Managing the OD Process

Chapter 5

COMPONENTS OF OD PROCESS

Diagnosis Identify strength , opportunities and problem areas

Action Plan To correct problems, sees opportunities and maintain areas of strength

Evaluation/Interv entions

New actions/ Intervention

Consist of fact finding about the results of the action

To resolve the issues

COMPONENTS OF OD PROCESS

Diagnosing the system its sub units and processes

Need of diagnostics activities a) To know the state of things or What is ? b) To know the effects or consequences of actions

Importance of diagnostic activities

Area of diagnosis

Teams: Top Middle and work force

Organization process

Diagnosing Organizational Subsystems

Diagnostic tic Targets 1. Total organization

2. Large complex and heterogeneous subsystem

3. Small , simple and relative homogeneous subsystem 4. Norms , culture, attitude towards compensation , goals 5. Interface of intergroup subsystems 6. Dyads and triads 7. Individuals 8. Roles

http://www.slideshare.net/aman22jan/organization-development-presentation

http://www.slideshare.net/aman22jan/organization-development-presentation

PURPOSE What business are we in ? STRUCTURE How do we divide up the work?

LEADERSHIP Does someone keep the boxes in balance?

RELATIONSHIP How do we manage conflict among people? With technologies R

HELPFUL MECHANISMS: Have we adequate coordinating technologies

REWARDS Do all needed tasks have incentives ?

Environment

Actions
Interventions are the actions taken to produce desired changes.

Four conditions that give rise to the need for OD interventions:

1. The organisation has a problem (corrective action to fix it) 2. Organization sees an unrealized opportunity (enabling action to seize the opportunity) 3. Features of organization are out of alignment (alignment action to get things back in sync) 4. Yesterdays vision is no longer good enough (action for new vision actions to build necessary structures, processes and culture to make new vision a reality)

Interventions
Major families of OD interventions: 1. Diagnostic 2. Team-Building 3. Intergroup 4. Education and Training 5. Structural 6. Process Consultation 7. Grid Organization Development 8. Third-Party Peace Making 9. Coaching and Counseling 10.Life and Career Planning 11.Planning and Goal Setting 12.Strategic Management
Each of these families of interventions includes many activities

Example : Team Building Interventions

Diagnostic meetings Team building focused on goal setting, decision making, problem solving etc.

Intact work teams

Building & mainitaining effective interpersonal relationships Role analysis techniques for role clarification & defination

Team building interventions

Team building focused on task accomplishment

Special teams

Task allocations Interunit conflicts Role negotiation

Program Management
Cummings and Worley identified 5 sets of activities required for effective change management:

Motivating Change

Creating a Vision
Developing Political Support Managing the Transition Sustaining Momentum Effective Change Management

Pitfalls
Not establishing a great enough sense of urgency Not creating a powerful enough guiding coaliation Lacking a vision Under communicating the vision by a factor of ten Not removing obstacles to the new vision

Cont..
Not systematically planning for and creating short term wins Declaring victory to soon Not anchoring the corporations culture

Eight steps to remove pitfalls.

Kotters 8-stage process for managing organizational change:
1 2 3

Establishing a sense of urgency Creating a guiding coalition Developing a vision and strategy Communicating the change vision Empowering a broad base of people to take action Generating short term wins Consolidating gains and producing even more change

4
5 6 7 8

Anchoring (institutionalizing) the new approaches into the culture

The generic parallel learning structure intervention process

Phase I : Definition of purpose and scope Phase II : Formation of steering committee Phase III : Communicating to organization members Phase IV : Formation and development of study group

Cont.
Phase V : The inquiry process Phase VI : Identifying potential changes Phase VII : Experimental implementation of proposed change Phase VIII : System wide diffusion and evaluation