Mgt Module 2
Moving -
shifting behaviors of the organization, department, or individual to a new level. It involves intervening in the system to develop new behaviors, values, and attitudes through changes in organizational structures and processes.
Organization development practitioner -
refers to at least three sets of people: an OD professional, specialist in OD related field, and managers and administrators competent in OD.
Domestic or international setting
- action research models may work well in some societies while in other societies, a very different set of cultural values and assumptions may make OD problematic.
Diagnostician-processor
- assesses the clients' problems and needs
3. Teacher-trainor
- conducts training to transmit or develop skills
Evaluating and institutionalizing change
- involves evaluating the effects of interventions and managing the institutionalization of successful change programs so they persist.
Unfreezing
- involves reducing those forces maintaining the organization's behavior at its present level. It can be accomplished through a process of "psychological disconfirmation." By pointing out discrepancies between desired behaviors and those behaviors currently exhibited, members can be motivated to engage in change activities.
Lewin's Change Model
- one of the earliest models of planned change provided by Kurt Lewin. This theory view change as modification of forces keeping a system's behavior stable. Specifically, a particular set of behaviors at any moment in time is the result of two groups of forces: those striving to maintain the status quo and those pushing for change. According to Lewin's force field analysis, effective change occurs by unfreezing the current situation, moving to a desired condition, and then refreezing the system so that it remains in this desired state.
OD professional
- people specializing in OD as a profession. They may be internal or external consultants who offer professional services to organization clients, including top managers, functional department heads, and staff groups. They tend to have common training, skills and experience in the social processes of organizations. (Ex. Group dynamics, decision-making, and communications). In recent years, values and skills include, more concern for organizational effectiveness, competitiveness, and bottom-line results, and greater attention to the technical, structural, and strategic parts of organizations
1. Intrapersonal skills
- practitioners must have the personal centering to know their own values, feelings, and purposes as well as the integrity to behavior responsibly in a helping relationship with others
The Positive Model
- represents an important departure from Lewin's model and action research processes. It focuses on what the organization is doing right. It helps members understand their organization when it is working at its best and builds off those capabilities to achieve even better results. This positive approach to change is consistent with a growing movement in the social sciences called "positive organizational scholarship," which focuses on positive dynamics in organizations that give rise to extraordinary outcomes
Refreezing
- stabilizing the organization at a new state of equilibrium. It is frequently accomplished through the use of supporting mechanisms that reinforce the new organizational state, such as organizational culture, rewards, and structures
Diagnosing
- the client's system is carefully studied
. General consultation skills
- they must possess the ability to manage consulting process and the ability to design interventions as core competencies
General knowledge of organization development
- they should have some appreciation for planned change, the action research model, and positive approaches to managing change. They should be familiar with the range of available interventions and the need for evaluating and institutionalizing change programs. Perhaps most important is that they should understand their own role in the emerging field of OD, whether it is as an OD professional, a manager, or a specialist in a related area.
overorganized situations underorganized organizations
Degree of organization
1. Magnitude of change - 2. Degree of organization - 3. Domestic or international setting -
Different Types of Planned Change
1. Lewin's Change Model 2. Action Research Model 3. The Positive Model
Theories of Planned Change
are not members of the client organization, they typically work for a consulting firm, a university, or themselves. Organizational generally hire external consultants to provide a particular expertise that is unavailable internally and to bring a different and potentially more objective perspective into the organizational development process.
External consultants -
1. Entering and contracting. Entering 2. Diagnosing 3. Planning and implementing change 4. Evaluating and institutionalizing change
Four Major Change Activities:
are members of the organization and often are located in the human resources department. They may perform the OD role exclusively or they may combine it with other tasks, such as compensation practices, training, or labor relations.
Internal consultants -
a. Unfreezing b. Moving c. Refreezing
Lewin's Change Model - steps
a. Incremental changes Fundamental changes -
Magnitude of change
1. Intrapersonal skills 2. Interpersonal skills 3. General consultation skills 4. General knowledge of organization development
Required Basic Skills and Knowledge for OD Practitioners:
1. Internal consultants 2. External consultants -
Role of OD Professionals
1. Initiate the inquiry 2. Inquire into best practices 3. Discover the themes 4. Envision a preferred future 5. Design and deliver ways to create the future - the final phase describes the activities and creates the plans necessary to bring about th
Social constructionism phases
"appreciative inquiry (AI)
This model has been applied to planned change primarily through a process called _____________. As a "reformist and rebellious" form of social constructionism, AI explicitly infuses a positive value orientation into analyzing and changing organizations.
Social constructionism
assumes that organization members' shared experiences and interactions influence how they perceived the organization and behave in it. Because such shared meaning can determine how they approach planned change, appreciative inquiry encourages a positive orientation on how change is conceived and managed.
Linker -
brings together those people with needed skills and knowledge.
Magnitude of change -
change efforts can be ranging from incremental change to fundamental changes
Designer-evaluator -
chooses the appropriate intervention strategies and makes action plan for the D process
Degree of organization -
depending on the degree to which the organization is organized.
2. Action Research Model -
focused on planned change as a cyclical process in which initial research about the organization provides information to guide subsequent action. Then the results of the action are assessed to provide further information to guide further action, and so on. This involves considerable collaboration among organization members and OD practitioners. It places heavy emphasis on data gathering and diagnosis prior to action planning and implementation as well as careful evaluation of results after action is taken. There are eight main steps
Entering and contracting.
gathering initial data to understand the problems facing the organization or the positive opportunities for inquiry.
. Catalyst -
initiator of change and coaches the system to accept responsibility for what needs to be done
Incremental changes -
involve fine-tuning or limited dimension and levels of the organization, such as the decision-making process of work groups, and occur within the existing strategy, structure, and culture—aimed at improving the status quo.
Lewin's Change Model -
one of the earliest models of planned change provided by Kurt Lewin. This theory view change as modification of forces keeping a system's behavior stable. Specifically, a particular set of behaviors at any moment in time is the result of two groups of forces: those striving to maintain the status quo and those pushing for change. According to Lewin's force field analysis, effective change occurs by unfreezing the current situation, moving to a desired condition, and then refreezing the system so that it remains in this desired state
Planning and implementing change -
organization members and practitioners jointly plan and implement OD interventions. They design interventions to achieve the organization's vision or goals and make action plans to implement them
Specialist in OD related field -
people specializing in fields related to OD, such as reward systems, organization design, total quality management, informational technology, and business strategy.
Fundamental changes -
significantly altering how the organization operates. The change is more complex, extensive, and long-term. They tend to involve several organizational dimensions, including the structure, culture, reward systems, information processes, and work design. They also involve changing multiple levels of the organization, from top-level management through departments and work groups to individual jobs.
In overorganized situations,
such as in highly mechanistic, bureaucratic organizations, various dimensions such as leadership styles, job designs, organization structure, and policies and procedures are too rigid and overly defined for effective task performance. In these situations, planned change is generally aimed at loosening constraints on behavior. Changes in leadership, job design, structure, and other features are designed to liberate suppressed energy, to increase the flow of relevant information between employees and managers, and to promote effective conflict
In underorganized organizations,
there is tool little constraint or regulation for effective performance. Leadership, structure, job design, and policy are poorly defined and fail to direct task behaviors effectively. Underorganized situations are typically found in such areas as product development, project management, community development, where relationships among diverse groups and participants must be coordinated around complex, uncertain tasks.
Interpersonal skills -
they must create and maintain effective relationships with individuals and groups within the organization and help them gain the competence necessary to solve their own problems. They must have foundation knowledge in group dynamics, comparative cultural perspectives, and business functions; and core skills in managing the consulting process and facilitation.
Managers and administrators with competence in OD -
those who have gained competence in OD and who apply it to their own work areas. Studies and recent articles argue that OD increasingly is applied by managers rather than by OD professionals. Eventually, OD will become a general management skill. A growing number of firms, such as General Electric, Hewlett-Packard, and 3M, where managers and employees have become "change masters." They have gained the expertise to introduce change and innovations into the organization.
