Values, Assumptions and Beliefs in o d

8/9/2019 Values, Assumptions and Beliefs in o d

1/33


2/33

2

VALUES ---

ASSU"$TIO%S ! "eaning

! Assumptions are beliefs that are regarded so valuable and

obviously correct that they are ta&en for granted and rarelye'amined or (uestioned

)LI*S ! "eaning

! A belief is a proposition about ho# #orld #or&s that the

individual accept as true

T+US values, assumptions and beliefs are cognitive facts or

propositions #ith values being beliefs about good and bad and

assumption being strongly held and , relatively une'amined

beliefs accepted as truth


3/33

3

VALUES ---

Values, assumptions and beliefs provide structure and

stability for people as they attempt to understand the

#orld around them

O D values tend to be humanistic

! These values proclaim the importance of individual,

respect of #hole person, treat people #ith respect and

dignity

! Vie# all people have potential of gro#th and

development


4/33


5/33


6/33

6

VALUES -----

! Development of more effective team management so

that functional groups #or& more competently

! Development of better methods of conflict resolution

! Development of organic rather than mechanical

system6 +e clarified that mechanical system rely on 7

authority!obedience relationship8 #hile organic system

rely on mutual confidence and trust


7/337

VALUES ----

b/ ichard )ec&hard 92343/ described severalassumption and nature of functioning oforgani-ation held by O D practitioners 5

! The basic building bloc&s of an organi-ation aregroups and therefore unit of change is grouprather than individual

! elevant change goal is to reduce inappropriatecompetition and development of morecollaborative condition


8/338

VALUES ----

! The goal of healthy organi-ation is to develop open

communication, mutual trust

! $eople affected by change must be allo#ed active

participation and sense of o#nership

c/ obert Tannenbaum Sheldon values in transition as

under5

! A#ay from a vie# of people as essentially bad to#ards

a vie# of people as basically good


9/339

VALUES -----

! A#ay from negative evaluation of individual to#ards

confirming them as valuable human being

! A#ay from resisting and fearing individual differences

to#ards accepting and utili-ing them

! A#ay from distrusting people to trusting them

T+S values and assumption may not seemprofound today but in 23:; and 4; they represented a

radical departure from accepted beliefs and

assumption


10/3310

THEORIES AND MANAGEMENT OF

ORGANIATIONAL DEVELOPMENT

This pertains to foundation of organi-ation development

theories and practice It deals #ith the aspect of art and science of O D theories,

#hich form the &no#ledge base on #hich O D is constructed

This &no#ledge base is used to plan and implement

effective change programs

The change programs are indeed a complicated process

and improves org6 functioning


11/3311

THEORIES ----

"odels and theories of planned change

The development of models of planned change

facilitated the development of OD

"odels and theories depict the important features of

some phenomenon and variables and describe the

relationships among the variables

They help in understanding as to #hat happens and

ho# it happens in planned change


12/33

T!"#$%"&----

Do everything #ith your #hole mind

and #ith your #hole heart6 If youfocus your rays of energy the #ay a

magnifying glass focuses the rays of

the sun, you #ill burn a#ay everyproblem, every obstacle before you6

12


13/3313

T!"#$%"& -----


14/3314

T!"#$%"& -----

! right no# is the result of forces pushing inopposing direction

! 0ith the techni(ue called the force field analysis#e can identify the ma.or forces and thendevelop action plans for moving the e(uilibriumpoint in one direction or the other

Le#in=s S>O%D ! idea #as a model of changeprocess itself6 +e suggested that change is athree stage process


15/33

15

T!"#$%"& -----

+e e'plained three stages as5

a/ Unfree-ingb/ "oving to a ne# level of behavior

c/ efree-ing the behavior

D?A S>+I%

! Too& this idea and improved it byspecifying the psychological mechanisminvolved in each stage as sho#n belo#5


16/33

16

T!"#$%"& -----

2/ Unfree-ing ! creating motivation and

readiness to change through5a/ Disconfirmation or lac& of confirmation

b/ >reation of guilt or an'iety

c/ $rovision of psychological safety

@/ >hanging through cognitive restructuring

! +elping the client to see things, .udge things


17/33

17

T!"#$%"& ----

! *eel things and react to things differentlybased on a ne# point of vie# obtainedthrough5

a/ Identifying #ith a ne# model, mentor etc

b/ Scanning the environment for ne# relevant

information/ e!free-ing ! helping the client to integrate

the ne# point of vie# into


18/33

18

T!"#$%"& -----

a/ The total personality and self concept

b/ Significant relationships Another modification of Le#in=s model

! This #as proposed by onald Lippit, Beanne0atson and )ruce 0estly

! They e'panded the three stage model intoseven stage! model representing consultingprocess5


19/33

19

T!"#$%"& -----

2/ Developing a need for change ! correspond to

Le#in=s unfree-ing phase

@/ stablishing a change relationship

! In this phase a client system in need for help

and a change agent from outside the system

establish a #or&ing relationship

/ >larifying or diagnosing the client system=s problem


20/33

20

T!"#$%"& ----

C/ 'amining alternatives routes and goals

establishing goals and intention of action:/ Transforming intentions into actual change

efforts

4/ ?enerali-ing and stabili-ing change

E/ Achieving a terminal relationship that is,

terminating the client 1consultant relationship


21/33

21

T!"#$%"&------

Total system change

This is comprehensive change model alph


22/33

22

T!"#$%"& -------

@/ Diagnosing the problem

! Thorough analysis of the problems and situationsfacing the organi-ation

/ Scheduling the trac&

! Involve intervening in five critical leverage points#hich are5

a/ >ulture trac& ! nhances trust, communication, information sharing

and #illingness to change


23/33

23

T!"#$%"&-----

b/ "anagement s&ill trac& ! $rovide all management personnel #ith ne#

#ays of coping comple' problems

c/ Team building trac&

! stablishes cooperation organi-ation! #ide sothat comple' problems can be addressed


24/33

24

T!"#$%"&----

d/ The strategy 1 structure trac&

! Develops a completely ne# or a revised

strategic plans and align various divisions, #or&s

groups, .obs and all resources #ith the ne# strategic

direction

e/ The re#ard system trac&

! stablishes a performance based re#ard system that

sustains all improvements and uses of updated

management s&ills


25/33

25

T!"#$%"&-----


26/33

26

T!"#$%"&-----

The )ur&e!Lit#in "odel of Organi-ationalchange

This model sho#s ho# to create first order andsecond order change #hich they term astransactional change and transformationalchange

In first order change some features of theorgani-ation change but fundamental oforgani-ation remain the same


27/33


28/33

28

T!"#$%"&------

*irst order change

>hanging structure, management practicesand system causes change in #or& unit climate

#hich changes motivation in turn individual and

organi-ational performance

Transactional leadership is re(uired to ma&ethe change in organi-ational climate #hich

paves the #ay for transformational changes


29/33

29

T!"#$%"&----

Second order change

In second order change targets are mission andstrategy leadership style and organi-ationalculture

Intervention directed to#ards these factors

transform the organi-ation and cause apermanent change in organi-ational culture#hich produces changes in individual andorgani-ational performance


30/33

30

T!"#$%"&-----

)ur&e!Let#in is a significance advance in

thin&ing about planned change

The O D practitioner map the change situation,

determine the &ind of change re(uired ei

transactional or transformational and then

target intervention to#ards factors of theorgani-ation that produce the desired change


31/33

31

T!"#$%"&-----

$orras and obertson "odel of Organi-ational>hange

The basic premise of this model is that O Dintervention alter features of the #or& settingcausing change in individual=s behavior #hich inturn lead to individual and organi-ationalimprovement

The #or& setting plays a central role in thismodel and consists of four factors5


32/33

32

T!"#$%"&----

2/ Organi-ing arrangements

! ?oals, Strategies, Structure, Administrativepolicies and procedures, re#ards system ando#nership

@/ Social factors

! >ulture, management style, interactionprocesses, Informal patterns and individualattitude


33/33

33

T!"#$%"&------

/ $hysical setting

!

Space configuration, physical ambience,interior design and architectural design

C/ Technology

! Tools, e(uipment and machinery, Information

technology, Bob design, #or& flo# design,technical e'pertise, technical procedures andsystem

Documents

Values, Assumptions and Beliefs in o d