1_introduction to od

Semester 04Organization Development

Introduction to Organization DevelopmentPresented by

Dr. Prabath Karunanayake MBBS, MBA in HRM, PGDipPsych, PGDipOHS

Director HR, China Harbour Engineering CompanyLead Consultant, Prabath Karunanayake Associates

[email protected]/prabath2014

Cummings & Worley, 9e (c) 2009 South-Western College Publishing

MASTERS INHUMAN RESOURCE

MANAGEMENT

mailto:[email protected]

http://www.facebook.com/prabath2014

Lesson plan• Definition of OD• Relevance of OD• History of OD• The OD practitioner

–Who is an OD practitioner?–Competencies of an OD practitioner–Ethical dilemmas

• Internal and external consultants• Activity – Speaking in public



Burke’s Definition of OD

OD is a planned process of change in an organization’s culture through the

utilization of behavioral science technology, research, and theory.


French’s Definition of OD

OD refers to a long-range effort to improve an organization’s problem-solving capabilities and its ability to

cope with changes in its external environment with the help of external

or internal behavioral-scientist consultants or change agents.


Beckhard’s Definition of OD

OD is an effort planned, organization-wide, and managed from the top, to increase organization effectiveness and health through planned interventions in the

organization’s processes, using behavioral science knowledge.


Organization Development is...

a systemwide application of behavioral science knowledge to the planned development, improvement, and

reinforcement of the strategies, structures, and processes that lead to organization

effectiveness.


• Applies to changes in the strategy, structure and processes of an entire system

• Based on application and transfer of behavioural science knowledge and practice

• Concerned with managing change• Involves the design, implementation and

reinforcement of change• Oriented to improving organizational

effectiveness – adaptability, performance, stakeholders

Organization Development...


• Endless variations– Team building with top management– Structural change in a municipality– Job enrichment in a manufacturing plant– Stress management training for staff– Acquisition of a competitor


Relevance of OD• In the midst of unprecedented uncertainty

and chaos (Permanent Whitewater)• Major trends:

– Globalization– Information technology– Managerial innovation

• OD help organizations to change themselves


Five Stems of OD PracticeCurrent Practice

Laboratory Training/T-groups

Action Research/Survey Feedback

Participative Management

Quality of Work Life

Strategic Change

1950 1960 1970 1980 1990 2000

History of OD


The OD Practitioner• Internal and external consultants offering

professional services• Professionals from other disciplines who

apply OD practices (e.g., TQM managers, IT/IS managers, compensation and benefits managers)

• Managers and administrators who apply OD from their line or staff positions

• However, distinctions are blurring


Competencies of an OD Practitioner

• Intrapersonal skills– Self-awareness

• Interpersonal skills– Ability to work with others and groups

• General consultation skills– Ability to get skills and knowledge used

• Organization development theory– Knowledge of change processes


Role of an OD Practitioners

• Position– Internal vs. External

• Marginality– Ability to straddle boundaries

• Emotional Demands – Emotional Intelligence

• Use of Knowledge and Experience


Client vs. Consultant KnowledgePlans Implementation

Recommends/prescribes

Proposes criteria

Feeds back data

Probes and gathers data

Clarifies and interprets

Listens and reflects

Refuses to become involved

Use of Consultant’sKnowledge andExperience

Use of Client’sKnowledge andExperience


Professional Ethics

• Ethical Guidelines• Ethical Dilemmas

– Misrepresentation– Misuse of Data– Coercion– Value and Goal Conflicts– Technical Ineptness


Antecedents Process Consequences

Ethical Dilemmas

• Misrepresentation• Misuse of data• Coercion• Value and goal conflict• Technical ineptness

Role Episode

• Role conflict• Role ambiguity

Role ofthe

ChangeAgent

Role of the

ClientSystem

ValuesGoalsNeeds

Abilities

A Model of Ethical Dilemmas


External vs Internal Consultant

• External consultant viewed as having higher expertise and experience and credibility

• Internal consultant have in-depth knowledge of the business, organization and the management

• Assess needs and make the choice


Use External Consultant Use Internal Consultant

Do not have internal expertise Have the internal expertise

Deep expertise needed Broad generalized knowledge needed

To support strategy development or facilitate corporate-wide initiatives

To support strategy implementation or interventions of operational focus

An outside, neutral perspective is needed

Knowledge of business and organization critical

New initiatives need validation Speaking the language of the organization is important

Internal expert does not have status, power or authority

A sensitive insider who knows the issue is needed

Senior leaders need coach or guide Need to sustain a long-term initiative Initiative justifies the expense Cost is a factor

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