Download - OD class 1(4)
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Organization Development and
Change
If you want to understand something, try to change it
If you want to change something, try to understand it
Jnaneswar.K
Asst. Professor
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ObjectiveAt the end of the course, the
students will have competence in
understanding and applying various
change management and OD
Interventions
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Methods
Case Discussion
Article Review, student presentations, quiz
Mini projects
Role Play Group Discussion
Panel Discussion
Debate
Story telling- Good old lessons in management
concepts from an age-old fable
Videos, Outbound learning
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KEY Focus
Networking
Information searching, sharing anddocumenting
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Unit I
Nature of change
Necessity of Change
Factors affecting change
Organizational factors
affected by change
Impact of change
Patterns of change
Learning
Training& Development
HRD
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Unit II
Change perspectives
Change as a strategic
management tool
Change for internal re
organization
Impact of changes on
HR
Global perspectives
Cultural & climatic
factors affected bychange
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Unit III
Organizational
transformation
Change cycles
Transformational
strategies
Resistance to change
Reward system as an
effective tool to effectand sustain change
Disciplinary measureson behaviour
modification
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Unit IV
OrganizationDevelopment
Historical development
Planned change
OD Interventions
Groups
Intra group and intergroup conflicts
Stress
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Unit V
Team Intervention
strategies
Team and groups
Team building
Sensitivity training
Transactional Analysis
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What is change??
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WhoMoved
My
Cheese?An Amazing Way to Deal With Change In Your Work & In
Your Life
DR SPENCER JOHNSON
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Cheese a metaphor for what we want to have
in life, whether it is a job, a relationship, money, a
big house, freedom, health, recognition, spiritualpeace, or even an activity like jogging or golf.
Each of us has our own idea of what Cheese is,
and we pursue it because we believe it makes ushappy. If we get it, we often become attached to it.
And if we lose it, or its taken away, it can be
traumatic.
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ONCE, long ago, there lived 4 little
characters who ran through a mazelooking for cheese to nourish them &
make them happy.
Two were mice named Sniff &
Scurry and two were little people
named Hem & Haw.
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Every morning, the mice & the little
people dressed in their running gear &headed over to Cheese Station C where
they found their own kind of cheese. It
was a large store of Cheese that Hem &
Haw eventually moved their homes tobe closer to it & built a social life
around it.
To make themselves feel more at home,Hem & Haw decorated the walls with
sayings. One read:
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Having CheeseMakes YouHappy
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One morning, Sniff & Scurry arrived at
Cheese Station C & discovered there was no
cheese.
They werent surprised. Since they had noticed
the supply of cheese had been getting smaller
every day, they were prepared for the
inevitable & knew instinctively what to do.They were quickly off in search of New
Cheese.
Later that same day, Hem & Haw arrived.
What! No Cheese? Who moved my Cheese?
Its not fair!, Hem yelled. They went home
that night hungry & discouraged. But before
they left, Haw wrote on the wall:
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The More Important
Your Cheese is ToYou, The More YouWant To Hold Onto
It.
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The next day Hem & Haw left their homes, &
returned to Cheese Station C. But situation
hadnt changed. Haw asked, Where are Sniff
& Scurry? Do you think they know somethingwe dont? Hem scoffed, What would they
know? Theyre just simple mice. They just
respond to what happens. Were little people.
Were smarter.Haw suggested, Maybe we should stop
analyzing the situation so much and just get
going & find some New Cheese.
Haw decided to leave Cheese Station C while
Haw was more comfortable staying in the
cheeseless Station C. Hem announced, Its
MAZE time! and wrote:
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If You Do NotChange, You CanBecome Extinct
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Meanwhile, Sniff & Scurry went farther into
the maze until they found Cheese Station N.
They found what they had been looking for: a
great supply of New Cheese. It was the biggeststore of cheese the mice had ever seen.
Haw on the other hand become more anxious
& wondered if he really wanted to go out into
the Maze. He wrote a saying on the wall aheadof him & stared at it for some time:
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What Would You DoIf You Werent
Afraid?
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Haw now realized that the change
probably would not have taken him bysurprise if he had been watching what
was happening all along and if he had
anticipated change. He stopped for a
rest & wrote on the wall of the Maze:
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Smell The Cheese
Often So You KnowWhen It Is Getting
Old.
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Haw wondered if Hem had moved on,
or if he was still paralyzed by his own
fears. Then, Haw remembered the timeswhen he had felt his best in the Maze. It
was when he was moving along. He
wrote:
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Movement In A New
Direction Helps YouFind New Cheese.
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As Haw started running down the dark
corridor, he began to smile. Haw didnt realize
it yet, but he was discovering what nourished
his soul. He was letting go & trusting what layahead for him, even though he did not know
exactly what it was.
To his surprise, Haw started to enjoy himself
more & more. He stopped to write again on thewall:
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When You Move
Beyond Your Fear,You Feel Free.
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To make things even better, Haw started to
paint a picture in his mind again. He saw
himself in great realistic detail, sitting in the
middle of a pile of all his favorite cheeses-
from Cheddar to Brie! He saw himself eating
the many cheeses he liked, & he enjoyed whathe saw.
The more clearly he saw the image of himself
enjoying New Cheese, the more real &
believable it became. He wrote:
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Imagining Myself
Enjoying NewCheese, Even BeforeI Find It, Leads Me
To It.
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Haw wondered why he had always thought
that a change would lead to something worse.Now he realized that change could lead to
something better.
Then he raced through the Maze with greater
strength & agility. Until he found bits of NewCheese. He entered the Cheese Station but it
was empty. Someone had already been there.
He stopped & wrote on the wall:
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The Quicker You LetGo Of Old Cheese,
The Sooner you FindNew Cheese.
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Haw made his way back to Cheese Station Cto offer Hem bits of New Cheese but was
turned down. Hem wanted his own Cheese
back. Haw just shook his head in
disappointment but this does not stop him from
finding New Cheese. He smiled as he realized:
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It Is Safer To Search
In The Maze ThanRemain In TheCheeseless
Situation.
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Haw realized again, that what you are afraid of
is never as bad as what you imagine. The fear
you let build up in your mind is worse than thesituation that actually exists.
He realizes it was natural for change to
continually occur, whether you expect it or
not. Change could surprise you only if you
didnt expect it & werent looking for it.
When he realized he had changed his beliefs,
he paused to write on the wall:
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Old Beliefs Do NotLead You To NewCheese.
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Haw now realized that his new beliefs were
encouraging him to behave in a new way. He
was behaving differently from the way he hadwhen he had kept returning to the same
cheeseless station.
It all depends on what you choose to believe.
He wrote on the wall:
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Haw just hoped he was heading in the right
direction. He thought about the possibility thatHem would read The Handwriting On The
Wall & find his way.
He wrote on the wall what he had been
thinking about for some time:
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Noticing Small
Changes Early HelpsYou Adapt To TheBigger Changes That
Are To Come.
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He continued on through the Maze with
greater strength & speed. He proceeded alonga corridor that was new to him, rounded a
corner, & found New Cheese at Cheese Station
N where he saw the greatest supply of Cheese
he had ever seen.Sniff & Scurry welcomedhim.
Hooray for Change!
Haw wrote down a summary of what he had
learned on the largest wall of Cheese Station N
& smiled as he looked at what he had learned:
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Change Happens
Anticipate Change
Monitor Change
Adapt To Change Quickly
Change
Enjoy Change !
Be Ready To Change Quickly &Enjoy It Again.
THE HANDWRITING ON THE WALL
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Move With TheCheese & Enjoy It !
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An overview of management of
change
Scientific Management
Human Relations
Socio Technical system
OD
TQM
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Shift in trends
Industrial era
National economy Technological development
Stability and predictability
Long term Centralization
Hierarchies
Emphasis on continuity
From
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Shift in trends
From
Industrial era
National economy
Technological development Stability and predictability
Long term
Centralization
Hierarchies
Emphasis on continuity
To
Information era
Global economy
Technological sophistication Sudden changes
Short term
Decentralization
Networking
Emphasis on change
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Forces of change
Changing customer needs & Preferences
Political factors
Economic factors
Technological changes
Government policies Globalization & Increased competition
External
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Forces of change
System dynamics
Technological changes
Organization design and structure
Individual & Group expectations
Managerial & Administrative processes Resource constraints
Profitability issues
Internal
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The changes Ive seen
Dress
Food
Household articles
Transportation
Behaviour
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Discussion
Which areas have been most free from
change?
Where have you noticed the most changes
Do changes occur more in urban than in ruralareas? Why?
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Managing change
Motivating change
Creating a vision
Developing political support
Managing the transition
Sustaining momentum
Effectivechange
management
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Motivating change
Creating readiness for change
1. Sensitize organizations to pressures of change
2. Reversal discrepancies between current and desired states
3. Convey credible positive expectations for change
Overcoming resistance to change
1. Empathy & support
2. Communication
3. Participation & involvement
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Creating a vision
What you want the organization to become
Describes envisioned future toward change is
directed
Provides a valued direction for designing,
implementing and assessing organizational
change
Energize commitment to change
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Developing political support
Assessing change agents Power1. Knowledge
2. Personality
3. Others support
Identifying key stakeholders
Influencing stakeholders
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Managing the transition
CurrentState
Desired stateTransition state
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Resistance to organizational change
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Resistance
Resistance is any conduct that serves to
maintain the status quo in the face of pressure
to alter the status quo
Resistance is an incomplete transition in
response to change
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Resistance to change is a multifaceted
phenomenon, which introduces
unanticipated delays, costs and instabilities
into the process of strategic change
Resistance is protection, energy and paradox
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Resistance as positive force
Could show certain aspects that are notproperly considered in the change process
Natural survival mechanism within
organizations Has been advocated to prevent folly
Lead to exploring and addressing real
concerns Not a fundamental problem but a symptom of
more basic problems
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Some facts about resistance to change
A solution increasingly popular for dealing with
resistance to change is to get people involved to
participate in making the change
The key to the problem is to understand the truenature of resistance
Resistance occurs due to certain blind spots and
attitudes that specialists have as result of their
preoccupation with the technical aspects of new ideas
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Factors causing resistance to change
Fear of the unknown Loss of control
Loss of face
Loss of competency Need for security
Poor timing
Force of habit Lack of support
Lack of confidence
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Sources of individual resistance
Limited knowledge/lack of knowledge
Myopic perception
Aversion to risk
Fear of unknown
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Types of resistance
Emotional resistanceFeeling of insecurity, loss of self esteem, fear of unknown, desire
for status quo are the possible sources
Rational resistanceBased on reasoning, logic and disagreement with the fact, can be
resolved by adjusting time requirement, extra efforts to be putin to learn, technical feasibility of change and reducingpossibility of less desirable conditions
Social resistanceOccurs due to social values, political coalition, labour union
values etc
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Managerial Actions to Reduce Resistance to
Change
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Participation
Allows those who oppose a change to
participate in the decision
Assume that they have the expertise to make
meaningful contribution
Involvement can reduce resistance, obtain
commitment to seeing change succeed and
increase quality of change decision
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Facilitation & Support
Provide supportive efforts such as employee
counseling, new skills training or short paid
leave of absence
Can be time consuming and expensive
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Negotiation
Exchange something of value to reduce
resistance
May be necessary when resistance comes
from a powerful source
High costs and likelihood of having to
negotiate with other resisters
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Coercion
Using direct threats or force
Inexpensive way
May be illegal.
E i Pl i h
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Exercise- Planning a change
What is the specific change I seek?
What are my values and motives in introducingit?
What social relationships will be affected? Who will support and resist it and why?
How and where will I begin?
How much participation will I allow to thoseaffected?
How can I prevent the situation from returning towhat it was?
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HRD
Process of enabling people to make things
happen
Deals with both the process of competency
development in people and creation of conditionsto help people apply these competencies for their
own benefit and benefit of others
Purpose is benefitting people, the individual,group and the community of which the individual
is a member as well as others
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Development Dimensions
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Development Dimensions
Analyzing the Role: KPA, Job evaluation
Matching the Role and the Person: Selection,Placement, Promotion
Developing the Person in the Role : Performance
appraisal, Feedback and counseling, Potentialappraisal, Career development and careerplanning, Training
Developing the Role for the Person: Job Rotation,
Job enrichment, Job design/ redesign Developing Equitability: Management of salary
and amenities, incentives and rewards
St t f HRD
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Structure of HRD
Personnel
Individual Development
Organizational Development
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Prerequisites for a successful HRD
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Prerequisites for a successful HRD
program
Top level commitment
Plans for utilization of Manpower skills
Conditions for growth and development
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Adult Learning Theory & Workplace Training
Employees learn best when understand training program
objectives
What employee is expected to do (performance)
Quality or level of acceptable performance (criterion)
Conditions under which trainee expected to perform
desired outcome (conditions)
Learn better when training linked to current job
Learn best when have opportunity to practice
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Adult Learning Theory & Workplace Training
Employees need effective feedback
Focused on specific behaviors
Provided as soon as possible
Employees learn by observing & imitating
Models desired behaviors or skills need to be clearly
specified
Model should have characteristics (such as age or position)
similar to target audience
Employees need training program to be properly coordinated
& arranged
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FEATURES TO BE CONSIDERED IN
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MENTORING PROGRAM
Top Management support
Integration into the career development process
Voluntary involvement
Assignment of mentees to mentors
Relatively short phases to the program
An established orientation Monitoring of the process
Mind Tree Consulting Mentor Me
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Mind Tree Consulting- Mentor Me
Mindtrees program that transfers experiential knowledge and
connects mentor-mentee & tries to build a connect across
levels of employees
Learner centric mentoring
Bi-directional that focuses on a developmental partnership
between knowledge rich giver and knowledge seeker
Performed a needs analysis
Formalized the several mentoring engagements under a single
umbrella program MentorMe
Individual development as well as collective learning
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Two sub programs viz behavioural mentoring and technicalmentoring
Mentors provide cushion for the knowledge seekers and
cocoon mentees with the much needed personal care and
guidance Two way learning approach
Intellectual and emotional
Training is provided
Role of mentoring consultant
Requires a certain level of engagement
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Mentee engagement is a process ofCLAS in small and solidsteps
Two levels of engagement viz intellectual engagement and
emotional engagement
Open to all across competencies and is voluntary
Available pool of experts for those who want to learn
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Whats your Learning style??
..involved.tentativediscriminatingpractical
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.receptiveimpartialanalyticalrelevant
feelingwatching.thinking.doing
acceptingawareevaluativerisk taker
intuitivequestioninglogical.productive
..concreteobservingabstractactive
Present orientedreflectingfutureoriented..pragmatic
..opentonewexperienceperceptiveintelligent.competent
experienceobservationconceptualization
experimentation
..intensereservedrationalresponsible
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Concrete Experience
Reflective observation
Abstract conceptualization
Active Experimentation
P ti i ti l h
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Perspectives on organizational change
Contingency perspective
Resource dependence perspective
Population-ecology perspective
C ti ti
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Contingency perspective
Focuses on the changes related to thestructure
Structure is described through its two major
dimensions- specialization and integration Organizational change which involves
restructuring is brought about by effectingchanges in these two dimensions
Gives importance to two componentscomplexity and stability
R d d ti
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Resource dependence perspective
External stakeholders have control over theorganization
Evidence of resource dependence is reflected
in management control, resource allocation,regulation and so on
Dependence on groups that have control overits resources is high
It focuses on reducing the dependence on theenvironment
I t l & E t l t t i
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Internal & External strategies
Domain choice- A strategy of venturing into anew market/ industry to minimize uncertainty
Recruitment
Environmental scanning
Buffering, Smoothing, Rationing- Strategies forsafeguarding production process fromfluctuations-include variety of activities likehaving many suppliers, maintaining inventory,
offering discounts etc Geographical dispersion- Relocating business to
other parts of the country
Contd
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Contd
Advertising- enhancing visibility to
maintain/enhance market share
Contracting- Establishing long term contracts
Co-opting- Inducting experts from outside into
the board of directors
Coalescing- Involves joint ventures, mergers and
strategic alliances with other firms
Lobbying- Influencing regulatory bodies like theGovernment to formulate policies and actions
that facilitate interests of the organization
Population-Ecology perspective
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Population Ecology perspective
Studying a multitude of organizations ratherthan focusing on only one organization
Organizations in order to survive in their
niches, have to develop distinctive capabilities
To bring a change it involves analyzing ones
organizational niche, examining its viability to
survive for long, developing appropriate
strategy to allow future transition to other
niches
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Role of organizational management
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Role of organizational management
Evolving policy & legitimizing change- can be
done by bringing in policy change, have faith in
the new policy, visible and external support
through out the change process
Institutionalizing change- keep energizing people
Change efforts or the new approaches have
helped in enhancing the performance
Initiatives started by the management team are
taken forward by the successive management
Skills for the role of a change agent
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Skills for the role of a change agent
A sensor of the business environment
Leadership
Catalyst
Balancing work and personal life
Maximization of information flow Strategy formulation
HRM
Marketing
Negotiation
Conflict resolution
Role of HRD in managing change
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Role of HRD in managing change
Web based training
Role of etrainer
Pedagogical approach to andragogical
approach
Movement of knowledge from fixed to flexible
Use an emerging array of learning
technologies
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Comparison of Transformational and
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Transactional Leadership
Transformational Leadership
Promotes change
Shares vision, values and
emotional bonding
Provides intellectual
stimulation
Develops pride, gains trust
and respect
Provides personal attention
Transactional leadership
Maintains stability
Goes into contractual
arrangement
Provides guidance and role
clarification
Promises reward for
performance
Interactions mostly formal
and officious
Key competencies in Transformational leaders
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Key competencies in Transformational leaders
Ability for assessment of current situation Ability to challenge the status quo
Adaptability to the changing environment
Ability to have a long term vision
Capability to articulate and practice a set of corevalues
Risk taking ability
Communication skills
Ability to arouse passion
Contd..
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Understanding and practice of equity, power
and freedom
Building coalitions
Flexibility and openness to experience
Ability to make fast decisions
Ability to modify systems
Level 5 leadership: Good to Great
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Level 5 leadership: Good to Great
First Who, then What
Confront the Brutal facts
The Hedgehog concept
A culture of discipline
Technology Accelerators
The Flywheel and the Down Loop
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Planned change
Lewins change model
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Lewin s change model
Conceived change as modification of forceskeeping a systems behaviour stable
A particular set of behaviours at any moment
is the result of two groups of forces: thosestriving to maintain the status quo and those
pushing for change
Change process consists of three steps:Unfreezing, moving and refreezing
Applying Force Field Analysis
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Applying Force Field Analysis
Describe the problem, as specifically aspossible
List the forces driving change
List the forces restraining change
What can you do specifically to remove
obstacles to change?
What can you do to increase the forces driving
the change?
Action research model
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Action research model
Problem identification Consultation with a behavioural expert
Data gathering and preliminary diagnosis
Feedback to a key client or group Joint diagnosis of the problem
Joint action planning
Action Data gathering after action
Action plans to address the increasing
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rate and magnitude of change
Formulate and follow a change plan
Clarify the goals and expectations of change
Managing resistance to change by anticipatingit
Manage Transitions
Clarify the goals and expectations of
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change
Organizational goals should be stated brieflyand concisely
Specific, Measurable, Positive, Results
oriented, Challenging and realistic, Reasonablyflexible, Limited in number
Managing resistance to change by
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anticipating it
Change efforts to be viewed at three levels-strategic, technical and human
Strategic level- an effective communicationcampaign
Technical level- change efforts are to beeffectively planned and implemented: clarifiesgoals, define the problem, gathers facts and data,
analyzing data, generating alternative plans,selecting and implementing the best, follow up
Human level- tackling human issues
Implementing organizational change
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Implementing organizational change
Detailed understanding of what, why and how
of change
Delta Technique (Armstrong 1982)
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q ( g )
Define the problem
Finding alternative solutions to the problem
Experimentation with participation
Feedback
Judson (1991)
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Judson (1991)
Analyzing and planning the change
Communicating the change
Gaining acceptance of new behaviours
Changing from the status quo to a desired
state
Consolidating and institutionalizing the new
state
Kotter (1995)
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Formulate and follow a change planAny effective change plan should incorporate:
Establish a sense of urgency
Form a powerful guiding coalition
Create a vision
Communicate the vision
Empower others to act on the vision
Plan for and create short term wins
Consolidate improvements and produce stillmore change
Institutionalize new approaches
Galpin (1996)
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Galpin (1996)
Establishing the need for change Developing and disseminating a vision
Diagnosing and analyzing the current situation
Generating recommendations
Detailing the recommendations
Pilot testing the recommendations
Preparing the recommendations for roll out
Rolling out the recommendations
Measuring, reinforcing and refining the change
Skills for managing change
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Skills for managing change
Partner in strategy execution
To serve as an expert in organization
Adopt the role of employee champion
To be a dynamic change agent
competencies
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competencies
Scanning the environment
Diagnosing organizational capability
Adopting strategies leveraging structure,
systems and people
Leveraging structure
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Leveraging structure
Flat structure: traditional vertical hierarchicalstructure that worked well in stableenvironment is unsuitable in situations ofdynamic change
Network organization: every one is a customerof someone else; informal systems fornetworking
Cellular organization: create cells within theorganization
Leveraging systems
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Leveraging systems
Appraisal systems: strategy of step-by-step change,strategy of level-by-level change, strategy of changedepartment-by-department, a mixed approach
Reward systems:
Whether to reward individual performance or groupperformance
Whether to reward soft or hard skills
Whether only performance is to be rewarded or risk
taking/cost/profits/sales/innovation and effortWhether rewards recognize ones contribution in cross
functional teams
Contd..
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Systems for career development: challenges to
be addressed are How to manage the expectations of the young
entrants?
How to develop horizontal opportunities forcareer growth?
How to keep motivation level high in a flatstructure ?
How to place responsibility of individualcareer development on the employee?
Contd..
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Communication systems
Cultural change
Stress Management
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Stress Management
Stress - a dynamic condition in which anindividual is confronted with an opportunity,
demand or resource related to what the
individual desires and for which the outcomeis perceived to be both uncertain and
important
Stress also have a positive value
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Challenge stressors- stressors associated withwork load, pressure to complete the task andtime urgency
Hindrance stressors- stressors that keep you fromreaching the goals
Challenge stressors are less harmful thanhindrance stressors
Stress is associated with demands and resources
Potential sources of stress
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Environmental factors- Economic uncertainty,Political uncertainty, Technological change
Organizational factors- Task demands, Roledemands, Interpersonal demands
Personal factors- Family problems, Economic
problems, Personality
Type A Personality
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yp y
A person with a Type A personality isaggressively involved in a chronic, incessant
struggle to achieve more and more in less and
less time, and if required to do so, against theopposing efforts of other things or other
persons
Type As
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Are always moving, walking and eating rapidly
Feel impatient with the rate at which most
events take place
Strive to think or do two or more things at
once
Cannot cope with leisure time
Are obsessed with numbers, measuring theirsuccess in terms of how many or how much of
every thing they acquire
Contrast to Type A personality is Type B
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Type B never suffer from a sense of urgency
Can relax without guilt
Type A operate under moderate to high level ofstress
Type As do better than Type B in job interviews
as they are likely to be judged as having desirabletraits such as high drive, competence and successmotivation
Consequences of stress
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Physiological symptoms: create changes in
metabolism, increase in heart and breathingrates, increase in blood pressure, bring onheadaches and induce heart attacks
Psychological symptoms: job relateddissatisfaction, tension, irritability, boredom
Behavioural symptoms: changes inproductivity, absence, changes in eatinghabits, smoking, consumption of alcohol,sleep disorders
Managing stress
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g g
Individual approach: implementing timemanagement techniques, increasing physical
exercises, relaxation training and expanding social
support network
Organizational approach: improved personnel
selection and job placement, training, use of
realistic goal setting, redesigning jobs, more
employee involvement, improved organizationalcommunication, corporate wellness programs
Frustration
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Blocking or slowing down of a goal directedactivity
Resultant feeling caused by a sense ofprivation, deprivation or conflict in relation to
goal directed activity
Dynamics of frustration
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y
F= f L x V x O+ I + P
L= expectation to achieve the goal
V= valence (attractiveness)O= opportunity to achieve the goal in the near
future
I= investment of effort and other inputsP= public knowledge of the expected
achievement
Frustration cycle
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Adaptive
deterioration
Isolation
Defensive
behaviour
Distortedperception
Hope cycle
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Problem
solving
Insight
Realistic
analysis
Exploration
Coping behaviour
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p g
Aggression
Regression
Flight
Exploration
Aggression
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General aggression: General irritation,restlessness, and violent /destructiveexpressions of aggression
Target-directed aggression: Anger, blamingothers and hostility towards people seen ascausing disappointment
Self- directed aggression: blaming himself
Displaced aggression: aggression directed to athird person
Regression
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Regression is characterized by primitive orpreviously used modes of behaviour
Under emotional pressure a person mayrevert to earlier behavioural mode which
make him feel more secure
Flight
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Apathy: A manager may not pay any attention to
the frustrating situation and may neglect it Withdrawal: A frustrating employee in an
organization may leave it or avoid attendingmeetings
Denial: A person may deny feeling any frustration,one may repress feeling of pain and denyexperiencing any frustration
Fantasy: day dream pleasant things and createfantasies of doing something one cannot do inreal life
Exploration
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Problem solving mode Explores issues with others, take steps to
analyze the situation and prepare alternative
strategies of action Self action, Action by others , Joint action
Managing frustration
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Listen to the feelings of the staff Share own feelings of disappointment
Share feelings of guilt if any
Help the staff to accept and confront reality
Develop alternatives to solve problems
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Groups
Group
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Two or more individuals, interacting andinterdependent, who have come together to
achieve particular objectives
Can be either formal or informal
Can be further classified into command, task,interest or friendship group
Command group: A group composed of the
individuals who report directly to a given
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individuals who report directly to a given
manager
Task group: People working together to
complete a job task
Interest group: People working together to
attain a specific objective with which each is
concerned
Friendship group: People brought together
because they share one or more common
characteristics
Why do people join Groups?
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Security
Status
Self esteem
Affiliation
Power
Goal achievement
Stages of group development
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Forming
Storming
Norming
Performing
Adjourning
Stages of Team Development
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Orientation (Forming)
This is simply the bringing together of a group of individuals.
At this stage, members are:
Moderately eager
Have generally positive expectations
Have some anxiety about why they are there and what it all
means
Have some anxiety about other members such as who they
are and what they are like
Contd..
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During orientation,
How to approach Goals, and what skills are needed.
The length of this stage will depend on how clearly thetask is defined.
This is an important stage because it serves to clarify
the team's mission and bond team members.
Stages of Team Development
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Storming
This stage is characterized by:
argument
conflict
a dip in morale
It results from differences between initial expectations
and the reality of the situation as perceived by the
members. Members may have varying opinions of what
the group was to do and how to accomplish it
Members are also beginning to confront the
differences in their personalities and values, a
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differences in their personalities and values, a
condition that is present anytime strangers meet.
Members may feel anger or frustration with the task
or with other members or may even resent the
presence of formal leadership.
Generally, the dissatisfaction stage is relatively short.
Some groups, however, may become stuck in this
stage and continue to be both demoralized and
relatively unproductive.
In the worst cases, some groups never emerge from
this stage and, if possible, disband in frustration.
Stages of Team Development
Resolution (Norming)
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Resolution (Norming)
This stage in the group's development involves the: Resolving of issues
Setting up group processes
Setting of group policies, procedures, and values
Increasing production
Members are now resolving differences and clarifying the mission
and roles.
Members are less dissatisfied as in the previous stage because they
are now learning more about each other and how they will work
to ether
Members are making progress toward their goals.
They are developing tools to help them workb h h bl l i
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better together such as a problem solving
process, a code of conduct, a set of team values,and measurement indicators.
Member attitudes are characterized by
decreasing animosities toward other members;feelings of cohesion, mutual respect, harmony,and trust; and a feeling of pleasure inaccomplishing tasks.
The work is characterized by slowly increasingproduction as skills develop. The group isdeveloping into a team.
Stages of Team Development
d ( f )
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Production (Performing)
The team is accomplishing work effectively.
Production is high and the climate is positive.
Member attitudes are characterized by positive feelings and
eagerness to be part of the team.
Members are confident about the outcome, enjoy open
communication, exhibit high energy, and disagreement is
welcome and handled without emotional conflict.
Although work is being accomplished through all the stages, this
stage reflects the work being accomplished most effectively.
Stages of Team Development
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Termination
In the case of temporary teams such as task forces, design
teams, and problem solving teams, a fifth stage reflects the
ending of the process.
Depending on the team's success in accomplishing its task
and how strongly the members have bonded, this stage may
reflect either a sense of loss or relief. When a team ends,
time should be spent addressing how it should be done to
properly recognize the team's accomplishments.
Role
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A set of expected behaviour patternsattributed to someone occupying a given
position in a social unit
Our behaviour varies with the roles we are
playing
Role identity: Certain attitudes and behavioursconsistent with a role and they create the roleidentity
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identity
Role perception: An individuals view of howhe or she is supposed to act in a givensituation
Role expectations: How others believe aperson should act in a given situation
Role conflict: A situation in which an individualis confronted by divergent role expectations
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Status: A socially defined position or rank
given to groups or group members by others
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According to status characteristics theory,
status tends to be derived from one of three
sources
1. The power a person wields over others
2. A persons ability to contribute to a groups
goals
3. An individuals personal characteristics
Group size
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Smaller groups are faster at completing tasks
than larger ones
Individuals perform better in smaller groups
than in larger ones
Larger groups are effective in fact
finding/problem solving
Social loafing: Is the tendency for individuals
to expend less effort when working
collectively than when working individually
Cohesiveness
hi h b d
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Degree to which group members are attracted
to each other and are motivated to stay in thegroup
Suggestions to encourage group cohesiveness
1. Make the group smaller2. Encourage agreement with group goals
3. Increase the time members spend together
4. Increase the status of the group5. Stimulate competition with other groups
6. Give group rewards
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Groupthink
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A phenomenon in which the norm for consensus
overrides the realistic appraisal of alternativecourses of action
Describes a deterioration in an individuals
mental efficiency, reality testing and moraljudgment as a result of group pressure
Suggestions to minimize groupthink
Monitor group size, encourage group leader to play
an impartial role, appoint one group member asdevils advocate, encourage active discussions
Team
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A team comprises a group of people linked in a
common purpose.
Teams are especially appropriate for conducting
tasks that are high in complexity and have many
interdependent subtasks
Why Have Teams Become SoPopular ?
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Teams typically outperform individuals.
Teams use employee talents better.
Teams are more flexible and responsive tochanges in the environment.
Teams facilitate employee involvement.
Teams are an effective way to democratize anorganization and increase motivation.
Popular ?
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Comparing Work Groups and Work Teams
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Types of Teams
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Problem-Solving Teams
Groups of 5 to 12 employees from the samedepartment who meet for a few hours eachweek to discuss ways of improving quality,efficiency, and the work environment.
Self-Managed Work Teams
Groups of 10 to 15 people who take on theresponsibilities of their former supervisors.
planning and scheduling of work,. assigningtasks to members, making operating
decisions taking actions on problems
Types of Teams (contd)
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Cross-Functional Teams
Employees from about the same hierarchical level,but from different work areas, who come together toaccomplish a task.
Types of Teams (contd)
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Virtual TeamsTeams that use computertechnology to tie togetherphysically dispersed
members in order toachieve a common goal.
Tend to be more task oriented and exchange less social-emotional
information than face to face teams.
Team effectiveness- Contextual factors
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Adequate resources
Leadership and structure
Climate of trust
Performance evaluation and rewards
Team effectiveness- composition
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Ability of members
Personality of members
Allocation of roles
Diversity of members
Team size
Member preferences
Key roles of TeamsP d
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Producer
Organizer
Assessor
Promoter
Creator
Linker
Adviser Maintainer
Controller
Team effectiveness- Process
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Common purpose
Specific goals
Team efficacy
Mental model
Conflict levels
Social loafing
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Organization Development
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Planned, managed and systematic process tochange the culture, systems and behaviour of anorganization in order to improve theorganizations effectiveness in solving its
problems and achieving its objectives Improving organizational efficiency by modifying
human behaviour rather than technologicalinnovations
Organic structure is more desirable in todaysenvironment
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Planned
Organization wide
Managed from the top
Increase organizational effectiveness
Intervention in organizational process
Uses behavioural science knowledge
Objectives of OD programs To build and enhance interpersonal trust,
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To build and enhance interpersonal trust,
communication and support among allindividuals and groups throughout theorganization at all levels
To encourage an analytical approach to problem
solving in a team spirit and open manner To increase a sense of belonging to the
organization
To help managers to manage according torelevant objectives rather than depending onpast practices
Basic OD assumptions
Most individuals have a drive towards personal
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Most individuals have a drive towards personal
growth and development Work habits are more a response to work
environment rather than personality traits
Highest productivity can be achieved when
individual goals are integrated with organizationalgoals
Cooperation is always more effective than conflict
Growth of individual members is facilitated byrelationships which are open, supportive andtrusting
OD Techniques
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Sensitivity training
Team building
Survey feedback
Grid training
Process consultation
Management by objectives
Role analysis technique
Sensitivity training
Ch i b h i th h t t d
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Changing behaviour through unstructured
group interaction
Help individuals towards better relationshipwith others
Not intended to suppress conflict Not a set of hidden, manipulative processes
aimed at brainwashing individuals
Emphasizes the process rather than thecontent of the training and focuses uponemotional rather than conceptual training
Team Building
I tt t t i t th k i
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Is an attempt to assist the work group in
becoming adept by learning how to identify,diagnose and solve its own problems
Directly focuses on the identification of problemsrelating to task performance
Members of an organizational group diagnosehow they work together and plan changes thatwill improve their effectiveness
Improves organizations problem solving anddecision making skills
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Team building allows members to
concentrate on:
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Setting goals and priorities for organizationalgroups
Analyzing or allocating the way the work is
performed Examining the way the group is working
Examining the relationships among the people
doing the work
Problem
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Data
gathering
Diagnosis
Planning
Implementation
Evaluation
Necessary conditions for the success
of Team Building program
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Basic interdependence among the membersof the group exists
The group members understand the stated
goals clearly Group members unanimously agree with the
objectives
Group is capable of taking corrective actionson the problems identified
Survey feedback
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Collection of data: comprehensive self reportquestionnaire, focus on key organizational issuessuch as employee satisfaction, quality, styles ofleadership etc
Feedback: results are fed directly to theparticipants
Develop an action plan
Follow up
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Grid Training
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Laboratory seminar training
Team development
Inter-group development
Organizational goal setting
Goal attainment
Evaluation
Process consultation
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Set of activities on the part of the consultantwhich help the client to perceive, understand andact upon the process events which occur in theclients environment
Steps are: initial contact, define the relationship,select the method of work, collection of data anddiagnosis, intervention, reducing involvementand termination
Designed to change attitudes, values,interpersonal skills, group norms andcohesiveness etc
Prerequisites for effective use of OD
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Support should begin with top management
Organization must communicate the
objectives clearly
Enough time must be allowed Role of outside consultant
Use appropriate interventions