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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
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Syllabus .. Contd
4. OD Intervention: Meaning, Importance, Team Intervention, Role Analysis, Interdependency, Appreciation & Concern Inter group, Work redesign, Self Managed Teams. Client & Consultant Relationship
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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.
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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
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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.
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
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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.
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.
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Evolution of OD
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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.
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Evolution of OD..contd
Douglas McGregor
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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
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Herbert Shephard
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y y y y
Robert Blake
2. Foundations of OD
Systems Theory
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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
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Inputs
Transferring
Outputs
iIiii Mechanism
Users
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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 &
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goals
2. Foundations of OD.contd
The Environment: which imposes constraints & opportunities about what the organization can & cannot do
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Resources: available to the org such as capital, people, knowledge & technology
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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.
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2. Foundations of OD.contd
Environment
System
Strategy
Resources
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Formal
Unit
History
Individual
People
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2. Foundations of OD.contd
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Organizations should optimize both the systems to achieve high productivity & employee satisfaction.
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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.
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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
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2. Foundations of OD.contd
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.
2. Foundations of OD.contd
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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.
Teams periodically hold team building meetings, people are trained as group leaders & group facilitators.
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2. Foundations of OD.contd
y y y y
Consists of a committee & a number of working groups that study what changes are needed, make recommendations for improvement, & monitor the change efforts.
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2. Foundations of OD.contd
Screened against the criterion of what is applicable to this specific situation?, i.e. what helps me solve this problem
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
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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?
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3. Process of ODcontd
Developing Political Support Assessing change agent power Influencing stakeholders Managing the Transition Activity planning Commitment planning
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3. Action Research
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.
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3. Action Researchcontd
Action
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