Transformation Process

Inputs Outputs
Informal
Organization

Organization
Environment Formal Group
Resources Task
Organization Individual
History arrangement

Individual

The Congruence Model

 Weisbord Six box Model

Purpose
What business
are we in

Structure
Relationships How do we
Do we manage Leadership divide up the
conflict among work
Does some
people with
one keep
technologies
boxes in
balance Rewards
Helpful Mechanisms Do all needed
Have we adequate tasks have
coordinating incentives
technologies
Factors affecting the organizational work setting: Poras & Robertson

Environment

Vision

Organizational
Arrangement Physical Setting Technology
Social Factors
Tools, equipment
Culture . and machinery
.Goals Space
Management
Strategies . configuration Information
style technology, job
Structure Physical
interaction design, work flow
.Policies . ambience
process Technical expertise,
Reward Interior
Informal Technical systems
systems design
networks
 Environment

Vision
W. Organizing W
S W Mechanism S
Physical Technology
S
Settings
Social
Factors

Individual
Cognitions W
W
On-the-Job S
S
Behavior

Organizational Individual
Performance Development
 What is Organizational Development
A system wide application of of behavioral science
knowledge to the planned development and
reinforcement of organizational strategies, structures,
and processes for improving an organizations
effectiveness
1. OD applies to an entire system, such as company,
department or work group. This contrast with
approaches that emphasize only few aspects of the
system like management information system and
individual employee counseling
2. OD is based on behavioral science knowledge and
practice including micro concepts like leadership, group
dynamics, work design and macro approaches such as
strategy, organization structure, and organization and
environment relations
 What is Organizational Development
3. Where as OD is concerned with planned change, it is not
in rigid. OD is more adaptive strategy for for planning
and implementing change. It involves planning to
diagnose and solve organizational problems, but such
plans are flexible and often revised as new information
is gathered about how the change program is progressing
4. OD involves both the creation and subsequent
reinforcement of the change. Involves both attention to
implementing a change program to longer term concern
for stabilizing and institutionalizing change within the
organization
5. OD encompasses strategy, structure, and process change
6. OD is oriented to improving organizational
effectiveness: an effective organization is able to solve
its own problem. OD helps organizational members to
gain the skills and knowledge to do this problem solving
Why Study Organizational Development

1. The movement towards growth for much of 20th

century has now changed toward consolidation (
restructuring and re-engineering)
2. Organization that used to move at moderate speeds
now must move much faster
3. Organizations have become increasingly complex
and diverse (demographic / diversity of work force)
4. Because of these changes, managers will need quick
answers to their problems
 A short History Of OD
1. Hawthrone Studies: a series of studies undertaken at the
Hawthrone plant of Western Electric Company designed
to identify the conditions under which workers and
management could cooperate and be productive ( Elton
Mayo and his group)
2. Laboratory training or T group training ( Kurt Lewin)
training groups that focus on improving communication
between individuals by encouraging participants to give
and to receive feedback on their own behavior and other
group members
3. Socio technical system ( Tavistock institute of Human
Relations)
An organizational model that emphasizes the importance
of both the social and technical systems in organizational
functioning ( Longwall method of coal getting)
 A short History Of OD
4. Survey Feedback an intervention in which
employees give managers feed back on different
issues ( Likert , Detroit Edison company)
5. Organization culture The shared values and
beliefs that organization pass on to new comers,
such as accepted ways of behaving roles and
norms
Roles: Expected pattern of behavior associated
with an individual or a position
Norms: unwritten and often unspoken rules that
govern behavior
 A short History of OD
6. Productivity and Quality of work- Of- work life
Earlier practitioners in Europe developed work
designs better integrating technology and people.
QWL programs was the development of self
regulating work groups as a new form of work
design. These groups were composed of multi-
skilled workers who were given necessary
autonomy and information to design and manage
their own program
 A short History of OD
In 1960s QWL came to USA, American approach was
mixed one adopting variety of concepts and techniques to
enrich jobs. Major concern was to enhance employee
motivation by creating more challenging jobs namely those
with high level of discretion, task variety, and feedback
about the results
QWL extended beyond individual jobs to include groups
and other features of the work place that can affect
employee productivity and satisfaction, such as reward
systems, work flows, management styles, and physical
work environment
Quality circles today have become extremely popular way
where employees groups trained in problem solving meet
regularly to resolve work environment, productivity, and
quality control concerns to develop more efficient ways of
working
 The Organizational development
Practitioner
Who is the Organizational Development Practitioner:
Referred to at-least three kinds of people:
1. Those people specializing in OD profession.
a. They may be external or internal
b. Offer professional services to organization clients
c. Have traditionally shared a common set of values
promoting open communications, employee
involvement, and personal growth and development
d. Have common training skills, and experience in the
social processes of organizations
 The Organizational development Practitioner

c. In recent years OD professionals have expanded their

traditional values and expertise to include more concern
for organizational effectiveness, competitiveness, bottom
line results, and greater attention to technical, structural
and strategic parts of the organization
2. People specializing in fields related to OD, such as
reward system, job design, stress management, career
planning and development, and corporate strategy. They
are OD practitioner in sense that they apply their special
competence in OD programs by helping OD
professionals in design and implementation of OD
programs
3. Managers and Administrators who have gained
competence in OD and who apply in their own work
areas
 The Values of Organization Development
People are the corner stone of organizational
success
The belief in personal growth. Situations can be
improved by educating employees and introducing
change
Organizations that can adapt can learn to meet
the challenges of changing environments are
likely to be most successful
Virtually all workers are open to change and most
people seek to challenge and growth in their jobs (
Theory Y assumptions)
 The Values of Organization Development
Emotions, personal values and interpersonal
relationship are a critical part of an organization
success. Organization function is enhanced
when people feel comfortable expressing both
opinions and their feelings
Organization must be considered as systems
with interdependent parts. Consequently changes
in one area of an organization are likely to affect
other areas. Along the same lines, changing the
behaviors of certain individuals is likely to result
in behavior changes in others
 Weisbords Six Box Model
Organizational Fit:
1. How the organization fit with the environment
Organizations compatibility with the customers,
government, union, that exert influence on the
organization
2. How the individual fit within the organization
How well the individual values, goals, political
orientation, style of dress etc. compare to other
organizational members
Formal / informal system match
1. How big a gap between formal and informal system
2. How much is the discrepancy between what is and
what ought to be
 Skills and Knowledge of an Effective OD
practitioner
1. Intra-personal Skills
Conceptual and analytical ability, integrity, personal
centering( staying in touch with own purpose and
values),rational emotive balance, entrepreneurial skills
2. Interpersonal Skills:
Listening, establishing trust and rapport, giving and
receiving feedback, counseling and coaching skills, non-
verbal and cross-cultural skills, communication theory
based skills such as TA.
3. Organization behavior/ organization Development
knowledge and intervention
 Skills and Knowledge of an Effective
OD practitioner
3. General Consultation skills:
organizational diagnosis, designing and
executing an intervention, process
consultation, interviewing, designing and
managing large change process,
management development
5. Research and evaluation knowledge and
kills
6. Presentation Skills
7. Experience as line manager
 Advantages and Disadvantages of
External Change Agents
External Change Agent
Advantages:
Credibility as an expert

No negative history with organizational members

Objective Outsider

Wide Experience of organizations and OD

Disadvantages

Perceived as an outsider

Lacks knowledge of of organization and its

technology
Often has limited availability and time constraints
 Advantages and Disadvantages of Internal
change agents
Advantages:
Credibility as an insider
Knows the people, the culture and norms of the
organization
Personal relationship with organizational members
Knows the organization technology
Continuously available to organizational members
Disadvantages
Often not perceived as an expert
May have negative organizational history
May have limited OD experience
Has limited experience with other organization
May lack objectivity
 Organization Responses to Change
1. Bureaucracy:
Assumptions:
Organization operate more fairly and efficiently, if
there are rules and standard procedures governing
every conceivable situation.
Approach to Change:
Emphasize structure and procedure for every
situation.
Slow to respond to changes
Change is typically handled by creating new
structures and new rules ignoring or minimizing
the roles of individuals in implementing or dealing
with change
 Organization response to change
2, Human Relations
Assumptions:

Improving interpersonal communications will

cause organizations to function more effectively
Approach to Change:

Human Relations theorists believe that

organizational change is like individual growth
it is essential for healthy functioning
The most effective change will come at the level
of the individual or work group, rather from top
down
 Organization Response to Change
3. Systems/ Contingency theorists
Assumptions

Neither structure nor people are the determinants

of organizational success.Successful organizations
develop their structures by studying and adapting
to the environment
Approach to change:

Do not believe that one type of organization fits all

environments. Each organization must be
sufficiently flexible to adapt to changing
conditions. A truly contingent organization will be
very accepting of OD interventions
 Organization Life Cycle
Large size Very large Decreasing
Small Medium Formal Size Size
Informal bureaucratic
Structure Size
structure Formal
Some
SBU basis of bureaucratic
Formal organization structure
Organization Structure Competitive Competitive Competitive
Size environment
Work With OD challenge: and dynamic environment
the Identify environment Crisis mode
Cutting too
founders to areas of OD Streamlining
relinquish work load many layers of
hierarchy intervention strategic
direct control generate team planning
viable
building
solution

Birth Growth Maturity Revival Decline

Phases Of Development
 Planned Change versus unplanned
Change
Planned Change:
A conscious decision to change the way an organization
functions or in some cases,the function of the organization
The impetus for planned change comes from deliberate and
careful decision making within the organization. Planned
change unfolds as part of a coherent strategy to alter some
specific parts the organization
Unplanned Change
Involves a reactive response to internal and external
change factors in an attempt to avert a crisis
Involves a short term goals and may not be a part of
completely formulated change efforts. Long term
implications of change actions are given secondary
considerations
 Barriers to Change
Personal Barriers:
1. Failure to recognize the need for change
2. Misunderstanding the purpose, process and
outcomes of change
3. Fear of the unknown
4. Fear of economic insecurity and loss of status
5. Threats to existing social relationship
6. Reluctance to give up old work routines and
habits
 Barriers to change
Organizational Barriers
1. A reward system that reinforces old ways
of doing things
2. Threats to existing balance of power
3. Inter-group conflict that inhibit
cooperation
4. Incompatibility of change process and
organizational culture
5. Heavy investment in previous decisions
and courses of action
 Overcoming Resistance to Change
1. Education and communications:
Commonly used when there is lack of information or inaccurate
information and analysis
Advantage: Once presented , people will often help implement the
change
Disadvantage: Can be very time consuming if many people are
involved
2. Participation and involvement
The initiators do not have all the information they need to
design the change, others have considerable power to resist
Advantage: People who participate will be committed to
implementing change and any relevant information they will be
integrated into change plan
Disadvantage: Time consuming
 Overcoming Resistance to change
3. Facilitation and support:
People are resisting because of adjustment problems
Advantages: No other approach works as well as with adjustment problems
Disadvantages: Can be time consuming, expensive
4. Negotiations and agreement:
Some persons or group with considerable power to resist will clearly lose
out in change
Advantage: sometimes it is relatively easy way to avoid major resistance
Disadvantage: Can be too expensive if it alerts to negotiate for compliance
5. Explicit and Implicit Coercion.
Speed is essential, and change initiators posses considerable power
Advantages: It is speedy and can overcome any kind of resistance
Disadvantage: Can be risky, if it leaves people angry with the initiators
 Working with Organization Culture

Large
Some Resistance High Resistance
Moderate Chance of Low chances of Success
Impact Success
of
Culture
Low Resistance Some Resistance
High Chance of Success Moderate to high chance
Small of success

Small Degree of change Large