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IOPP 613 Chapter 1-3 OD

An overview of OD from its history to theories used in developing interventions for organisational development projects

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118 views37 pages

IOPP 613 Chapter 1-3 OD

An overview of OD from its history to theories used in developing interventions for organisational development projects

Uploaded by

Malinga Zanele
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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IOPP 613

Organisational Development

Presented by: MR SIBUSISO MNXUMA


Intro To Organisational
Development (OD)
Chapter 1
Outcomes

• Define and describe the practice and study of OD

• Describe the history and relevance of OD

• Distinguish OD and planned change from other forms of


organisational change

• Distinguish between diagnostic OD and dialogical OD


What is OD?
Richard Beckhard defined Organisational Development as “an effort (1) planned, (2) organization-
wide, and (3) managed from the top, to (4) increase organisation effectiveness and health through
(5) planned interventions in the organization's “processes,” using behavioral-science knowledge.

“Organisational Development is a system-wide application and transfer of behavioural science


knowledge to the planned development, improvement, and reinforcement of the strategies,
structures and processes that lead to organization effectiveness.” (Cummings & Worley, 2015)

Table 1.1 Definitions of Organisational Development (Page 2)


Distinguishing OD from other forms of
organisational change.
1. Applies to changes in strategy, structure and process of an entire system, (i.e
organisation, single plant, department, work group or individual)

2. It is based on the application and transfer of knowledge of behavioural science


knowledge and practice.

3. Concerned with managing planned change.

4. Involves the design, implementation, and reinforcement of change.

5. Is oriented to improving organisational effectiveness.

6. Other forms of organizational change differ from OD in their focus.


How OD differs from other forms of
Organisational change?
• OD vs Management consulting
– the latter is focuses primarily on financial performance, where as operations
management/industrial engineering focuses on productivity
• OD vs Change management and organizational change
– OD and change management both address the effective implementation of
planned change. However, change management focuses narrowly on values of cost,
quality and schedule. OD has concern for the transfer of knowledge and skill in
order for org to manage change in future. (Page 4 N.B)
Relevance of OD?
• Globalisation – the world is becoming smaller and more tightly interconnected
economically, socially and ecologically.

• Information Technology – redefining the traditional business model by changing


how work is performed, how knowledge is used and how the cost of doing
business is calculated.

• Managerial Innovation – New organisational forms, lead to new ways of thinking


about business.
Trends shaping the role & relevance of OD
The History of OD
Laboratory Training Background
• This stem of OD pioneered laboratory training / the T-group; a small,
unstructured group in which participants learn from their own interactions.

• Through T- group individuals become more aware of their feelings and


learn how one person’s behavior affects the feelings attitudes and
behaviors of others.

• Applying this technique to organizations gradually became known as team


building.
Action Research/Survey Feedback
• Began in the 1940’s by John Collier, Kurt Lewin and William Whyte.

• They discovered research needed to be linked to action if organisation


members were to use it to manage change

• Collaborating with organisation members, social scientists collected data


about organisation’s functioning, analyse it and developed solutions.

• Data was also collected after implementation to asses the results and the
cycle of data collection and action continued.
Normative Background
• Exemplified by Rensis Lickert’s “Participative Management Program” and Blake and Mouton’s
“Grid Organization Development” approaches to organisation improvement.

• Likert’s four types of management systems Grid Organization Development


1. Exploitative authoritative systems Origin from managerial & org effectiveness
2. Benevolent authoritative systems Production vs People
3. Consultative system 2 key objectives; to improve planning by
4. Participative system developing a strategy for organisational
excellence and help supervisors gain skills
and knowledge to supervise effectively.
Productivity and Quality-of-Work-Life
Background
• Phase 1
- Original projects in Europe

- Aimed at better integrating technology and people

- QWL programs involve unions and management in designing of work

- Highlight – self-managing work groups

• Phase 2
- Resulting from growing competition

- Focus – reward systems, work flow, management style and physical work environment

- Today continues under the banner of Employee Involvement (EI), Total Quality Management and Six Sigma programs
Strategic Change Background

• Globalisation, IT, complexity and uncertainty

• Alignment (Design, Strategy and Environment)

• Richard Beckhard’s “Open-Systems” Planning

• Focus on Environment and its influence

• Significant influence on OD practice


The Evolution of OD

• The 5- backgrounds strongly influence current practice

• Evident in the strong humanistic focus underlying practice

• Recent influence of strategic change has improved relevance

• All backgrounds support the transfer of knowledge and skill

• The OD field is increasingly being influenced by globalisation and IT trends

(p.13-14 in Cummings & Worely, 2015).


The Nature of Planned
Change
Chapter 2
Outcomes

• Describe and compare three major theories of planned change

• Introduce a general model of planned change

• Explain how planned change can be adopted to fit different contexts

• Critique the practice of planned change


Emergent change vs Planned changed

•What necessitates change?

•Why is planned change necessary?


Theories of Planned Change

• Lewin’s Change Model

1. Unfreezing – reducing forces maintaining current behaviour

2. Moving – shift behaviour through values, attitudes, structure and


process

3. Refreezing – reinforcing new state through org culture, rewards and


structures
Theories of Planned Change
• Action Research Model
Theories of Planned Change
• Positive Model
Dialogical OD Change Process
Identify the
concern

Conversations
and
commitments

Newly
Recognised
Reality
Types of Planned Change
• Magnitude of change
1. Incremental change (limited to defined issues)
2. Fundamental change (complex, extensive, and long term)

• Degree of organisation
1. Over-organised
2. Under-organised

• Domestic versus International settings


1. Culture (Norms & Values)
2. Time horizons
Critique of Planned Change
• Conceptualisation
1. Series of activities (Critique by Porras and Robertson)
2. Deficient knowledge how stages of planned change differ across
situations
3. Tends to be described as a rationally controlled, orderly process
4. Most descriptions involve a beginning, middle and end to process
5. Relationships between planned change, Org. performance and
effectiveness are not well understood
Critique of Planned Change continues
• Practice
1. OD practitioners’ area of specialisation/preferred technique as solution to all
organisational problems

2. Financial implications of diagnosis may lead to reliance on preconceptions in order to


avoid the financial investment

3. Demand and supply of quick fixes

4. Organisations are unprepared for other/additional changes necessary to support


intervention
The OD Practitioner
Chapter 3
Outcomes

• Discuss the roles and characteristics of OD practitioners

• Describe the competencies required of effective OD practitioners

• Compare the internal versus the external OD practitioner

• Understand the values and ethics guiding the practice of OD


Who is the OD practitioner

• The most obvious are those specializing in the OD profession, offering


professional service to organisations.

• Secondly it may be those specializing in fields related to OD, such as


HRM, Org design, quality control IT and business strategy.

• Lastly, the term may apply to managers and administrators who have
gained competence in OD and who apply it in their own work areas.
(Also look at table 3.1 pg. 46-47)
The role of OD consultant

• Internal vs External consultant (see table 3.2 pg. 50)

• Marginality – low dogmatism, neutrality, open mindedness, objectivity, flexibility and adaptable
information processing ability

• Emotional Demands – understanding of emotions, impact on effectiveness, and a need for


emotional intelligence

• Use of knowledge and experience – OD role is on a continuum ranging from client-


centred (using client’s knowledge) to consultant-centred (using consultant’s knowledge).
Professional Ethics
Inherent to any helping relationship is the potential for misconduct and
client abuse. The following ethical dilemmas may occur:

• Misrepresentation
• Misuse of data
• Coercion
• Value & Goal conflict
• Technical Ineptness

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