Organizational Behavior

ORGANIZATION DEVELOPMENT & CHANGE

Change
Work change is any alteration that occurs in the work environment.

Kinds of change

Low Adaptive Change 1st order change Incremental change

High Radical Change

2nd order change Quantum change Fundamental change

Continuum representing Degree of complexity Potential resistance

Kinds of change
Timing Proactive Change Reactive Change

Nature Strategic Change Structural Change Process Oriented change Cultural Change

Resistance to change
Implicit (covert)/ Explicit (overt)

Immediate/Deferred
Continuum of Resistance to change

Acceptance
Indifference Passive resistance

Active resistance

Sources of Individual Resistance

HABIT

SOCIAL FACTORS SELECTIVE INFORMATION PROCESSING SECURITY FEAR OF UNKNOWN

ECONOMIC FACTORS

Sources of Organizational Resistance

STRUCTURAL INERTIA

THREAT TO ESTABLISHED RESOURCE ALLOCATION THREAT TO ESTABLISHED POWER RELATIONS GROUP INERTIA THREAT TO EXPERTISE

LIMITED FOCUS OF CHANGE

Approaches to managing change

Kurt Lewins Three Step Model
Force field Analysis Action Research

UNFREEZE

MOVE TO CHANGE

REFREEZE

LEWINS THREE STEP PROCESS

Unlearning earlier Learning new ideas & Step of practices practices reinforcement Create motivation Provide adequate info Integrate new on change to change attitudes, practice into normal Reduce barrier to Give opportunity to routine change learn & practice new Disconfirm systems usefulness of Provide role models, present practice benchmarks, guidance etc. Provide positive reinforcement Additional training where required

Force Field Analysis

Driving forces High performance goals New equipment Competition Employees with new skills Desire for increased influence and rewards Current level of group performance Resisting forces Group norms for output Familiarity with present equipment Complacency Need to learn new skills Fear of reduced influence and rewards Desired level of group performance

Action Research

ORGANIZATION DEVELOPMENT

An approach to organizational change in which the employees themselves formulate the change thats required and implement it, usually with the aid of a trained consultant.

OD Interventions
Planned activities in which clients &

consultants participate during the course

of OD program.

Sensitivity Training
Laboratory/ T- group Training To increase participants insight into their own behavior and that of others by encouraging an open expression of feelings in a trainer-guided group.

Survey Feedback
An OD technique in which questionnaires and interviews are used to collect information about issues of concern to an organization. This information is shared with employees and is used as the basis for planning organizational change.

Process Consultation

Structured activities guided by OD consultant to improve specific aspects, e.g., norms, communication, cohesiveness

Team Interventions
The process of improving the effectiveness of a team. Series of activities to collaboratively examine how the group functions and how it could function better.

Cover four substantive areas:

Problem Diagnosis Task Accomplishment

Maintaining team relationships

Improving team & organization processes

Formal Group Diagnostic Meeting

A general critique of team. Initial discussion: leader, consultant, members Formal meeting for gathering information & analyzing it. As total group, sub-groups or pairs.

After discussions the group is informed of all issues.

Issues classified, discuss possible actions. Team prepares plan for implementing actions.

Gestalt Approach: Team Building

Gestalt therapy: by Fredrick S Perls

Belief that persons function as whole total organisms & not as fragmented beings.
Robert Herman: Goals of Gestalt Therapy are: Awareness Integration Maturation Authenticity

Self- regulation
Behavior Change

Steps in OD
Warner Burkes Model: 7 Phases:

Entry
Contracting Diagnosis Feedback Planning Change Intervention Evaluation