Syllabus

1.

Organizational Development Definition, Values, Assumptions, Importance, Evolution, Kurt Lewin, Robert Tanenbaum, McGregor, Herbert Shephard, Robert Blake Foundations of OD Action Research, Survey Feedback, Systems Theory, Teams & Teamwork, Participation & Empowerment, Applied Behavioral Science, Parallel Learning Structures. Process of OD Model of Change, Six Box Model

2.

3.

Syllabus .. Contd
4. OD Intervention: Meaning, Importance, Team Intervention, Role Analysis, Interdependency, Appreciation & Concern Inter group, Work redesign, Self Managed Teams. Client & Consultant Relationship

5.

6.

Caselets: Action Research Intervention Exercises

1. Organizational Development


Organizational Development is a long- term effort, led & supported by top management, to improve an organizations visioning, empowerment, learning & problem solving processes, through an ongoing collaborative management of organization culture-

With special emphasis on the culture of intact work teams & other team configurations

Using the consultant- facilitator role with the Theory & Technology of applied behavioral science, including action research.
4

Organizational Developmentcontd..
y Definition of Organizational Development: y OD is a systematic application of behavioral science knowledge to

the planned development & reinforcement of organizational strategies, structures & processes for improving an organizations effectiveness. (Cummings & Worley, 1993)

OD is a planned process of change in an organizations culture through the utilization of behavioral science technologies, research & theory. (Burke, 1994)

Characteristics of OD
1. 2.

3.

4.

5.

6.

OD focuses on culture & processes Specifically OD encourages collaboration between organizational leaders & members in managing culture & processes. Participation & involvement in problem solving & decision making by all levels of the organization are hallmarks of OD OD focuses on total system change & views organizations as complex social systems. OD practitioners are facilitators, collaborators, & co- learners with client systems. OD helps the client system to solve problems on its own by teaching skills & knowledge of continuous learning through 6 self- analytical methods.

Values, Assumptions & Beliefs

1. BeliefProposition about how the world works that the individual accepts as true, cognitive fact of the person. 2. ValuesBeliefs about what is desirable or a good (eg- respect) & what is undesirable or a bad (eg- dishonesty) 3. AssumptionsBeliefs that are regarded as so valuable & obviously correct that they are taken for granted & rarely examined or questioned.

Values, Assumptions & Beliefs. contd

 

OD values tend to be humanistic, optimistic & democratic. Humanistic values:

  

Importance of individual Respect & dignity View all people as having the potential for growth & development.


  

Optimistic values:
People are basically good Progress is possible & desirable in human affairs Goodwill are the tools for making progress


  

Democratic values:
Sanctity of the individual Importance of fair & equitable treatment for all Need for justice through the rule of law & due process
8

Significance of Values & Assumptions



Dealing with Individuals

POA- StraightforwardRequest, Ask, listen, support, challenge, encourage risk taking, permit failure, remove obstacles & barriers, give autonomy, give responsibility, make accountable for.., Set high standards, reward success.


y y y y

Dealing with GroupsPOALet teams flourish as they are often the best way to get work done. Satisfy social & emotional needs at work. Leaders should invest their time, energy, money required for group development. Adapt a team leadership style. Deal appropriately with feelings & attitudes.

Significance of Values & Assumptionscontd..



Designing & Running Organizations:

POAy y y

Experimenting with new organization structures (Flat org structure) Highlight the need for Win- Win attitude. Put efforts where people can have personal as well as professional growth.

10

Evolution of OD
y y y y

T- Group Training Groups were initiated by Kurt Lewin, Kenneth Benn, Leland Bradford. Involved role-playing, transactional human nature, concepts about learning & change. Created awareness of helping groups & group leaders on leadership processes Robert Tannenbaum y Conducted training sessions in 1952 & 1953 y The term vertically structured groups was used with groups dealing with personal topics- interpersonal relationships, communication & self analysis y Organizational topics- deadlines, duties & responsibilities.

11

Evolution of OD..contd


Douglas McGregor
y y y

First behavioral scientist to address transfer problem in 1957 & to help implement the application of T- group skills in complex organization. Established a small internal consulting group. Used behavioral science knowledge to help line managers & their subordinates learn how to be more effective in groups. Joined as Research associate in Esso Standard Oil in 1957. Conducted an interview survey that was discussed with Top Management. Followed with series of three day laboratories for all members of management. Initiated a series of two- week laboratories attended by middle management. Emphasized on T-groups, organizational exercises & lectures. Major importance was on intergroup as well as interpersonal problems affecting work performance. Learning- Involvement of Top Management
12

Herbert Shephard
y y y


y y y y

Robert Blake

2. Foundations of OD
 Systems Theory
y 

Definitions: System is a set of objects together with relationships between the objects & between their attributes Fagen

A system is an arrangement of interrelated parts. The words arrangement & interrelated describe interdependent elements forming an entity that is system..Hanna

13

A System in Interaction with its Environment

Sources of Energy, Materials, Information, Human Resources

Inputs

Transferring

Outputs

iIiii Mechanism

Users

14

2. Foundations of OD.contd

  

Nature of Systems:
Organizations are open systems All open systems are input-throughout-output mechanisms. System take inputs from the environment in the form of energy, information, money, people, raw materials & so on.

They do something to the inputs via throughput, conversation or transformation process that change the inputs & export to the environment in the form of outputs.

   

Inside the boundary System Outside the boundary- Environment System requires two kinds of feedback- positive & negative Positive feedback- measures whether or not purpose & goals are aligned with environmental needs.

Negative Feedback- measures whether or not output is on course with purpose &
15

goals

2. Foundations of OD.contd



Congruence among System Elements:

Three major input factors are:
1.

The Environment: which imposes constraints & opportunities about what the organization can & cannot do

2.

Resources: available to the org such as capital, people, knowledge & technology

3.

History: which consists of memories of past successes, failures, important events & critical decisions

Outputs are performance at the total organization level, unit/ group level individual level.

Strategy- what the organization is trying to accomplish & how it plans to do it

16

2. Foundations of OD.contd


Congruence among System Elements

Informal Organization Input Output

Environment

System

Strategy
Resources

ork

Formal
Unit

History

Individual

People

17

2. Foundations of OD.contd

1. 2.

Sociotechnical Systems Theory & Open Systems Planning:

STS was developed by Eric Trist, Fred Emery at Tavistock Institute in 1950s. Thesis- All organizations comprise two interdependent systems, a social system & a technical system.

3.

Organizations should optimize both the systems to achieve high productivity & employee satisfaction.

4. 5.

Comprises two active OD segments- Work redesign & organization restructuring. High performance orgs use principles from sociotechnical systems theory, especially autonomous work groups - self-regulated teams or self directed teams, multiskilled teams.

6.

Open Systems planning entails

y y y

Scanning the environment to determine the expectations & stakeholders Developing scenarios of possible futures, both realistic & ideal Developing action plans to ensure that a desirable future occurs
18

2. Foundations of OD.contd



Participation & Empowerment

Participation is an effective form of empowerment.

OD interventions are designed to increase involvement & participation by organization leaders & members.

Involve all those who are part of the problem or solution. Have decisions made by those who are closest to the problem.

Empowerment is an important ingredient in high performance organizations.

OD interventions as methods to increase participation & empowerment.

19

2. Foundations of OD.contd

y

Teams & Teamwork:

Work teams are building blocks of the organization.

Teams must manage their culture, processes, systems & relationships if they are to be effective.

Teams create synergy, i.e. sum of the efforts of team members is far greater than sum of the individual efforts.

Team-building activities are now a way of life for many organizations.

Teams periodically hold team building meetings, people are trained as group leaders & group facilitators.
20

2. Foundations of OD.contd

y y y y

Parallel Learning Structures

Mechanism to facilitate innovation in large organizations . Structure: specific division & coordination of labour is created. Operates parallel i.e. side- by- side with formal hierarchy & structure Has the purpose of organizations learning i.e. creation & implementation of new thoughts & behaviors by employees.

Consists of a committee & a number of working groups that study what changes are needed, make recommendations for improvement, & monitor the change efforts.

21

2. Foundations of OD.contd


Applied Behavioral Science

Practice Research Practice Theory

Screened against the criterion of what is applicable to this specific situation?, i.e. what helps me solve this problem

APPLIED BEHAVIORAL SCIENCE

Screened against the criteria of what works? What fits? & what is relevant to practical situations?, i.e. what helps me solve real problems Behavioral Science Research Behavioral Science Theory

22

3. Process of OD
The Six-Box Organizational Model
PURPOSES: What business are we in ? RELATIONSHIPS: How do we manage conflict among people? STRUCTURE: How do we divide up the work? LEADERSHIP: Does someone keep the boxes in balance?

HELPFUL MECHANISMS: Have we adequate coordinating technologies?

REWARDS: Do all needed tasks have incentives?

23

3. Process of ODcontd


A Model for Managing Change by Cummins & Worley

Motivating Change Creating readiness for change Overcoming resistance to change Creating a Vision Mission Valued outcomes Midpoint goals

Developing Political Support Assessing change agent power Influencing stakeholders Managing the Transition Activity planning Commitment planning

Effective Change Management

Sustaining Momentum Providing resources for change Developing new competencies

24

3. Action Research


Action Research : A Process & an Approach

Action Research is the process of systematically collecting research data about an ongoing system relative to some objective, goal or need of that system, feeding these data back into the system; taking actions by altering selected variables within the system based both on the data and on hypothesis; and evaluating the results of actions by collecting more data.

25

3. Action Researchcontd


Action Research Model for Organizational Development

Diagnosis

Consultation with Behavioral Scientist

Data gathering & Diagnosis

Feedback to key client

Data Discussion & work by Client

Joint action planning

Action

26