Organisation Design & development

08MBAHR341

Organisation Design
Module 1: Organization (6 sessions) Module 2: Organisation design (7 sessions) Module 3: Structural dimensions of organisation design (5 sessions) Module 4: Contextual dimensions & structural options (10 sessions)

Organizational development
Module 5: Overview & foundations of Organizational Development (10 sessions) Module 6: Managing the OD process (6 sessions) Module 7: OD interventions (6 sessions) Module 8: The Future of OD (6 sessions)

Organizational Development

Learning Objectives of Module 1

To provide a definition of OD. To describe the historical development of OD. First order & second order change To understand Values assumptions & believes in OD Characteristics of OD Foundations of OD

OD Is:
Systematic process For applying behavioral science principles & practices in organisations To increase individual & organizational effectiveness.

 Behavioural science (or Behavioral science) involves the systematic analysis and investigation of human behaviour through controlled and experimental observations

Burkes Definition of OD
OD is a planned process of change in an organizations culture through the utilization of behavioral science technology, research, and theory.

Frenchs Definition of OD
OD refers to a long-range effort to improve an organizations problemsolving capabilities and its ability to cope with changes in its external environment with the help of external or internal behavioral-scientist consultants.

Beckhards Definition of OD
OD is an effort (1) planned, (2) organization-wide, and (3) managed from the top, to (4) increase organization effectiveness and health through (5) planned interventions in the organizations processes, using behavioral science knowledge.

Why OD..?
Most cited reasons for beginning change program: The level of competition. Survival. Improved performance.

How does OD Work?

Lewins 3 Phase OD Model
UNFREEZING Resistance to change lessened, need for change created (Equilibrium disturbed)

MOVING From old behavior to the new (Changes)

REFREEZING Change made permanent

History of Organizational Development

History of OD
Relatively new field of study 40s & 60s No unifying theory just models of practice Emerged from study of group dynamics & planned change. Late 40s T-groups training groups, behavioral skills and individual insight into problem solving

Four Stems of OD

Laboratory Training

Survey research and Feedback

Action Research

Sociotechnical Approaches

Laboratory Training
NTL National Training Laboratory
T-Group (Training) L-Group (Learning) RCGD (research center for group dynamics) Other universities set up training labs

Invention of flip chart

Next 10 years were tough frustration at inability to transfer NTL to real world began to train teams. Major Contributors Kurt Lewin (T-Group) Kenneth Benne, Leland Bradford and Ronald Lippitt. (LGroup)

 Chris Argyris 1957, Yale, First to conduct team building sessions with CEOs. Douglas McGregor 1957, MIT Started program in org studies Union Carbide transfer t-groups to complex organizations Robert Blake served in Psych unit of Army Air force Looked at systems rather than individuals in system on one-on-one basis Managerial Grid win/lose dynamics

 Warren Bennis
Only T-grouper to actually try to reshape an organization from the top. Led to his study of leadership

The Term OD
Emerged from Baton Rouge T-groups called Development Groups At that time we wanted to put a label on the program at General Mills. We didnt want to call it management development because it was total organization-wide, nor was it human relations training. We didnt want to call it organization improvement because that is a static term, so we labeled the program organization Development meaning system-wide change efforts. Richard Beckhard

Survey research/feedback and OD

Is a specialized form of Action research Developed by staff at survey research centre of Michigan university Rensis Likert . Floyd Mann The problem of how the company could best use the data from the survey to bring improvement in management & performance

Action Research stem

Key executive perception of problems Consultation with behavioural scientist consultant Action (new behaviours) Data gathering (reassessment of state of system)

Action planning (determine objectives and how to get there)

Feedback

Data gathering and diagnosis by consultant

Further data gathering

Discussion and work on data feedback and data by client group

Discussion and work on feedback and emerging data

Feedback to key client or client group

Feedback to client group

Action planning

Action Joint action planning (objectives of OD programme and means of attaining goals, eg team building Data gathering

Socio-technical & Socio-clinical OD

W.R.Bion, Rickman- 1960 Travistock clinic , England Initial focus was group work Moved to organizations and communities Experiments with soldiers in group work Formed theories of group behavior Eric Trist Coal mines At Haighmoor leaderless groups 1947 resulted in a new approach to solve mine problems Industrial democracy, open systems & socio-technical systems

2nd Generation OD
1. Interest in Organizational Transformation (Amir Levy & Uri Merry)
qualitative, radical, discontinuous change involving a paradigmatic shift.

2. Interest in the Learning organization

Argyris, Schon, Senge They developed considerable interest in the Conditions under which individuals, team and organizations learning took place

Cont.

Senge Importance to Systems thinking (defined, as

an approach to problem solving, as viewing "problems" as parts of an overall system, rather than reacting to present outcomes or events and potentially contributing to further development of the undesired issue or problem.)

Learning disabilities that plague the organizations Different ways to think about complex problems. Used games & exercises to create an awareness of these disabilities & to develop different ways of thinking about complex problems. The origin of the vision is much less important than how it is shared

3. Interest in TQM Deming, Juran Ciampa -Total quality is typically a countrywide effort seeking to install & make permanent climate where employees continuously improve their ability to provide on demand products & services that customers will find of particular value

Ciampa then goes on to say that one element that separates successful TQ efforts from less successful ones is .a particular set of values about the individual and the individuals role in the organization. Total quality efforts in the companies encourage true employee involvement, demand teamwork, seek to push decision making power to lower levels in the company, and reduce barriers between people. . . These values are at the core of OD as well.

4. Interest in Visioning & future search

Senge believes Origin of vision is much less important than the proceedings whereby it comes to be shared He argues , visions should be connected with personal visions of people throughout the organizations

5. Rediscovering large meetings & getting the whole system in the room Bechard writes about Getting total management group of an organization together in a one day session to diagnose the state of the system & to make plans for quickly improving conditions 6. Others directions & areas of interest OD practitioners & theories were attracted towards BPR & core process designs

Warner Burke & George Litwin

Transactional change Transformational change

Transactional change ( First order change)

This includes
Evolutionary, adaptive, incremental, or continuous change

Here The features change but fundamental nature of organization remains the same OD interventions are directed towards changes in
organization structure, Management practices & systems including policies & procedures

Transformational change ( Second order change)

This involves
revolutionary Radical, discontinuous change

In this type of change the nature of organization is fundamentally & substantially altered Here the OD interventions are directed towards revisiting mission & strategy, leadership & organization culture The interventions help organizations to redefine its vision , mission & strategy

OD Practioner

OD PRACTIONER THE ROLE OF THE OD PRACTIONER IS TO STRUCTURE ACTIVITIES TO HELP THE ORGANIZATION MEMBERS SOLVE THEIR OWN PROBLEMS AND LEARN TO DO THAT BETTER.

What Do OD Practitioners Do?

create an organizational vision and mission set goals and make decisions lead attract and retain good employees reduce turnover and absenteeism improve productivity resolve conflict

Cont..

design work coordinate departments and share information more effectively develop and implement change strategies change the organizational culture relate to the external environment anticipate and prepare for the future

The Organization Development Practitioner

Internal and External Consultants Professionals from other disciplines Managers and Administrators

Competencies of an OD Practitioner
Intrapersonal skills
Self-awareness Manage stress.

Interpersonal skills
Ability to work with others and groups Needs to understand point of view Practitioner must establish trust and rapport.

Cont.

General consultation skills

Ability to manage consulting process Ability to design changes.

Organization development theory

Knowledge of change processes Understand their own role in the field of OD.

Case Study
Identify the problems in this case What kinds of changes were prescribed by Mr Rao & why? Discuss why the changes did not produce the desired results in this situation If you were Mr Rao how you would have handled the situation?

Lewins Change Model

Unfreezing Movement

Refreezing

Action Research Model

Problem Identification Consultation with a behavioral scientist Data gathering & preliminary diagnosis Feedback to Client Joint diagnosis

Joint action planning Action Data gathering after action

General model of planned change

Planning & Implementing change Evaluating & Institutionalizing change

Entering & contracting

Diagnosing

CHARACTERISTICS OF ORGANIZATIONAL DEVELOPMENT

Wake up Time