Od and Oc

ORGANISATIONAL CHANGE AND
DEVELOPMENT
by :
DR. T.K. JAIN
AFTERSCHO☺OL
centre for social entrepreneurship
sivakamu veterinary hospital road
bikaner 334001 rajasthan, india
FOR – PGPSE / CSE PARTICIPANTS
afterschool@in.com
mobile : 91+9414430763
5 DECEMBER 09 www.afterschool.tk 1
My words.....
My purpose here is to give an introduction of

organisational change and development. I welcome your
suggestions. I also request you to help me in spreading
social entrepreneurship across the globe – for which I
need support of you people – not of any VIP. With your
help, I can spread the ideas – for which we stand....
What are the types of changes?
Evolution
revolution
Planned change
Four types of changes as per
Ferguson ?
1. Exceptional changes (something different

from the routine)
2 Incremental change (gradual but fast change)
3. Pendulum change (change from one extreme
to opposite end and back)
4. Paradigm change (change in thinking)
What are change drivers ?
Change must target at the following :

1. mission 2. vision 3. strategy 4. structure 5
plans and policies 6. procedures 7. technology
8. values 9. culture 10. systems
What are the strategies for change
management ?
Political strategy – if powerful people accept a change, others
will accept – so contact influential persons
academic approach – people are rational – so give them logic
engineering approach – change the environment – people will
follow
economic approac – money is important
fellowship strategy – develop friends, every thing will be easy
military strategy – use force
applied behavioural science strategy – use behavioural tools
What is CDS model of change ?
Developed by Bechhard and Horns (1987) it

has 3 stages :
1. study the current situation
2. prepare a desired situation
3. prepare a strategy for a new system
What is force field analysis ?
It is a model of change given by Levin. Here

we identify forces in favour of change and
forces against change. We try to strengthen
forces in favour of change and try to reduce
forces against the change.
What are the stes in change
management ?
1. create awareness and create disturbance

2 feel the need for change
3. explore the readiness of people to accept change
4. diagnosis
5. plan out interventions for changing the orgnanisation
6.introduce intervention 7 evaluation 8. follow up
What are the principles of change
management ?
Some people will always oppose change (it
may be due to habit, fears, vested interests etc.)‫‏‬
dont suppress resistance, welcome and honour
resistance. Confront the situation.
Confrontation is the best strategy
allow people to contribute to change process.
Let people take the initiative and participate in
the change management process
How to reduce resistance to
change ?
Those who initiate change, will accept it also
Participation in decision making will improve
their understanding
If we take regular feedback from people, there
will be less resistance.
If people participate in diagnosis process, they
will understand the change process and will
accept it.
What are the important aspects in
change management ?
Communication
Planning
Evaluation about change management
Training and development
Fecilitation and support
Negotiation
Manipulation
coercion
What is the role of change agents?
1 they are consultants

2. they are trainers
3. they are facilitators
4. they are researchers
5. they enable the organisation to develop the vision and
reach it
6. they are catalyst
7. they are problem solver, solution provider
What competencies are required
for an effective change agent ?
he should be good in interpersonal skills
he should be good in communication skills
he should be good in functional / technical
skills
he should be good in personal skills like
attitude, approach, etc.
he should be good in cognitive skills
What is cognitive skill?
Cognition refers to thinking and reasoning

cognitive skill refers to skills in analytical
thinking, conceptual understanding, reasoning,
setting priorities, anticipating obstacles etc.
What are contractual skills ?
A change agent is a consultant and he is in

contract with the organisation. He must clarify
the expectations to the organisation. He must
be clear about terms and conditions relating to
the assignment. He must have a clear
agreement about his entry and withdrawal.
What are consulting skills ?
They (change agents) must understand the
process of orgnaisational working, constraints,
philosophy, vision, values, goals, ethos. They
must understand the context of the
organisation. They must give priority to people.
They must remember that organisations are for
people and ultimately people must feel happy,
more satisfied, and energetic working in the
organisation
Who are leading scholars in
organisational development ?
Warren Bennis, Richard Beckhard, Edgar F.

Huse, Udai Pareek, Wendell L. French, Cecil H
Bell, etc.
What is OD ?
It is a planned, systematic, long term change in

organisation with focus on problem solving
capabilities, coping skills, self renewal
capabilities and organisational values with the
help of change agents, and behavioural science
experts.
What is Levin's model of change
management ?
There are 3 stages in an organisation change

process :
1. unfreeze
2. change
3 refreeze.
Levin's model ?
Suppose you want to add colour to an ice, can

you do it straight way? No. First you have to
unfreeze it, then add colour and then refreeze it
back to ice. Similarly, in any organisation, if
you want to change, first make people prepared
for the change then introduce change then
again refreeze people (encourage them to adopt
the new situation).
What is action research model of
organisational development ?
As per this model, every organisation has to
change using these steps : 1. identify problems
through people – research, 2. plan out the
action – involving people 3 introduce change –
action, 4. again assess the organisation –
research
this cycle will continue repeatedly, till we are
able to develop organisation
What is organisational planning
model ?
It has following stages : 1. scouting for ideas
for change and development by change agents
2. entry into organisation 3. diagnosis of the
organisational health 4. planning for action 5.
stabilisation 6. evaluation of organisation 7.
termination of Organisational development
process
Who are change agents ?
These persons are experts in behavioural
science. They use their behavioural science
expertise in organisational development .
These experts are experts in introducing change
in organisation. They try to involve people in
the change management process. They may be
outsiders to the organisation, but they are able
to introduce change in the organisation though
participation of people.
What is an intervention ?
It is a set of structured activities to develop an

organisation or a part of that organisation or a
group of an individual.
People participate in intervations in a well
planned and programmed set of activities
What are the various types of
interventions ?
Dyads : here focus is on 2 persons

Triads : here focus is on three persons
Team interventions : here focus is on entire
group / team
Total organisation interventions : here focus is
on the total organisation and its development
What are the steps in OD
Interventions ?
1. diagnose the organisation

2. plan and design the interventions
3. carry out the plan
4. evaluate the results
5. terminate the contract
Key issues in OD contracts?
Change agents must maintain confidentiality of

data of the organisation. They must study the
organisation and identify key issues. They must
use the interventions which enable the
organisation to improve its processes. Change
agents can play a very important role in
organisational transformation.
How to undertake diagnosis ?
Look at aspects like :

are people clear about goals
are people motivated ?
Is there proper communication system ?
Do people have mutual trust and support ?
Do people believe that they are part of a team?
Is there cohesiveness and collaboration in the
organisation?
How to undertake OD diagnosis ?
Use questionnaire to collect data

Undertake interviews
Use observations to further collect data
undertake surveys
What are the levels of diagnosis ?
1. at the level of the entire organisation

2. at the level of the teams
3 at the level of diads etc.
4. at the level of individuals
How to do diagnosis at individual
level ?
Is the individual motivated, well adjusted, goal
oriented, networked, well connected to people in the
organisation and is able to have a satisfying relations
with his colleagues / team membes
for a healthy organisational comfort zone, the
individual must have a sense of ownership in the
organisation, sense of freedom, role clarity,
understanding of organisational expectations and a
well formed relationship across the organisation
How to do diagnosis at diad level
?
Is there open, frank and adequate

communication? Is there role clarity ? Is there
mutual trust and support among exeuctives and
subordinates and among peers? Is there clarity
about how people can play an important role in
development of each person – so people help
each other ?
What are the areas for
organisational improvement ?
The important areas are :

1. team work
2. achievement motivation among employees
3. employee participation
4. internal customer orientation and quality
focus
What are the different strategic
interventions ?
Open system planning

Trans-OD
Strategic change management
Self designing organisations
Cultural change in organisations
What are the different types of
OD interventions ?
Cultural internventions
Relationship interventions
Team work development interventions
structural interventions
Procedural interventions etc.
What are cultural interventions ?
They improve culture of the organisation and

enable people to understand their work culture
and to improve it
culture is developed as people evolve a
responsible, collaborative, open and collegial
culture
What are structural interventions
?
Here we change the structure of the
organisation
Hierarchies are redefined, and organisational
communication is smoothened. We try to
reduce levels and improve interpersonal
relations. The organisation becomes more
flexible, open and dynamic. From a tall
organisation, we try to develop a flat
organisation
What are procedural interventions
?
Here we improve working processes in

organisations. Here we try to improve
procedures in the organisations. Organisational
bureaucracy is redefined and organisational
work processes are simplified.
What are relationship
interventions ?
In order to improve mutual understanding,

communication, role clarity, task
interdependence understanding, and overall
organisational development, we use these types
of interventions
Name some important OD
interventions ?
Grid OD
Process consultation
Survey Feedback
Socio-techical system
Confrontation meeting
Third party peace making
Life goal planning
T group
Organisational mirroring
Example of Process consultation
OD consultant organises 2 day workshop. He invites

participants to use tools like FIRO-B, Johari Window, etc. The
executives are then allowed to form group and discuss about
some issue and write about these issues :
1. what is their perception about themselves
1. what is their perception about their superiors
1. what is their superiors' perception about them
1. what is their superior's perception about others
contd..
Thus orgnanisational processes are surfaced. The

consultant summarises the perceptions of the subordinates
with the superiors and the perceptions of the superiors
with the subordinates. Thus there is greater openness.
Perception sharing brings the two groups together. The
perception sharing exercises enables executives and
subordinates to openly share and discuss their perceptions.
People clarify the doubts. Thus communication,
leadership and motivation processes improve
Example of Team building
exercise .....
Start with Micro Lab : with the objective that
people have informal interaction, and they are
aware of their energy level, enthusiasm,
interpersonal skills, and wilingness to relate
with others.
Group status awareness : where people become
aware about each other. Use questionnaires like
TORI (gibbs) to identify the awareness about
group goals etc.
contd....
Agenda building & group work
decision making process & analysis in group setting
(use tools like desert survival, etc. ) here we try to study
the level of openness, participation and support in the
group
conflict management training
trust building (use FIRO-B and other tools)
interpersonal relationship training
survey feedback , perception sharing, action planning
Example of organisational
mirroring .....
2-3 representative of each department are invited for a
session
people are divided in 5-6 groups where they share their
perceptions about the organisation, its various departments,
its working. These perceptions are shared by them openly in
3 stages : 1. positives 2. negatives 3. expectations
Afterwards a core group is prepared to identify issues and
prepare an action plan for those issues. These issues are
presented to the management for implementation
Example of confrontation meeting
It is used when there are intergroup problems in the

orgnisation. People from different departments come
together and discuss important issues which hinder their
performance and they also share possible solutions. First
discussion take place in smaller groups and later there are
detailed discussions in the groups about possible
solutions. Frank and open sharing is necessary. The group
then prioritises the issues and tries to solve them
What is survey feedback ?
It is a widely used tool of OD

here we prepare a scale / questionnaire / schedule to know
about following aspects in the organisation :
openness, teamwork, leadership, motivation, innovation,
creativity, customer relationship, team work etc.
We collect feedback about these aspects and provide the
feedback to the employees so that they can participate in
organisational development processes
Example of confrontation meeting
Convene a meeting of all department representatives

Assure people about open and frank communication
Divide people in small groups adn ask them to identify
problems before their department and the organisation
each group makes presentation
problems are noted down and prioritised ...
contd....
Groups are formed to discuss the problems and

to work out solution for the problems
they prepare solutions in an open and frank
discussions
these solutions are forwarded to top
management
follow up action
Example of organisational
mirroring
What is semantic differential scale
?
Osgood, Suci , Tanxenbaum (1957)
popularised this concept.
Here we used two opposite concepts to
identify the perception of the respondent
example : how do you like the job of manager
productive _1_- 3- - 5- - 7- -9 unproductive
challenging1_- 3- - 5- - 7- -9 routine
What is summative scale ?
It is also called Likert scale (1932)

here we prepare a number of statement and ask the
person to give rating for those statements
the rating may be from most favourable to most
unfavourable.
The statements are prepared on the basis of a sample of
statements, which have ability to differentiate people
it is the most popular attitude measurement scale
How to study organisational
culture / climate / job satisfaction?
We can use following :
questionnaire
scale (like litert scale)
HRD climate survey
FIRO-B http://www.cpp.com/products/firo-
b/index.aspx
DIAGNOSIS STUDIES
ADDITIONAL RESOURCES
http://www.jsevansconsultinginc.com/Pages/fir
ob.htm
http://www.psychometrics.com/en-
us/assessments/firob.htm
http://www.discoveryourpersonality.com/Firob
.html
How to use these resources ?
These resources consist of questionnaire /

scales which are given to the employees, who
fill them up and then we analyse these and try
to find the level of job satisfaction / HRD
climate etc.
What are the various OD exercises
that we can use ?
Grid training
Role analysis
action research
TQM
BPR
MBO
T-GROUP
Team building
intergroup development
How should organisations
restructure ?
Undertake organisational analysis using
various perspectives like :
1. economic analysis
2. political analysis
3. behavioural science analysis
4. sociological analysis / sociometry
5. culture / climate studies
What are the key dimensions of a
good culture / climate / ethos ?
Level of openness
level of collaboration
level of trust and suppor
level of autonomy and freedom
level of proaction in the organisation
support for creativity and experimentation
level of centrality / peripheral status of employee
What is action research ?
It was developed by Kurt Levin in 1947. It is a
tool for organisational study, and organisation
development
here we are using two things : action (change
in organisation, development, collective efforts
for organistional development) and research
(interaction with people to know about what
they like and what they dont and their
perspective about how to develop organisation)
What is grid traininig?
Blake and Mouton popularised this.
There are 6 different stages for development of the
organisation in grid training
here we start with individual and group development
and then for the entire organisation. We develop people
on 2 dimensions : 1. focus on goal / task / organisational
purpose 2. focus on people / communication / human
relations
a person who is good in both these dimensions is a good
leader
What is BPR ?
Business process reengineering : it denotes

radical change in the organisational processes
and practices so that we are able to completely
alter the way we work
here we take help of computerisation /
automation / reengineering etc.
What is TQM?
Total quality management = it is a philosophy, where

we install a system, which tries to deliver what is
promised.
There are detailed documentation at every stage so that
people work as per systems and processes and there is
very high level of precision, predictability and
awareness across the organisation. People care for
internal and external customers and try to meet the
expectations of these.
What is role analysis / RAT /RNT
?
Role analysis technique / role negotation technique /
role contribution technique
Role analysis enables organisations to study people
processes in an organisation. Here we look into
dimensions like how well the person understands his
role, likes the role, feels empowered, finds resources /
support to execute the role, and how well he is able to
integrate the role. This technique has been popularised
by Prof Udai Pareek and Prof. T.V. Rao in India
What is quality circle ?
It is a Japanese management technique, where

employees voluntarily form a quality circle,
where they discuss about organisational quality
problems and try to develop solutions for those
issues and suggest them to the management. It
works at the initiative of people
What is survey feedback ?
Here we take survey of employees of what they think is

important / challenging / problematic / critical issue
relating to organisation. This data is then given back to
people, so that they can plan to change the situation and
improve the organisation
it enables people to think about the ideal form of their
organisation and enables them to play a proactive role in
development of their own organisation
What is assessment centre ?
Here employees gather for some time and many

psychometric tests ar eused to assess and develop
people. It is a tool for developing people, organisation
and overall work culture.
A number of tools and techniques are used under expert
guidance in this method. All the employees gather at a
specified location for this exercise for a few days.
(to some extent similar to beauty contests)
What is zero base budgeting ?
Here we start budgeting from scratch. We dont

look at what we had done earlier, but what we
want to do in future. It is futuristic not historic.
Traditionally people just inflate the last year's
budge and present it back, but zero base
bugeting requires them to think afresh.
What is people analysis ?
Here we study people processes in the

organisation and we try to study people factors.
Here we look at motivation, morale, efficiency,
commitment of people so that we can develop
the entire organisation
What is benchmarking ?
Here we put an external / internal organisation
as benchmark for the employees so that they
can develop themselves in those lines and try to
change the organisation / its processes / culture
/ techniques
citibank tried to benchmark against the work
culture and commitment of workers of SEWA
in India when it entered in India. (read
Dabbawala case study)
What is right sizing?
When the organisation has excess manpower,

they go for right sizing. Here they retrench /
transfer / relocate / restructure so that they are
able to have an appropriate shape of
organisation
right sizing is a better work for more negative
words like retrenchment
What is in-basket ?
It is a game / tool / technique for developing
people / executives in organisation.
Here employee is given a number of situation
and he has to take decision on each of the
situations. Executive receives a basket of
papers / problems on which decisions must be
taken. The executive tries to take decision and
thereafter receives feedback about his decision
from his seniors / experts / trainers.
What is force field analysis ?
It is a tool for organisational study / organisational

development / organisaitonal diagnosis
here we identify forces which are in favour / against the
change issue. Here we try to look at the strength of each
force. Later we try to strengthen the forces in favour of
change so that we may change the organisation. It is the
most important tool for organisational change
management
Prepare a schedule for assessment
centre ?
Day 1 : orientation
day 2 : in – basket exercise
day 3 : role play
day 4 group discussion
day 5 : analysis, counselling and
announcements
What are diagnostic workshops ?
These help us in developing people. In

diagnostic workshops, we assess the
competence of people
What is job designing ?
Preparing a job design which is stimulating,

interesting, motivating and challenging to the
employee and adding aspects like skill variety,
task identity,task significance, etc.
What is QWL ?
Quality of work life

when we are able to improve the quality of
work life, improve work culture, work
environment, it is called QWL
What is flexibilisation and
casualisation
Flexibilisation= Creating flexible work

culture (employee can choose work as per his
convenience)
casualisation = here employer may or may
not give job in this case, there is a casual job
What is ZERO HOUR ?
Employer may not give job – during zero hour

– it is part of casualisation
What is Macdonaldisation?
Here the job is broken in small components and
each worker is trained in one small component and
thus there is a possibility of replication of work on
huge scale. Thus trained workers can produce in
huge quantity.
Jobs are systematically structured. Same working
conditions and environment is created all over the
world (it is similar to Taylorism of Scientific
management)
What is commodification ?
Today we find every product is being

converted into commodities
work is also converted to commodification by
converting the work into a repeatitive activity
What is compressed workweek?
Instead of 7 days work, just work for 4 day –

but work more per day
Rescheduling work arrangement
People can reschedule their time as per their

requirements
instead of 10 to 5 work, you may work 7 to 2
What is telecommuting ?
Here a person can work while travelling or at

home
laptop and remove equipments help
What is job sharing ?
Dividing the job between 2 or 3 persons to

complete.
Suppose a lady is having home responsibility,
she may divide the work with another lady and
continue her job and home responsibilities
What is call centre ?
Here there is one organisation which provides

BPO services and handles customer queries /
grievences etc.
What are components of QWL
Fair compensation
good working condition
opportunity for growth
social integration
human capability development
social relevance of work life
work and social life space
How to measure QWL?
JOB INVOLVEMENT
JOB SATISFACTION
SENSE OF COMPETENCE
SENCE OF ACCOMPLISHMENT
PRODUCTIVITY
REDUCED ABSENTEISM
INCREASED MOTIVATION
What is role analysis ?
To study the role in which an employee works

and to study the level of understanding of the
employee about his / her role is called role
analysis. If people are clear about their role,
they will be able to get more satisfaction and
organisation will also prosper. Role may be
different from job.
What is difference between role,
job, task etc. ?
Role = setof expectations of colleagues, superiors,
subordinates, customers, and other stakeholders
Job : - a module of work assigned to an individual
Task – basic element of a job
work – productive activities
position – a place in the formal hierarchy of the
organisation
What are steps in role analysis ?
Identify roles to study

prepare a task force / team to study roles
identify role sender
collect information about expectation from a role
identify key performance areas(KPA) (role definition)
identify competencies for the KPA
identify gaps between capabilities and competencies
plan out development activities

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ORGANISATIONAL CHANGE AND

My purpose here is to give an introduction of

1. Exceptional changes (something different

Change must target at the following :

Developed by Bechhard and Horns (1987) it

It is a model of change given by Levin. Here

1. create awareness and create disturbance

1 they are consultants

Cognition refers to thinking and reasoning

A change agent is a consultant and he is in

Warren Bennis, Richard Beckhard, Edgar F.

It is a planned, systematic, long term change in

There are 3 stages in an organisation change

Suppose you want to add colour to an ice, can

It is a set of structured activities to develop an

Dyads : here focus is on 2 persons

1. diagnose the organisation

Change agents must maintain confidentiality of

Look at aspects like :

Use questionnaire to collect data

1. at the level of the entire organisation

Is there open, frank and adequate

The important areas are :

Open system planning

They improve culture of the organisation and

Here we improve working processes in

In order to improve mutual understanding,

OD consultant organises 2 day workshop. He invites

Thus orgnanisational processes are surfaced. The

It is used when there are intergroup problems in the

It is a widely used tool of OD

Convene a meeting of all department representatives

Groups are formed to discuss the problems and

It is also called Likert scale (1932)

These resources consist of questionnaire /

Business process reengineering : it denotes

Total quality management = it is a philosophy, where

It is a Japanese management technique, where

Here we take survey of employees of what they think is

Here employees gather for some time and many

Here we start budgeting from scratch. We dont

Here we study people processes in the

When the organisation has excess manpower,

It is a tool for organisational study / organisational

These help us in developing people. In

Preparing a job design which is stimulating,

Quality of work life

Flexibilisation= Creating flexible work

Employer may not give job – during zero hour

Today we find every product is being

Instead of 7 days work, just work for 4 day –

People can reschedule their time as per their

Here a person can work while travelling or at

Dividing the job between 2 or 3 persons to

Here there is one organisation which provides

To study the role in which an employee works

Identify roles to study

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