ORGANIZATIONAL DEVELOPMENT interventions in organization's "processes", using behavioral-science knowledge. ..

Beckhard,
1969
 Organization Development is a process of planned change - change of an organization's
 Many questions may arise in mind culture from one which avoids an examination of social processes (especially decision making,
of audience !!!!!! planning and communication) to one which institutionalizes and legitimizes this
examination.... Burke & Hornstein, 1972
 Organization Development is a systematic application of behavioral science knowledge to the
planned development and reinforcement of organizational strategies, structures, and
processes for improving an organization's effectiveness. ...Cummings & Worley, 1993
 Organization development is a planned process of change in an organization's culture through
the utilization of behavioral science technologies, research, and theory. ...Burke, 1994
 OD can be defined as a planned and sustained effort to apply behavioural science for system
improvement, using reflexive, self analytic methods – Schmuck and Miles, 1971
 OD refers to a long-range effort to improve an organizations’s problem-solving capabilities
ORGANIZATIONAL DEVELOPMENT and its ability to cope with changes in its external environment with the help of external or
internal behavioral-science consultants. – Wendell French, 1999
 It is a new term: [means]  Organization development practitioner is to an organization as a physician is to a human
 Conceptual body. Practitioner diagnoses the most important priorities to address in the organization,
 Effort suggest a change management plan, then guides the organization through the necessary
 Effectiveness change – MC. Namara
 Viability  OD is a process (and its associated technology) directed at organization improvement. –
 It is a process, it links between one and another for organization – wide Margulies, 1978
Improvements  🞇 OD is about building and maintaining the health of the
organization (total system)– Edgar Schein, 1998
A Long term effort, planned strategy led and supported by top management  🞇 OD is a system-wide process of data collection, diagnosis, action planning, intervention and
 To improve and enhance an organization’s vision, empowerment, learning, and problem solving evaluation aimed at (1) enhancing congruence between organizational structure, process,
processes strategy, people and culture; (2) developing new and creative organizational solutions and (3)
 Through an ongoing, collaborative approach to change organization’s culture developing the organization’s self renewing capacity. It occurs through collaboration of
 It relies on a set of humanistic values about people and organization organizational members working with a change agent using behavioral science theory,
 Adopt a systematic approach through the use of theories and practice of planned change technology and research. – Michael Beer
 Threats increased to effectiveness, efficiency and profitability
 Facing of challenges from turbulent environments, increased competition and changing customer
demands  Today’s Organization operate in a rapidly changing environments consequently, one of the
 Maintain congruence among organizational dimensions such as technology, strategy, culture and most important assets of an organization is the ability to manage change and for people to
processes remain healthy and authentic
 New definition of OD, “Organization development is the attempt to influence the members of
Organization development: an organization to expand their candidates with each other about their views of the
Focus On organization and their experience in it to take greater responsibility for their own actions as
 Increasing the effectiveness of : organization members”
 Individuals  “The assumption behind OD is that when people pursue both of these objectives
 Teams simultaneously they are likely to discover new ways of working together that they experience
 Organization’s human and social processes as more effective for achieving their own and their shared goals. And when it does not
 Dual Focus – a unique strength of Organizational Development happen, such activity helps them to understand why and to make meaningful choices”
 Energize the talents of organization members in the pursuit of
their own self interests

DEFINITION OF OD
 Organization Development is an effort (1) planned, (2) organization- wide, and (3) managed
from top, to (4) increase organization effectiveness and health through (5) planned
  Chris Argyris
He is one of the first to conduct team building sessions in 1957. He asserted that it is important to gather
valid information and give clients choice to secure commitment. He also wrote book “Intervention
Theory and Method (1970).
 Richard Beckhard
He is one of the major figure in the emergence and extension of the field of OD. He was interested in
improving the effectiveness of communications in large meetings and enable participative discussion. He
develop one of the 1st major non-degree training program in OD – Program for Specialists in
Organizational Training and Development
 Ronald Lippitt
He is Lewin’s staff at the Research Center for Group Dynamics at MIT and was a member of
the 1st group of trainers for T-group in 1946. He was one of the founders of National Training
Laboratory in Group Development which started holding sessions in Bethel, Maine. Together
Objectives of Organizational Development with Lee Bradford, they invented the flip chart paper in 1956 as a convenient way to record,
1. To increase the level of inter-personal trust among employees. retrieve and display OD activities.
2. To increase employees’ level of satisfaction and commitment.  Robert Tannerbaum
3. To confront problems instead of neglecting them. He is a PhD in Industrial Relations holder from the School of Business at the University of
4. To effectively manage conflict. Chicago. He is known as the 1st researcher to conduct the earliest team building activities at
5. To increase cooperation and collaboration among the employees. the US Naval Ordinance Test Station at China Lake California. He published the team building
6. To increase the organization’s problem solving. work in Harvard Business Review in 1955.
7. To put in place processes that will help improve the ongoing operation of the organization on a  Edgar H. Schein
continuous basis. He is a Professor at the MIT Sloan School of Management. He made a notable mark on the
field of career development, group process consultation and organizational culture. His career
anchoring concepts and tools are forerunners in helping organizations to think of combining
unconditional motivation and an organization way of managing staff career structure. Schein
spearheaded the process consultation as an essential philosophy underlying OD. Lastly, he is
credited for pioneering the term “corporate culture”.
 Herbert Shepard
He completed his doctorate at MIT and then went to join the employee relations department
of Esso Standard Oil as a research associate. He has a major impact on the emergence of OD
through his extensive practice in corporate world as his involvement with the NTL work. In
1960, he founded the 1st doctoral program devoted to training OD specialists at the Case
Institute of Technology. There are two particular lessons emerged from his work such as: the
requirement for top management’s active involvement in the leadership of the program the
importance of the need for on-the-job
application.

APPLICATION OF ORGANIZATIONAL DEVELOPMENT

 Human Resource Management Interventions:
 --- Goal setting
 --- Performance appraisal
 --- Reward systems
 --- Career planning and development
 --- Managing workforce diversity
 --- Employees wellness
 --- Parallel learning structures
 Person- focused interventions:
 --- Partnership between individuals and behavioural science experts
 --- Individuals Participants; Experts Facilitator

CRITICAL FOUNDERS OF OD FIELD

FIVE MAJOR STEM OF OD 2. Technical system

~ To achieve high productivity and employee satisfaction, organizations must optimize both systems.
Changes in one system affect the other system.

Fifth Stem
◼ The most recent influence on current practice involves strategic and organizational transformation.

The Need for Development

◼ Changing nature of the workforce
◼ Rapidly changing technology
◼ Economic changes
◼ Changes in social trends

Organizational Development
Characteristics Focus
First Stem 1. Planned Change Change is planned by managers to achieve goals.
◼ Growth of the National Training Laboratories later called NTL Institute for Applied Behavioral Science. 2. Collaborative Approach Involves employees in change planning
◼ Started the development of training groups known as sensitivity training or T-groups. 3. Performance Orientation Emphasis on improving/enhancing performance
◼ Laboratory training began in 1946 wherein a workshop was developed and in research on training 4. Humanistic Orientation Emphasis on increased use of human potential
community leaders. 5. Systems Approach Emphasis on relationships among elements
◼ T-group techniques gradually became known as “teambuilding’. 6. Scientific Method Scientific approaches supplement experience

Second Stem Ingredients for Successful Change

◼ Classic work on action research conducted by social scientists interested in applying research to ◼ Readiness for change
manage change. ◼ High-quality solution
◼ Important feature of action research was a technique known as “survey research feedback”. ◼ Solution is acceptable to members
◼ Determined by
Third Stem ◼ Process by which change is introduced
◼ Action research contribution began in 1940. ◼ Adequacy of solution
◼ Application of participative management to organization structure and design. ◼ Individual resistance
◼ Participative management is a means of getting employees involved in planning and managing change. ◼ Systematic resistance

◼ Four types of management systems: Forces for Change

1. Benevolent authoritative system Declining Effectiveness
2. Exploitative authoritative system
3. Consultative system Changing Employee Expectations
4. Participative group
Company Crisis
Fourth Stem
◼ It focus on productivity and the quality of work life. Changing Work Climate
◼ It was developed in Europe in 1950 based on Eric Trist research at the Tavistock Institute of Human
Relations in London. Organizational Change
◼ 1st phase: Developing a work design which aimed at better integrating
technology and people. Planned Change - is a set of activities in an organization that are intentional and goal-oriented.
◼ 2 nd phase: QWL continues under the banner of employee Goals: 1. It seeks to improve the ability of organization to adapt to changes in its environment.
involvement. 2. It seeks to change employee behavior since an organization’s success or failure is
essentially due to the things its employees do or fail to do.
Sociotechnical Systems Theory (STS)
All organizations comprised of two interdependent systems: Managers must be prepared to handle both.
1. Social system
 Unfreezing  Changing / Moving  Refreezing

Change possesses the following features:

◼ It is universal actuality for all people, regardless of geographic location, race and government
◼ It is an inevitable reality. Lewin’s Three Step Change Model
◼ It is dynamic and volatile.
◼ It can be simple or complex. 1. Unfreezing - involves encouraging
◼ One can choose to deal with change, ignore it, escape from it or confront it. individuals to discard old behaviors by
shaking up the equilibrium state that
maintains the status quo
The Burke-Litwin Model of Organizational Change 2. Moving - new attitudes, values, and
First order change (Transactional change) behaviors are substituted for old ones
Change 3. Refreezing - involves the establishment of
Second order change (Transformational change) new attitudes, values, and behaviors as the
new status quo.
OD interventions directed towards structure, management FORCE FIELD ANALYSIS MODEZ
practices, and systems (policies & procedures) result in
first order change.

OD interventions directed towards mission and strategy,

leadership, and organization culture result in second order
change.

MODEL OF PLANNED CHANGE

Three Theories of Change Entering and Contracting

1- Change Model ◼ EnteringAt this stage the manager decide whether they want to engage further in a planned change
2- Action Research Model programs and to commit resources to such process.
3- Positive Model ◼ Contracting At this stage the manager decide whether they want to engage further in a planned
change programs and to commit resources to such process. Diagnosing ◼ One of the most important
activity in OD.
◼ It focus on understanding organizational problems, its causes and consequences or on collecting
positive attributes of the organization. At this stage the manager decide whether they want to engage
Lewin’s Change Model further in a planned change programs and to commit resources to such process.
PORRAS AND ROBERTSON MODEL DIAGNOSING THE ORG

Organizing arrangements
Goals, strategies, structure,
policies, procedures
Social Factors
Culture, management style,
informal networks,
individual attributes
Physical Settings
Space configuration,
physical ambiance
Technology
Machinery, tools, IT, job
design

CONGRUENCE MODEL
Organizations are open systems in active exchange with their environment

DIAGNOSING THE ORG PROCESS

THE SIX BOX MODEL

Weisbord Structure identifies

six critical areas
where things must go
right if organisation is
to be successful.
According to him, the
consultant must
attend to both formal
and informal aspects
of each box.

This model is still widely

used by OD practitioners
PLANNING AND IMPLEMENTING CHANGE
◼ Organization members and practitioners jointly plan and implement OD interventions.
◼ Design the interventions to achieve the organizations visions or goals and make action plans to
implement them.

Human Process Interventions Interpersonal & Group Process

Approaches Organization Process Approaches

Technostructural Interventions Restructuring Organizations

Employee Involvement
Work Design

Human Resources Management Interventions

Performance Management
Developing Talent
Managing Workforce Diversity & Wellness

Strategic Interventions Transformational Change

Continuous Change
Transorganizational Change

Evaluating and Institutionalizing Change

◼ The final stage in planned change.
◼ Evaluating the effects of intervention and managing the institutionalizing of successful change
programs.
◼ Institutionalizing successful changes involves reinforcing them through feedback, rewards and
training.

OD can make a difference

 Good understanding
 Proper response
 Adaptability