54619231 Process Assumptions Values n Beliefs of OD

7/30/2019 54619231 Process Assumptions Values n Beliefs of OD

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STAGES/PROCESS OF

ORGANIZATIONALDEVELOPMENT PROGRAMME,

UNDERLYING ASSUMPTIONSAND VALUES.


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Organizational Developmenty Meaning:

Organization development (OD) is a conceptual,

organization-wide effort to increase an organization'seffectiveness and viability.


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The Organizational Development (OD) process is complicated and it takeslong time to complete the process. It takes minimum of one year andsometimes continues indefinitely. There are different approaches to OD

process but the typical process consists of nine steps, viz.,1.Initial Diagnosis2. Data Collection3. Data Feedback4. Selection of Interventions5. Implementation of interventions

6. Action planning and problem solving7. Team Building8. Inter-Group Development9. Evaluation and Follow up


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Initial diagnosis Data collection

Selection ofinterventions

Evaluation andfollow up

Data feedback

Inter groupdevelopmentTeam building

Implementationof interventions

Action planning

and problemsolving

PROCESS OF ORGANIZATIONAL DEVELOPMENT


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1. Initial Diagnosis: The initial diagnosis refers to finding the inadequacieswithin the organization that can be corrected by OD activities then it is necessary to

find out the professionally competent persons within organization to plan andexecute OD activities. The outside consultants can be also employed to help indiagnosing the problems and diagnosing OD activities. The consultants adoptvarious methods and that primarily includes interviews, questionnaires, directobservation, analysis of documents and reports for diagnosing the problem.

2. Data Collection: The survey method is employed to collect the data fordetermining organizational climate. It also helps in identifying the behavioralproblems that are rising in the organization.

3. Data Feedback: The collected data are analyzed and reviewed by various workgroups that are formed for this purpose. It is done in order to intervene in the areas

of disagreement or confrontation of ideas or opinions.

4. Selection of Interventions: The interventions can be described as theplanned activities that are introduced into the system to achieve desired changes andimprovements. The suitable interventions are to be selected and designed at thisstage.


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5. Implementation of Interventions: The selected intervention should beimplemented progressively as the process is not a one shot, quick cure fororganizational problems. Consequently, it achieves real and lasting change in the

attitudes and behavior of employees.

6. Action Planning and Problem Solving: To solve the specific and identifiedproblems by using the collected data, groups prepare recommendations and specificaction planning.

7. Team Building: The consultants explain the advantages of the teams in ODprocess and encourage the employees throughout the process to form into groups andteams.

8. Inter-group Development: After the formation of groups/teams, theconsultants encourage the inter-group meetings, interaction etc.

9. Evaluation and follow up: The organization should evaluate the ODprogrammes and should find out their utility, and develop the programmes further forcorrecting the deviations. The consultants make great significance to the organizationin this respect. The entire steps in the OD processes should be followed by theorganization in order to derive full range of OD benefits.


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VALUES, ASSUMPTIONS ANDBELIEFS OF ORGANIZATIONAL

DEVELOPMENT


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A set of values, assumptions &beliefs constitutes an integral part of

Organizational Development,

shaping the goals & methods of thefield & distinguishing Organizational

Development from other

improvement strategies.


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MEANINGSy Assumptions - something that you think is true although

you have no definite proof .

y

Beliefs - are the assumptions we make about ourselves,about others in the world and about how we expect thingsto be. Beliefs are about how we think things really are, whatwe think is really true and what therefore expect as likelyconsequences that will follow from our behavior.

y Values - are about how we have learnt to think thingsought to be or people ought to behave, especially in termsof qualities such as honesty, integrity and openness


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According to Bennis, The basic value underlying all ODtheory and practice is that of CHOICE. Throughfocused attention, and through the collection andfeedback of relevant data to relevant people, more

choice becomes available and hence better decisions aremade.


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Organizational Development

Values

Tend to be:

HumanisticOptimistic &

Democratic


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Humanistic values - Proclaim the importance of theindividual, respect & dignity, assume that everyone is intrinsic

worth, view all people as having the potential for growth &development.

Optimistic values - posit that people are basically good,that progress is possible & desirable in human affairs , & thatreason & goodwill are the tools for making progress.

Democratic values - assert the sanctity of the

individual, the right of people to be free from arbitrarymisuse of power, the importance of fair & equitabletreatment for all & the need for justice through the ruleof law & due process.


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Early statements of OD values

and assumptionsEarly statements of OD values and assumptions Values

are an integral part of OD. In 1969,Warren Bennisproposed the OD practitioners(change agent) share a set

of normative goals based on theirHumanistic/Democratic philosophy. He tested thefollowing normative goals:

Improvement in interpersonal competence. A shift in values, so thathuman factors and feelings come to be considered legitimate. Development of more effective Team Management i.e. capacity for functional groups to

work more competently. Development of increased understanding between and within working groups in order to

reduce tension. Development of better methods of conflict resolution. Rather than theusual bureaucratic methods, which rely mainly on suppression, compromise andunprincipled power more rational and open methods of conflict resolution are sought.

Developing organic rather than mechanical systems.


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Richard Beckhard, in 1969, described several

assumptions about the nature and functioning of

organizations held by OD practitioners, as tested

below:The basic building blocks of an organization are groups(teams) so the basic

units of change are groups and not individuals.

An always relevant change goal is the reduction of inappropriate competition

between parts of the organization and the development of a more collaborative

condition.

Decision-making in a healthy organization is located where the information

sources are rather than in a particular role or level of hierarchy.

Organizations, sub-unit of organizations and individuals continuously manage

their affairs against goals. Control are interim measures, not the basis of

managerial strategy.

One goal of healthy organization is to develop generally open communication,

mutual trust and confidence between and across levels. People support what

they help create.

People effected by a change must be allowed active participation and a sense

of ownership in planning and conduct of the change.


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IMPLICATIONS of OD values

assumptionsy What are some of the implications of OD assumptions

& values for dealing with individuals , groups, &

organizations?


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1. Implications of dealing with

INDIVIDUALSThere are two basic assumptions:

y First that most of individuals have drives toward

personal growth & development if environment isboth supportive & challenging.

y Second that most people desire to make & are capableof making a greater contribution to attaining

organization goals 1 Implications for dealing withindividuals


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The implications of these two assumptions are

straigh

t forward:AskListenSupportChallenge

Encourage risk takingPermit failureRemove obstacles & barriersGive autonomyGive responsibilitySet high standardsReward success


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2. Implications of dealing with

GROUPSASSUMPTIONS:y What occurs in the work group at both formal &

informal levels, greatly influences feelings ofsatisfaction & competence.

y Most people wish to be accepted & to interactcooperatively with at least one reference group usually

work group.y

Most people are capable of making greatercontributions to group effectiveness & development.y Finally there exist attitudinal & motivational problems

in organizations.


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Implications:

Let teams flourish because they are often the best wayto get work done.

Invest time in group development to increase groupmembers & create positive climate.

Adopt team leadership style Require interactive &

transactional solutions.


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REFERNCESy Organizational Behavior- L.M Prasad

y Internet-

http://www.authorstream.com/Presentation/Bharathisunagar-347044-4-values-assumptions-entertainment-ppt-powerpoint/

Name- Konica Aggarwal

Roll No.- 2421


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54619231 Process Assumptions Values n Beliefs of OD