9- organizational development - arl by dr. amir murad.pptdiagnosis, action planning, intervention...
TRANSCRIPT
ORGANIZATIONALDEVELOPMENT
By
Dr. Aamir MuradConsultant
www management-excellence orgwww.management-excellence.org
OD IOD INTERVENTIONNTERVENTION
OORGANIZATIONALRGANIZATIONAL DDEVELOPMENTEVELOPMENT (OD)(OD)
OD is an effort planned, organization-wide, and managed from top to increase organizational effectiveness and health g ffthrough planned interventions in the
organization’s processes usingorganization s processes, using behavioral science knowledge.
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OD IOD INTERVENTIONNTERVENTION
OORGANIZATIONALRGANIZATIONAL DDEVELOPMENTEVELOPMENT (OD)(OD)
OD i t id f d t ll tiOD is a system-wide process of data collection, diagnosis, action planning, intervention and evaluation aimed at:aimed at: ◦ enhancing congruence between organizational structure,
process, strategy, people and culture; ◦ developing new and creative organizational solutions; ◦ developing the organization’s self-renewing capacity.
It occurs through the collaboration of organizational members working with a change agent using b h i l i th h d t h lbehavioral science theory, research and technology
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OD IOD INTERVENTIONNTERVENTION
EE OO CCEELEMENTSLEMENTS OFOF OORGANIZATIONALRGANIZATIONAL CCULTUREULTURE• The Paradigm:
– what the organization is about; h t it d it i i it lwhat it does; its mission; its values
• Control systems– The processes in place to monitor
what is going on• Organizational structures
– Reporting lines, hierarchies, and the way that work flows through the business
• Power structures– Who makes the decisions, how
widely spread is power, and on what is power based?p
• Symbols• Rituals and routines• Stories and myths
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OD IOD INTERVENTIONNTERVENTION
OORGANIZATIONALRGANIZATIONAL DDEVELOPMENTEVELOPMENT ……OD means ...
Consulting with businesses or department to improve effectiveness; specially, assessing exact p ff p y gneeds, developing and implementing strategic planned change efforts to link goals, skills and
h ll i i i i dprocesses to the overall mission, vision and strategy
The client and consultant (internal or external) work together to gather data (via structured methods), define issues and determine a suitable course of action The business (or department) iscourse of action. The business (or department) is assessed to create an understanding of the current situation and to identify opportunities for change11/10/2011 5
OD IOD INTERVENTIONNTERVENTION
OORGANIZATIONALRGANIZATIONAL DDEVELOPMENTEVELOPMENT ……OD means ...
OD differs from traditional consulting because client involvement is encouraged throughout the g gentire process. The ways in which people communicate and work together are addressed in
ddi i h i l d l i h daddition to technical or procedural issues that need resolution
Empowering individuals and teams by using valid and reliable research to create, manage, and embrace efficient and effective changeembrace efficient and effective change
Developing managers and staff to create the desired lt ll l l f th i ti
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OD IOD INTERVENTIONNTERVENTION
OD DOD DIAGNOSTICIAGNOSTIC TTOOLSOOLS
Diagnostic Instruments set of questions thatDiagnostic Instruments – set of questions that provide insight into a large group, team or individualindividual
Large group toolsg g p
Team diagnostic
Individual diagnostic tools
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OD IOD INTERVENTIONNTERVENTION
CCURRENTURRENT SSTATUSTATUS
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OD IOD INTERVENTIONNTERVENTION
TTHEHE AANSWERNSWER –– CCHANGEHANGE
Ch i th i d th h hi hChange is the window through which
the future enters your life.
Key Question:
Organizational change usually requires
both structural and behavioral change,
what issues need to be considered
when organizational change occurs?
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OD IOD INTERVENTIONNTERVENTION
CC A GA G MMA AGA AGCCHANGEHANGE MMANAGEMENTANAGEMENT
Managing change may refer to:Managing change may refer to:
Th ki f h i l d dThe making of changes in a planned and managed or systematic fashion. The response to changes over which the organization exercises little or no control(e.g., legislation, social and political upheaval, the actions of competitors, shifting economic tides and currents, and so on).
OD IOD INTERVENTIONNTERVENTION
CC A GA G MMA AGA AG MMO SO SCCHANGEHANGE MMANAGEMENTANAGEMENT MMODELSODELSLEWIN’S MODEL
Unfreezing
Movement
Refreezing
OD IOD INTERVENTIONNTERVENTION
CC A GA G MMA AGA AG MMO SO SCCHANGEHANGE MMANAGEMENTANAGEMENT MMODELSODELS
Problem Action
R
Problem Identification
Action planning Action
ACT
ESE
MO
DataTIO
EAR
DEL
consultation Diagnosis of problem
Data gathering
after action
N CH
L
Data gathering
Feedback to client
OD IOD INTERVENTIONNTERVENTION
TT CC A GA G PP OOTTHEHE CCHANGEHANGE PPROBLEMROBLEM
Why
What
HowHow
OD IOD INTERVENTIONNTERVENTION
SS SS OO OD POD P AC OAC OSSKILLSKILLS OFOF OD POD PRACTITIONERRACTITIONER
• Analytical1 Analytical
• Political2 • Political
People3 • People
S t4 • System
5 • Business
PSYCHOLOGICAL PARAMETERS OF PSYCHOLOGICAL PARAMETERS OF OD INTERVENTIONSOD INTERVENTIONSOD INTERVENTIONS………….OD INTERVENTIONS………….
CognitiveProductivity/Performance Intellect, Communication Skills, Planning, Creativity, Originality
BehavioralDetermination, Responsibility, Physical Endurance, Financial & Personal Discipline, Management Skill A & B iSkills, Appearance & Bearing
PSYCHOLOGICAL PARAMETERS OF PSYCHOLOGICAL PARAMETERS OF OD INTERVENTIONSOD INTERVENTIONS
EmotionalOD INTERVENTIONSOD INTERVENTIONS
Behavior under Crisis Situation, Courage, Confidence, Decision Making & Judgement
SocialDynamism, Influencing & Initiative, Assertiveness, Social Relations (introvert, extrovert, ambivalent), T W k & C di ti L diTeams Work & Coordination, Leading by Self Example
OD IOD INTERVENTIONNTERVENTION
FFAC O SAC O S OO CCO SO SFFACTORSACTORS TOTO BEBE CCONSIDEREDONSIDERED
Degree of Resistance
TargetTarget Populatio
nDependenc
y
E tiExpertise
OD IOD INTERVENTIONNTERVENTION
CCAUSESAUSES OFOF RRESISTANCEESISTANCE TOTO CCHANGEHANGE
hPreserving what is
presently valued
Feeling ‘out of control’
Threats to dignity, respect
and autonomyand autonomy
Genuine
misunderstandings
Genuine conflict of interest11/10/2011 18
OD IOD INTERVENTIONNTERVENTION
CCAUSESAUSES OFOF RRESISTANCEESISTANCE TOTO CCHANGEHANGE ……
l dStruggles over power and
control
Treating opposition as non
compliance
Illegitimate authorityIllegitimate authority
Problems in the larger
organizational context11/10/2011 19
OD IOD INTERVENTIONNTERVENTION
RRESISTANCEESISTANCE ASAS FFEEDBACKEEDBACKDenial
Lack of motivation
IncompetenceIncompetence
Scepticism
Questioning the competence, skills, credentials or motivation of the change leaders
Pessimism
Impatience with the change processp g p
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OD IOD INTERVENTIONNTERVENTION
RRESPONDINGESPONDING TOTO RRESISTANCEESISTANCE
A i i iAnticipate resistance
Explore the problems for which resistance p p fprovides feedback
Join and validate the resistance thusJoin and validate the resistance, thus empowering those who resist
Form a partnership to solve the problem addressed by the resistance
Problem solving11/10/2011 21
OD IOD INTERVENTIONNTERVENTION
PPOTENTIALOTENTIAL FFAILUREAILUREA continued discrepancy between top management statements of values or styles and their actual managerial behaviour – Saying one thing and doing
thanother
A big programme of activities without any clear l f hgoals for change
Confusion between ends and means – the question of ‘training for what’ must be answered
Short-term perspective. Three to five years is a realistic time framework for organisational change
Lack of coordination between a number of different 11/10/2011 22
OD IOD INTERVENTIONNTERVENTION
PPOTENTIALOTENTIAL FFAILUREAILURE ……Overdependence on others – either outside consultants or inside specialists
Large gap between the commitment to change at the g g p gtop of the organisation and the transfer of this interest to the middle of the organisation
Trying to fit a major organisational change into an old organisational structure
The constant search for cookbook solutions
Applying an intervention or strategyApplying an intervention or strategy inappropriately. The tendency to apply someone else’s package 11/10/2011 23
OD IOD INTERVENTIONNTERVENTION
RRESTRUCTURINGESTRUCTURING
Restructuring is the corporate management term for the act of partially dismantling and reorganizing a company g g g p y
for the purpose of making it more efficient and therefore more profitableefficient and therefore more profitable.
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OD IOD INTERVENTIONNTERVENTIONCCORPORATEORPORATE RRESTRUCTUREESTRUCTURE
CCHARACTERISTICSHARACTERISTICS OFOF RRESTRUCTURINGESTRUCTURING
Changes in corporate managementRetention of corporate managementRetention of corporate management sometimes ‘stay bonus’ payments or equity grantsgrantsSale of underutilized assets, such as patents or brandsbrandsOutsourcing of operations such as payroll and
h i l ffi i hi dtechnical support to a more efficient third party
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OD IOD INTERVENTIONNTERVENTIONCCORPORATEORPORATE RRESTRUCTUREESTRUCTURE
CCHARACTERISTICSHARACTERISTICS OFOF RRESTRUCTURINGESTRUCTURING…………
Renegotiation of labor contracts to reduce overheadRefinancing of corporate debt to reduce interest paymentsp yA major public relations campaign to reposition the company with consumersreposition the company with consumersForfeiture of all or parts of the ownership share by pre restructuring stock holdersshare by pre restructuring stock holders
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OD IOD INTERVENTIONNTERVENTIONCCORPORATEORPORATE RRESTRUCTUREESTRUCTURE
GGOINGOING THROUGHTHROUGH THETHE PROCESSPROCESS… …
INFORM BOSS… WE
STILL HAVE A FEW BUGS TO WORK
OUT…
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LEVERAGING ORGANIZATIONAL CAPABILITIES THROUGH
OD INTERVENTION
Sharing of Experiences