is Aimed
at Competitive
Advantage
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