Fundamentals of OD

8/3/2019 Fundamentals of OD

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FUNDAMENTALS OF

ORGANIZATION DEVELOPMENT


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ConceptofOrganization

Development OD is a process of planed change

Aims at enhancing congruence between

organization, structure, strategy people &culture.

Helps to develop creative solutions & self

renewing capacity.

OD is a long term effort.

Led & supported by top management.


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Development Visionary process- Futureoftheorganization

Empowermentprocess-

Towardsleadership behavior Learning process-

Interacting, listening, selfexamining

Problemsolving process-

Identifying cause Ongoing collaborativemanagementoforganizationsculture

Significanceoftheinvolvement.


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Development Intactwork teamconfiguration- Effectiveperformance & high job

satisfaction

Utilizing consultantfacilitator role- Professional OD practitioner.

Theory & technology ofapplied behavioralscience-

Understanding & predicting behavior Action research-

Collaboratively problemsolving


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Approachesto OD

Laboratory training ( sensitivity training) T- groups

Consistsof10-16 participants along with 1-2trainers.

Participants arestrangerstoeachother

Meeting onceortwice a day 1 hr.without any fixedagenda.

Slowly interactionsstartsthrough roleplays,situations, cases.

Trainers job istoobserve & give feedback tothe

participants. Trainer act as a change agent- ( should avoid

criticism )

Conducted away fromthe job

Changed perception afterthetraining program


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Objectivesofsensitivity

programs According to Strauss & Sayles

To give more self awareness

Insights into group dynamics To Improve interpersonal skills

To develop collaborative relationship

To bring improvement in organizationalfunctioning.


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T group-Constitution

Cousint-group

Includespeopleworking inthesameorganizationwhomay not knoweachother. Ex Differentdepartments, plantsetc

Cluster-t group

Peoplefromthesameorganization, sharing directworking group relationshipwitheachother.

Family-t group

Membersofanintactwork team Stranger-t group-

People belonging to differentorganizations


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Approachesto OD

Survey research & feedback

Peoplecomprising a unitofanalysissuch asworkgroups, departmentsororganization aresurveyed.

Opinioniscollected & forwarded tothe designerofthe questionnaire.

Causeofproblemisidentified

Externalconsultantishired forsurvey to getunbaised feedback.

Effectiveinimplementationofchangesintheorganization, strategicshiftsinstructure, policiesetc


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Survey feedback


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Approaches to OD

Action Research

Consistsoffollowing steps

Preliminary diagnosis

Collectionofdata

Feedback aboutthe data

Developmentofactionplan

Implementationofactionplan

VersionsofAction research

Diagnostic- Rootcause Participant- participants areinvolved intheprocess

Empirical Based onobservation

Experimental- Based onexperiments


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Approaches to OD

Tavistock Sociotechnical & Socioclinical Approach

Aimed athelping groups & organizations

Set upin Londonin 1920 by Dr.Crichton-

Miller Pioneerinproviding psychologicaltreatmenttoemotionally disturbedindividuals.

Provided family therapy

Northfield experimentEvery soldierhad tobe a memberofgroup.

Provided insightinhuman behavior


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NatureofOrganizational

development OD is aninteractiveongoing program Experienced based & emphasizes goal

setting & planning.

Persistentefforts Consistsofseriesofactions & reactions

Effectivefeedback looptomonitorthereactions

Prep

ared

nessfo

rch

an

ge

Effectivesolutiontoproblem

Improvestheefficiency


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NatureofOrganizational

development OD is a formofapplied behavioralscience

Appliespsychological, sociological, social

anthropologicalconcepts.

OD as a normative re-educativestrategy of

change

Aims atimproving effectiveness

Attemptstochange beliefsthathinderthemfrom becoming moreproductive.


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Strategiesfor bringing change

Introduced by R.Chin & K.Benne

Empirical rational

Assumesthatpeople are rationalintheir

behavior & areinterested to adoptchanges.

Normative re-educativestrategies

Changecan be brought about by re-

educating sothatthey give upold norms. Power-Coercive

Changethroughpower


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Implicationofnormative re-

educativestrategies Client suggests the desired improvement

& change

The change agent & the agent defines

problem , develop solutions.


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Systemperspectivetowards OD

Emphasizes on interrelatedness,

connectedness, Interdependence & their

interactions.

Realistic picture can be viewed.

Detail evaluation of recent events & forces

to implement the change in the system.


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Data based approachtoplanned

cha

ng

e

Emphasize on data

Familiarity of employees with the methodsof data collection.

Helps in understanding strengths &weaknesses.

Helps to identify individual differences.

Identification of functional/ dysfunctionaldata.

Decisions are taken on the basis of facts


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Approaches to OD

OD isexperienced based.

Involvementinthelearning throughexperience.

Questions based ontheexperience are asked.

OD emphasizes goalsetting & planning

Structured learning activitiestoimprove goalsetting Clear, specific & measurable, realistic goals.

MBO

Goalsetting - Actionplan - Decisiontowardsachieving goal

Focusonintactwork team

Better resultsthanstrange groups

Improvesthe relationships, processes, & taskperformance


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OD Process

Diagnosisofsystem & problemidentification

Criticalevaluationofresults

Solutiontoproblem

Identifying newissues & preparing action

plan


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Component of OD process

Diagnosticcomponent

Actionorinterventioncomponent.

Identifying learning aspect/ action aspect

Learning followed by action

Actionfollowed by learning ( Deficiency model) Actiontaken are directed towards achievement.

Actionorinterventioncomponent

Corrective actionforimprovement

Processmaintenancecomponent. Focusesonmanaging theconflict duringimplementation.

ResponsibleforthesuccessofOD program


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Client-Consultant relationship

Entry & contracting

Preliminary discussionwithexecutives

Discussiononimportantmatters.

Agreeing onterms

Psychologicalorfinancialcontract. Defining theclientsystem

Viewsentireorganization asclient

Consultant becomes Interested inimprovingeffectiveness

Mutualtrust betweenclient & consultant

Informationshould be keptconfidential

Understanding about good guy- bad guy syndrome


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Natureoftheclientsexpertise

A consultantshould givetheclientthe rangeof

optionstochoose.

Consultantshould play the roleoffacilitatoreducatorinstead ofcontentexpert

Proper diagnosis & useofappropriateinterventions

Careful applicationofconsultantsexpertise

Determining the depthoftheintervention Depends uponthe knowledgepassed on by the

consultantonvariousconceptualmodels.

Dependsoneffective & lasting solutions

Problemsolving



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Risk ofbeing influenced by theclientsorganizationculture

Consultantsinvolvementinsome

dysfunctionalcharacteristics. Acquaintancetotheculture.

Ability oftheconsultantto be a model

Consultantshould giveconstructive

feedback Should be abletoconvey rightmeaning

Should besupportive & encouraging


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Client-Consultant relationship Consultantteam as a microcosm (representation)

Should projecttheteam as a cohesive & effectiveunit.

Should be ableto build credibility.

The quality oftheteam reflectsthe quality of

diagnosis. Action research & OD process

Useoffeedback-Loopinthevariousinterventions &

stages.

Useofquestionnaires & interviews Dependency & terminationofcontract

Excessive dependency onconsultant & decisionof

termination

Consultantshould play the roleoffacilitator


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Ethical dilemmasin OD consulting

Misuseofdata by consultant

Confidentiality

Forcing forsensitiveinformation Fallsinformation abouttheexpertise

Fallspromises

Distortionofthe data

ImplementationsofOD fortheclient

Better understanding

Resolvesconflict

Developexpertise & knowledge

Alignstheinformalorganizationswithformal

Bringsoveralleffectiveness

Documents

Fundamentals of OD