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OD Course Outline
A. Course Objectives
1. Diagnose, Design, Implement & Evaluate OD
2. To build a framework from unique practises
3. Familiarise participants with skills & attitude
B.
1.
2.
3.
4.
5.
Required
OD & Change Cummings, Thomas G
Adizes, Managing Corporate Life Cycles
Biedenbach, Challenge of Org Change in HC Industries
Craft C, Diagonising Organization with Impact
Thompson, Organizations in Action
C. Course Curriculum
Topics
1.
General introduction
2.
3.
Various Articles,
books
Chapter-1
Chapter- 2&3
Thompsons &
4.
organizational issues
Ichak Adizess
5.
Chapter 1,5,6
6.
7.
8.
Chapter-10
9.
Change Management
Chapter-10
10.
Change Models
11.
Change Models
12.
Chapter 3
13.
Chapter- 11
14.
OD in other setting
15.
Chapter Part-3&
Part- 4
Chapter Part-5&
Part- 6
Blendenbach &
Soderholm
D. Assessment Criteria
a. Conceptual & Theoretical Basis
b. Empirical Dimensions
c. Intervention Strategies
d. Emergent Theories
e. Evolving Change Agent
E. Assesment
a. Exam 40%
b. Review 30%
c. Interview 30%
F. Classroom Discussions
f. Laboratory training ISAPS, Sumedha etc.
g. Socio-technical systems how individuals are connected through technology (eg. TPS, selflearning teams etc.)
h. Culture systems Edgar Schien, CVF, Ralph Stacy
i. Appreciative inquiry anti-thesis to action research. Talks about system and look at +ves and
work around (Selgimans work)
j. Different kinds of interventions Human process interventions (eg. Coaching, TA, neurolinguistic program, leadership, decision making), Techno-structural interventions, Human
resources interventions, Strategic interventions
k. Thompsons model Assembly line, mediating technology, intensive technology (uncertainty is
high)
l. Adizes model
m. Diagnostic model Weisboard Six Box Model (look at people, structure, process,
communication)
n. Change models Kurt Lewin, John Kotter, Galbraith Model (for Matrix org.)
2. Laboratory training
Laboratory training / T-groupa small, unstructured group in which participants learn from their
own interactions and evolving group processes about such issues as interpersonal relations, personal
growth, leadership, and group dynamics.
Objectives of T-Groups
1) Increased understanding about ones own behavior
2) Increased understanding about the behavior of others
3) Better understanding of group process
4) Increased interpersonal diagnostic skills
5) Increased ability to transform learning into action
6) Improvement in the ability to analyse ones own behaviour
3. Socio-technical systems
Culture
Human need for
stability,
consistency &
meaning
Stability of membership
Shared Learning
6. OD Intervention
6. Different kinds of interventions Human process interventions (eg. Coaching, TA, neuro-linguistic
program, leadership, decision making), Techno-structural interventions, Human resources
interventions, Strategic interventions
1. Human process intervention
The following interventions deal with interpersonal relationships and group dynamics.
T Groups: The basic T Group brings ten to fifteen strangers together with a
professional trainer to examine the social dynamics that emerge from their interactions.
Process Consultation: This intervention focuses on interpersonal relations and
social dynamics occurring in work groups.
Third Party Interventions: This change method is a form of process consultation
aimed at dysfunctional interpersonal relations in organizations.
Team Building: This intervention helps work groups become more effective in
accomplishing tasks.
The following Interventions deal with human processes that are more system wide than
individualistic or small-group oriented.
Organization Confrontation Meeting: This change method mobilize organization
members to identify problems, set action targets, and begin working on problems.
Intergroup Relations: These interventions are designed to improve
interactions among different groups or departments in organizations.
Large-group Interventions: These interventions involve getting abroad variety of
stakeholders into a large meeting to clarify important values, to develop new ways of
working, to articulate a new vision for the organization, or to solve pressing
organizational problems.
Grid Organization Development: This normative intervention specifies a particular
way to manage an organization.
2. Techno-Structural interventions
These interventions deal with an organizations technology (for examples its task methods and job
design) and structure (for example, division of labor and hierarchy).
These interventions are rooted in the disciplines of engineering, sociology, and psychology and in
the applied fields of socio-technical systems and organization design. Practitioners place emphasis
both on productivity and human fulfillment.
Structural Design: This change process concerns the organizations division of labour
how to specialize task performances. Diagnostic guidelines exist to determine which
structure is appropriate for particular organizational environments, technologies, and
conditions.
Downsizing: This intervention reduces costs and bureaucracy by decreasing the size
of the organization through personnel layoffs, organization redesign, and outsourcing.
Re-engineering: This recent intervention radically redesigns the organizations core
work processes to create tighter linkage and coordination among the different tasks
Parallel Structures
High-involvement Organizations (HIOs)
Total Quality Management
Work design: This refers to OD interventions aimed at creating jobs, and work groups
that generate high levels of employee fulfilment and productivity.
3. Human Resource Management Interventions
Goal Setting: This change program involves setting clear and challenging goals. It
attempts to improve organization effectiveness by establishing a better fit between
personal and organizational objectives.
Performance Appraisal: This intervention is a systematic process of jointly assessing
work-related achievements, strengths and weaknesses,
Reward Systems: This intervention involves the design of organizational rewards to
improve employee satisfaction and performance.
Career Planning and development: It generally focuses on managers and
professional staff and is seen as a way of improving the quality of their work life.
Managing workforce diversity: Important trends, such as the increasing number of
women, ethnic minorities, and physically and mentally challenged people in the
workforce, require a more flexible set of policies and practices.
Employee Wellness: These interventions include employee assistance
programs (EAPs) and stress management.
4. Strategic Interventions
These interventions link the internal functioning of the organization to the larger environment and
transform the organization to keep pace with changing conditions.
Integrated Strategic Change: It argues that business strategies and organizational
systems must be changed together in response to external and internal disruptions. A
strategic change plan helps members manage the transition between a current strategy
and organization design and the desired future strategic orientation.
7. Thompson Model
Assembly line, mediating technology, intensive technology (uncertainty is high)
James Thompson Another approach to technology was proposed by James D. Thompson. His
technology categories, which he argued could be used to classify all organizations, are long-linked,
mediating and intensive.
If tasks or operations are sequentially interdependent, Thompson
called them long linked. This technology is characterized by a fixed
sequence of repetitive steps, as shown in Figure 2(A). That is,
activity A must be performed before activity B, activity B before
activity C, and so forth. Examples of longlinked technology include
mass-production assembly lines and are given in Thompson[14].
Thompson identified mediating technology as one that links clients
on both the input and output side of the organization. Banks,
telephone utilities, security brokerage firms, most large retail stores,
computer dating services, employment and welfare agencies, and
post offices are examples.
As shown in Figure 2(B), mediators perform an interchange
function, linking units that are otherwise independent. The linking
unit responds by standardizing the organizations transactions and
establishing conformity in clients behaviour. Banks, for instance,
bring together those who want to save (depositors) with those who
want to borrow.
/They do not know each other, but the banks success depends on attracting both. Thompsons third
category intensive technology represents a customized response to a diverse set of contingencies.
The exact response depends on the nature of the problem and the variety of problems, which cannot
be predicted accurately (see Figure 2(C)). This includes technologies dominant in hospitals,
universities, research labs
8.
The external environment is also depicted in Weisbords model, although it is not represented as
a box
Weisbord identifies as inputs the money, people, ideas, and machinery which are used to fulfill
the organizations mission. The outputs are products and services.
Two Premises
Two premises which are not apparent in Weisbords model are crucial to understanding the boxes
in the model.
A. The first premise refers to formal versus informal systems. Formal systems are those
policies and procedures the organization claims to do. In contrast, informal systems are
those behaviors which actually occur. The bigger the gap between the formal and informal
systems within the organization, the less effective the organization is.
B. The second premise concerns the fit between the organization and the environment, that
is, the discrepancy between the existing organization and the way the organization should
function to meet external demands. Weisbord defines external demands or pressures as
customers, government, and unions.
10. Change models Kurt Lewin, John Kotter, Galbraith Model (for Matrix org.)
Lewins Change Model
-Lewin Conceived of change as modification of those forces keeping a systems behavior stable.
The Unfreezing, moving , Refreezing Model is an early 3 stage approach that was proposed by Kurt
Lewin.
The Model Mentioned three stages in changing an organisation .
a. Unfreezing:- This step usually involves reducing those forces maintaining the
organizations behavior at its present level. Unfreezing is sometimes accomplished
through a process of psychological disconfirmation. By introducing information that
shows discrepancies between behaviors desired by organization members and those
behaviors currently exhibited, members can be motivated to engage in change
activities.
b. Moving:- This step shifts the behavior of the organization, department, or individual
to a new level. It involves intervening in the system to develop new behaviors, values,
and attitudes through changes in organizational structures and processes.
c. Refreezing:- This step stabilizes the organization at a new state of equilibrium. It is
frequently accomplished through the use of supporting mechanisms that reinforce the
new organizational state, such as organizational culture, rewards, and structures.
Additionals
1. Kotters organization dynamics model
Eight Steps to transforming your organization
1.
2.
3.
4.
5.
6.
7.
2. Galbraith Model
The organization design framework portrayed in Figure is called the Star Model. In the Star Model,
design policies fall into five categories.
The first is strategy, which determines direction. The second is structure, which determines the
location of decision-making power. The third is processes, which have to do with the flow of
information; they are the means of responding to information technologies. The fourth is rewards and
reward systems, which influence the motivation of people to perform and address organizational
goals. The fifth category of the model is made up of policies relating to people (human resource
policies), which influence and frequently define the employees mind-sets and skills.
Implications of the Star Model:
Mentor
Someone who has experience
Lots of Juniors needs Mentoring
you
are
experiencing,
Always
gives
advice
Coach
Have never experience or will never tell that he/she have experienced Lots of seniors needs coaching
Coach
Focus
Individual
Performance
Role
Specific agenda
Relationship
Self-selecting
Source of influence
Perceived value
Position
Personal returns
Affirmation/learning
Teamwork/performance
Arena
Life
Task related
Competencies of coach
1)
2)
3)
4)
5)
6)
7)
8)
4. Organizational Diagnosis
Diagnosis is a collaborative process between organizational members and the OD consultant to collect
pertinent information, analyse it, and draw conclusions for action planning and intervention.
Need of Organizational diagnosis
A.
B.
Financial Needs
When organization fails in its purpose
Organization transition
Business growth
Merger & acquisition
EnvironmentBusiness Environment
Conflict R&D
Industrial Relations
Obstacle
Non- financial Needs
Soft
Leadership
Design
Turnover
Artifacts
Artification
Listening
Observing
Interpreting text
Textual analysis
Systems Theory
Properties of Systems
Inputs, Transformations, and Outputs
Boundaries
Feedback
Equifinality
Alignment
Asumption
General Environment
Industry Structure
External forces (task environment) that can directly affect the organization
Customers, suppliers, substitute products, new entrants, and rivalry among competitors
Strategy the way an organization uses its resources (human, economic, or technical) to gain and sustain a
competitive advantage
Technology the way an organization converts inputs into products and services
Human Resource Systems the mechanisms for selecting, developing, appraising, and rewarding organization
members
Measurement Systems methods of gathering, assessing, and disseminating information on the activities of
groups and individuals in organizations
Group-Level Diagnosis
Group-Level Design Components
members
Group-level Outputs
Member Satisfaction
Individual-Level Diagnosis
Individual-Level Design Components
Skill Variety The range of activities and abilities required for task completion
Individual-level Outputs
Absenteeism
5. Change
What is change Psychological contracts Ice-burg Model
Greiners curve
Kurl Lewins change Model
The kubbler Ross Change model
William bridge
6. Greiner Model
The growth phases model of Larry E. Greiner suggest that the organization go through 5 stages of growth and
need appropriate strategies & structures to cope.
It is a descriptive framework that can be used to understand why certain management styles, organizational
structures & coordination mechanisms work, and why some dont work at certain phases in the development
of an organization.
The model describes five phases of organization development & growth
1. Growth through creativity Start-up company, entrepreneurial, informal communication, hard work
and low earnings. Ending by a leadership crisis.
2. Growth through direction sustained growth, functional organization structure, accounting, capital
management, incentives, budgets, standardized processes. Ending by an autonomy crisis.
3. Growth through Delegation Decentralized organizational structure, operational and market level
responsibility, profit centers, financial incentives, decision making is based on periodic reviews, top
management acts by exception, formal communication. Ending by a control crisis.
4. Growth through Co-ordination & monitoring formation of product groups, through review of
formal panning, centralization of functions, corporate staff oversees, coordination, corporate capital
expenditures, accountability for ROI at product group level, motivation through lower-level profit
sharing. Ending by a red tape crisis.
5. Growth through collaboration new evolutionary path, team action for problem solving, cross
functional task teams, decentralized support staff, matrix organization, simplified control mechanism,
team behaviour education programs, advanced information systems, team incentives. Ending by an
internal growth crisis.