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Organisation Design &development08MBAHR341

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Organisation Design

Module 1: Organization (6 sessions)

Module 2: Organisation design (7 sessions)

Module 3: Structural dimensions of organisation design (5 sessions)

Module 4: Contextual dimensions & structural options (10 sessions)

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Organizational development

Module 5: Overview & foundations of OrganizationalDevelopment (10 sessions)

Module 6: Managing the OD process (6 sessions)

Module 7: OD interventions (6 sessions)

Module 8: The Future of OD (6 sessions)

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Organizational

Development

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OD Is: Systematic process

For applyingbehavioral science principles

& practices in organisations

To increase individual & organizational

effectiveness.

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Behavioural science (orBehavioral science)

involves the systematic analysis and

investigation ofhumanbehaviour through

controlled and experimental observations

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Burkes Definition of OD

OD is a planned process of change in

an organizations culture through theutilization of behavioral science

technology, research, and theory.

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Frenchs Definition of OD

OD refers to a long-range effort to

improve an organizations problem-

solving capabilities and its ability to

cope with changes in its external

environment with the help of external

or internal behavioral-scientist

consultants.

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Beckhards Definition of OD

OD is an effort (1) planned, (2)

organization-wide, and (3) managed from

the top, to (4) increase organizationeffectiveness and health through (5)

planned interventions in the organizations

processes, using behavioral scienceknowledge.

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Why OD..?

Most cited reasons for beginning change

program:

The level of competition.

Survival.

Improved performance.

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History of

Organizational

Development

History of

Organizational

Development

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History of OD

Relatively new field of study 40s & 60s

No unifying theory just models of practice

Emerged from study of group dynamics &planned change. Late 40s

T-groups training groups, behavioral skills

and individual insight into problem solving

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Four Stems of OD

Laboratory

Training

Survey

research

and

Feedback

Action

Research

Socio-

technicalApproaches

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Laboratory Training

NTL National Training LaboratoryT-Group (Training)

L-Group (Learning)

RCGD (research center for group dynamics)

Other universities set up training labs

Invention of flip chart

Next 10 years were tough frustration at inability to

transfer NTL to real world began to train teams.

Major Contributors

Kurt Lewin (T-Group)

Kenneth Benne, Leland Bradford and Ronald Lippitt. (L-

Group)

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Warren Bennis

Only T-grouper to actually try to reshape an organization

from the top.Led to his study of leadership

The Term OD

Emerged from Baton Rouge T-groups called Development

GroupsAt that time we wanted to put a label on the program at

General Mills. We didnt want to call it managementdevelopment because it was total organization-wide, norwas it human relations training.We didnt want to call it

organization improvement because that is a static term, sowe labeled the program organization Developmentmeaning system-wide change efforts. Richard Beckhard

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Is a specialized form of Action research

Developed by staff at survey research centreof Michigan university

Rensis Likert . Floyd Mann

The problem of how the company couldbest use the data from the survey to bringimprovement in management &

performance

Survey research/feedback andOD

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Key executive

perception

of problems

Consultation with

behavioural

scientist consultant

Data gathering and

diagnosis byconsultant

Further data gathering

Feedback to key client

or client group

Joint action planning

(objectives of OD

programme and means

of attaining goals, eg

team building

Data gathering

Feedback to client

group

Discussion and work

on data feedback

and data by client

group

Action planning

(determine objectives

and how to get there)

Action (new

behaviours)

Data gathering

(reassessment of

state of system)

Feedback

Discussion and

work on feedback

and emerging data

Action planning

Action

Action Research stem

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W.R.Bion, Rickman- 1960 Travistock clinic , England

Initial focus was group work

Moved to organizations and communities

Experiments with soldiers in group work Formed theories of group behavior

Eric Trist

Coal mines AtHaighmoor

leaderless groups 1947 resulted in a new approach tosolve mine problems

Industrial democracy, open systems & socio-technical

systems

Socio-technical & Socio-clinicalOD

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1. Interest in Organizational Transformation

(Amir Levy & Uri Merry)

qualitative, radical, discontinuous change involving a

paradigmatic shift.

2. Interest in the Learning organization

Argyris, Schon, Senge-

They developed considerable interest in theConditions under which individuals, team and

organizations learning took place

2nd Generation OD

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Senge Importance to Systems thinking (defined, asan approach to problem solving, as viewing "problems" as parts of

an overall system, rather than reacting to present outcomes or

events and potentially contributing to further development of the

undesired issue or problem.)

Learning disabilities that plague the organizations Different ways to think about complex problems.

Used games & exercises to create an awareness of

these disabilities & to develop different ways of

thinking about complex problems.

The origin of the vision is much less important than

how it is shared

Cont.

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3. Interest in TQM Deming, Juran

Ciampa -Total quality is typically a

countrywide effort seeking to install & makepermanent climate where employees

continuously improve their ability to provide

on demand products & services that customers

will find of particular value

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Ciampa then goes on to say that one element that

separates successful TQ efforts from less successfulones is

.a particular set of values about the individual

and the individuals role in the organization.

Total quality efforts in the companies encouragetrue employee involvement, demand teamwork,

seek to push decision making power to lower

levels in the company, and reduce barriers

between people.

.

.

These values are at the coreof OD as well.

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4. Interest in Visioning & future search

Senge believes Origin of vision is much less

important than the proceedings whereby it

comes to be shared

He argues , visions should be connected with

personal visions of people throughout the

organizations

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5.R

ediscovering large meetings & getting the wholesystem in the room

Bechard writes about Getting total management

group of an organization together in a one day session

to diagnose the state of the system & to make plansfor quickly improving conditions

6. Others directions & areas of interest

OD practitioners & theories were attracted towards

BPR & core process designs

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Transactional change ( First order change)

This includes Evolutionary, adaptive,

incremental, or continuous change

H

ere The features change but fundamental nature oforganization remains the same

OD interventions are directed towards changes in

organization structure,

Management practices &

systems including policies & procedures

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OD Practioner

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OD PRACTIONER

THE ROLE OF THE OD PRACTIONER IS

TO STRUCTURE ACTIVITIES TO HELP

THE ORGANIZATION MEMBERS SOLVE

THEIR OWN PROBLEMS AND LEARN

TO DO THAT BETTER.

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What Do OD Practitioners Do?

create an organizational vision and mission

set goals and make decisions

lead

attract and retain good employees

reduce turnover and absenteeism

improve productivity resolve conflict

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design work

coordinate departments and shareinformation

more effectively develop and implementchange strategies

change the organizational culture

relate to the external environment

anticipate and prepare for the future

Cont..

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The Organization

Development Practitioner

Internal and External Consultants

Professionals from other disciplines Managers and Administrators

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Competencies of an OD Practitioner

Intrapersonal skills Self-awareness

Manage stress. Interpersonal skills

Ability to work with others and groups

Needs to understand point of view

Practitioner must establish trust and rapport.

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Cont.

General consultation skills

Ability to manage consulting process

Ability to design changes.

Organization development theory

Knowledge of change processes

Understand their own role in the field of OD.

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Case Study

Identify the problems in this case

What kinds of changes were prescribed by

Mr Rao & why? Discuss why the changes did not produce

the desired results in this situation

If you were Mr Rao how you would havehandled the situation?

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L

ewins Change Model

Unfreezing

Movement

Refreezing

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Action Research Model

Feedback to ClientData gathering after

action

Problem Identification

Joint action planningConsultation with a

behavioral scientist

Data gathering &

preliminary diagnosis

Joint diagnosis

Action

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CHARACTERISTICS OF

ORGANIZATIONAL DEVELOPMENT

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Wake up TimeWake up Time