Introduction to OD

PRESENTED BY, RAVI NAYAK (11222) DHAVAL PATEL (11231) KULDIP PATEL (11232) MAYUR VAGHANI (11243) JAYESH CHANDEGARA (112

What is Organisation?
Group of People

Organise for particular purpose

Co-operate with all for achieving desire goals Made up of varied functions

Each person co-operate with others and achieve desired goals

Types of organistaion Problems faced by organisation

Overview of OD
What is Organisation Development?

No action without research and no reasearch without action.

Role of OD consultant Involve client in process

Have domain knowledge of Organisation Behaviour

Maintain relation with client

Distinguishing features of OD
It works on Helping Model concept

Purchase of Expertise
Doctor Patient Model Process Consultation

Process Coersion

Generations of OD
First generation OD

Second generation OD
Third generation OD

First Generation OD
Deals with adaptive and incremental change in organisation

Deals with micro aspects of organisation

It strove to improve organisations function

Major Steps in First Generation OD

Emergence of action research

Application of sensitivity/laboratory/T-group training

Invention of survey feedback Evolution of Tavistocks sociotechnical and socioeconomical issues

Second generation OD
it deals with macro aspects of organisations to help them respond

effectively to the external needs in terms of competitiors, technology, stakeholders etc. It pays explicit attention to the organisation`s env and org`s alignment with it. this generation took the cognizance of the impact of leadership on organsational change (Bartunek, Austin, and Seo 2008)

Second generation OD
take organisation as unit of analysis

look for large scale changes in organisation

for e.g. Organisation transformation TQM (Total Quality Movement) Visioning Future Search Getting the Whole System in room

Second generation OD
Organization Transformation: Multi-dimentional , Multi level, discontinuous

and radical in nature TQM: It involves employee involvement Demand Network Decision making power to lower level in organization Reduce barriers between people Continuous Improvement Visioning: Provides alignment and gaining commitment to achieve common goal Personal vision of employee must be linked with organisational vision (Senge 1990)

Second generation OD
Future Search conference: By Marvin Weisbord (1989)

It is 2-3 day conference where inputs are taken from participants to prepare database, later jointly action plan is prepared Getting the Whole System in the room: By Marvin Weisbord (1987)

Third Generation OD
Participative in nature

Learning Organization
Appreciative inquiry It utilizes past experience in improving the OE

Third generation OD
Learning organization:

An organization which continuously expanding its capacity to learn

Learning can be done at individual or Group/Team or organization level Appreciative Inquiry:

It is sequence of 5 processes ( Watkins and Mohr 2001) a) Choose the positive as focus of inquiry b) Inquire into stories of life giving forces c) Locate themes that appear in stories and select future enquiry d) Find an innovative way to create that future

topics for

Implementation Motors Associated with OD

Defining organization development

Classic definition by Backhard (1969)

An effort 1) Planned, 2) Organization-wide, and 3) Managed from the top, to 4) Increase organizational effectiveness and health through 5) Planned interventions in the organizations process, using behavioral science knowledge.

Defining organization development

Definition by French and Bell (2001)

A long-term effort, led and supported by top management, to improve

an organizations visioning, empowerment, learning, and problem solving process, through an ongoing, collaborative management of organization culture- with special emphasis on the culture of intact work teams and other team configurations- using the consultantfacilitator role and the theory and technology of applied behavioral science, including action research.

 Applies behavior science to achieve planned change

Culture, strategy, structure, processes

Increased organizational effectiveness and individual development

(Vaill-1989)

OD Process vs OD Content
OD Process How it is being done Sequence of activities undertaken by OD consultant while intervening in the client system OD Content What is being done Vision, mission, strategy, meeting agenda, target setting, team building activities..

Organizational content Probe into Org. culture, org.s mission, teams strategy, individual/group performance

Interventional content Collection of information, effective execution of team building exercises, selection of right change leaders, training of organizational members

Help in identifying / conceptualizing the problem and its root cause

Help to address the problem

Phases of Organization Development

Evaluatio n Entry

Alternatives, Engage , deepen consequences and Gaps , phase Critical Fact finding and data implications understanding Expectations , measure & Intervention Contracting Rectify the problem Client , gathering and Actions presenting desired change roles & determine the effect of the Individual development & consultant data analyzing Environment non responsibility and actions organizational effectiveness and defensive and agreement situation nonreactive

Planning change

Diagnosis

Feedback

Key Characteristics of OD
Applied behavior science Systems context Humanistic field

- Pareek(1996) introduced framework of OCTAPACE to define the values associated with OD Participatory approach to build clients capability Normative reeducative strategy (French,Bell and Zawacki 2000) 1) The power coercive approach 2) The Empirical- rational approach Cyclical approach to sustainable change Helping and collaborative relationship with client Organizational effectiveness

Typology of OD interventions
According to the size and complexity of client group

1.
2. 3.

4.
5. 6.

7.

Individuals Dyads or triads A self managed team An intact work team, including the formal leader Intergroup configurations (two or more interfacing group) All of the managers of the organization Everybody in the total organization

Typology of OD interventions
According to the type of casual mechanism underlying the

intervention 1. Feedback 2. Awareness of changing norms 3. Interaction and communication 4. Confrontation 5. Education

Typology of OD interventions
According to the nature or type of intervention 1. 2. 3. 4. 5. 6. 7. 8. 9.

Discrepancy intervention Theory intervention Procedural intervention Relationship intervention Experimentation intervention Dilemma intervention Perspective intervention Organization structure intervention Cultural intervention

Future Challenges
Greiner and Cummings (2004) identified six red flags which threaten ODs

relevance in future. 1) Strategic planning 2) Mergers and acquisitions 3) Top management decision making 4) Globalization 5) Corporate Governance 6) Personal integrity

 Beer and Nohrias argument (2000): Theory E (based on economic

values) & Theory O (based on organizational capabilities)

Two Archetype of Change

Dimension of change Goals Theory E Maximize shareholder value Theory O Develop Organizational capabilities Theory E and O combined Explicitly embrace the paradox between economic value and oraganization capability Set direction from top & engage the people below

Leadership

Manage change from top-down Emphasize structure and system

Encourage participation from bottom-up

Focus

Process Reward System

Plan and establish program Motivate through financial incentives Consultants analyze problems shape solutions

Build up corporate culture: Focus simultaneously on Employee's behavior and the hard (process & attitude structure) and the soft (corporate culture) Experiment and evolve Plan for spontaneity Motivate thorugh commitment (Use pay as fair exchange) Consultants support management in shaping their own solutions Use incentives to reinforce change but not drive it Consultants are expert resouces who empower people

Use of consultants

deKlers (2007) argument: Adverse effect of emotional trauma (due to downsizing, restructuring, mergers and acquisitions, etc.) Acknowledge existence of emotional trauma Provide a safe climate for employees Tom Peters concept of Liberation management: Forecasting of Ad hoc teams Multifunctional projectization and horizontal system Reconceptualizing the role of people in organization

 OD has progressed from micro to macro aspects but, it is yet to transgress

from continuous to discontinuous change. Discontinuous change mandates alteration in the organizational structure, culture and processes to realign the strategy to suit the environment participative change. Kotter & Schlesingers approach: Manipulation & co-option Implicit and explicit coercion

Burkes agenda for OD consultants: A sense of urgency to address the modern organizational consulting issues by defying the conventional models and challenging the long established foundation of the field. New times requires new paradigms to encounter organizational problems.

Consulting issue Reengineering

Agenda for OD consultants Focus on specific change targets that are critical to the success of reengineering effort. Example: Roles and responsibilities, organizational structure, measurements and incentives, etc. They have also been identified as levers of reengineering.

Downsizing

Confront the rationale behind the decision-ensure that the organization is not cloning what is being done by others. Emphasize dignity and fairness in treatment meted out to employees. Community Work to bind people together; initiate meetings; promote interaction and relationship among employees at all levels. Do not restrict your role to only facilitating meetings/interactions. Employer-employee social Seek clarity regarding task expectation and goals. Provide help in providing regular contract feedback to employees. Promote reward system based on merit. These actions will foster employer-employee relationship. It is important because company loyaly does not receive adequate attention. Employability Foster employability by helping employees to understand their strengths, their personal and professional goals, and work life balance desired by them. Revisit the career development literature and link it with OD practices. Trust Espouse and practice openness to build trust. Coach and provide feedback to executives regarding congruence between their words and actions as the precursor to building trust. With the surge in globalization and M&As, it is imperative to integrate and manage cultural differences. Place emphasis on the interrelationship of cultures to avoid any potential conflict. Increase knowledge of cross-cultural dynamics and hone skills in negotiation, mediation, conflict management, and conflict resolution. Reflect on the values espoused by global corporations which are becoming more powerful than state and nations. Assess the implications for OD in the face of stockholder wealth creation and financial goals as the dominant values. Review and rethink about the OD values that are being confronted.

Cultural clash

Corporate power

Conclusion
It has become a wild goose chase due to the fast pace of change in the

organization, technology and environment. The development of self-reflective, self-analytic, and self corrective capability in the organization comes to their rescue. The participative and collaborative approach of OD empowers organizational members in managing the formidable task of implementing change with regard to the dynamic environment in which they operate. In a nut shell, OD is a journey of self renewal which propels the organization on the path of enhanced organization performance and effectiveness.

8 steps for successful organizational transportation

Establishing a sense of urgency Forming a powerful guiding coalition Creating a vision

Examining market and competitive realities Identifying and discussing crises, potential crises, or major opportunities

Assembling a group with enough power to lead the change effort Encouraging the group to work together as a team

Creating a vision to help direct the change Developing strategies for achieving that vision

Communicating the vision

Using every vehicle possible to communicate the new vision and strategies Teaching new behaviors by the example of the guiding coalition

8 steps for successful organizational transportation

Empowering others to act on the vision
Getting rid of obstacles to change Changing systems or structures that seriously undermine the vision Encouraging risk taking and nontraditional ideas, activities, and actions

Planning for and creating short-term wins Consolidating improvements and producing still more change Institutionalizing new approaches

Planning for visible performance improvements Creating those improvements Recognizing and rewarding employees involved in the improvements

Using increasing credibility to change systems, structures, and policies that dont fit the vision Hiring, promoting, and developing employees who can implement the vision Reinvigorating the process with new projects, themes, and change agents.

Articulating the connections between the new behaviors and corporate success Developing the means to ensure leadership development and succession

The Six-Box Model

PURPOSE: What business are we in?
RELATIONSHIPS: How do we manage conflict among people? With LEADERSHIP: technologies?

STRUCTURE: How do we divide up the work?

Dose someone keep the boxes in balance?

HELPFUL MECHANISMS : Have we adequate coordinating technologies?

REWARDS: Do all needed tasks have incentives?

Environment

5 leadership practices & 10 behavioral commitments

Exhibited by successful, empowering leaders

Challenging the process Inspiring a shared vision Enabling others to act Modeling the way Encouraging the heart

Search for opportunities Experiment and take risk Envision the future Enlist others Foster collaboration Strengthen others Set the example Plan small wins Recognize individual contributions Celebrate accomplishments