ORGANIZATIONAL DEVELOPMENT

CHAPTER 1  Action Research Model- focuses on planned change as a

cyclical process in which initial research about the organization
Organizational Development- systematic approach aimed at provides information to guide subsequent action.
improving the health, functionality, and performance of an - 8 steps:
organization. Enhance collaboration, communication, and overall 1) Problem Identification
culture. 2) Consultation w/ a Behavioral Science Expert
- OD is usually known to mean bottom-up change. 3) Data Gathering and Preliminary Diagnosis
- Current Trends: agility, technology integration, and 4) Feedback to a Key Client or Group
diversity. 5) Joint Diagnosis of the Problem
6) Joint Action Planning
Major factors making organizations grow include: 7) Action
8) Data Gathering After Action.
 Globalization- when organizations develop international  Positive Model- focuses on what the organization is doing
influence or start operating on an international scale. Has right. It helps members understand their organization when it is
impact on markets and environment. working at its best.
 Information Technology- redefining the traditional business
model.
- Growth in IT foster innovation in business:
- E-Commerce - 5 Phases:
- Electronic Data Exchange 1) Initiate the Inquiry
- Internet and the World Wide Web 2) Inquire into Best Practices
 Managerial Innovation- provide organizations with new ways 3) Discover the Themes
of thinking about how to manufacture goods and deliver 4) Envision a Preferred Future
services. 5) Design and Deliver Ways to Create the Future
- Downsizing or reengineering have emerged which
reduced the size of organizations and General Model of Planned Change
increase their flexibility.
- It has resulted in new organizational forms:
- Networks
- Strategic Alliance
- Virtual Corporations

Short History of Organizational Development:

 1950s-1960s: Emergence of OD as a field, influenced by

behavioral science and systems theory.
 1970s-1980s: Expansion into strategic management, focus on
organizational culture and change management.
 1990s-Present: Integration of technology, emphasis on global  Entering and Contracting- entering is gathering initial data to
organizations and virtual teams. understand the problems facing the organization or to
determine the positive areas for inquiry. The contract spells out
 Kurt Lewin (1898 1947)- pinpointed group dynamics future change activities, the resources to be committed, and
 1945: Rensis Likert used surveys as a foundation for change how OD practitioners and organization members will be
 1950’s: “Organizational Development” was first used by involved
Douglas McGregor and Richard Beckhard.  Diagnosing- the client system is carefully studied. focus on
understanding organizational problems; causes and
consequences, etc. (one of the most important activities in OD.)
 Planning and Implementing Change- Interventions are
CHAPTER 2 designed to achieve the organization’s vision or goals and
make action
Nature of Planned Change- OD is directed at bringing about
 Plans
planned change to increase an organization’s effectiveness and
- Four major types of interventions:
capability to change itself.
1) Human process interventions- individual,
Theories Of Planned Change: group, and total system levels
2) Interventions that modify an organization’s
 Lewin’s Change Model- conceived of change as modification structure and technology
of those forces keeping a system’s behavior stable. 3) Human resources interventions- seek to
- 2 groups of forces: those striving to maintain status quo and improve member performance and wellness
those pushing for change. 4) Strategic interventions- managing the
organization’s relationship to its external
environment and the internal structure and
process necessary to support a business strategy
 Evaluating and Institutionalizing Change- evaluating the
effects of the intervention and managing the institutionalization
of successful change programs so they persist. Institutionalizing
successful changes involves reinforcing them through
feedback, rewards, and, training.

Different Type of Planned Change

 Magnitude of Change
- Planned change is falling along a continuum ranging
- Unfreezing- reducing those forces maintaining the from incremental changes to fundamental changes
organization’s behavior at its present level. accomplished - Incremental changes tend to involve limited
through a process of “psychological disconfirmation.” By dimensions and levels of the organization
introducing information that shows discrepancies between - Fundamental changes, on the other hand, are
behaviors desired by organization members and those directed at significantly altering how the organization
behaviors currently exhibited. operates.
- Moving/Changing-– this shifts the behavior into a new level.  Degree of Organization- typically found in areas like product
Develop new business behaviors, values, and attitudes development, project management, and community
trough changes in organizational structures and processes. development, where relationships among diverse groups and
- Refreezing- stabilizes the organization at a new state of participants must be coordinated around complex, uncertain
equilibrium. Reinforce the new organizational state, such as tasks.
organizational culture, rewards, and structures. - Typical Steps:
 ORGANIZATIONAL DEVELOPMENT
 Identification
 Convention
 Organization
 Evaluation
 Domestic vs International Settings- An OD process that
encourages openness among individuals, high levels of
participation, and actions that promote increased effectiveness Properties of Systems
is viewed favorably
- Environments
Critique Of Planned Change - Inputs, Transformations, & Output
- Boundaries
 Conceptualization of Planned Change- current thinking about - Feedback
planned change is deficient is knowledge about how the stages - Equifinality
of planned change differ across situations. tends to be - Alignment
described as a rationally controlled, orderly process
 Practice of Planned Change- effective change depends on a Diagnosing Process
careful diagnosis of how the organization is functioning.
The key to effective diagnosis is to:
Diagnosis identifies the underlying cases of organizational
problems or determines the positive opportunities - Know what to look for
- Recognize how the levels affect e/o

CHAPTER 3
Organization-Level Diagnostic Model:
Organizational Development (OD) Practitioner- internal/external
consultants who offer services to organizations.
- specializes in: reward systems, org. design, total quality,
etc.

Foundation Competencies

 Intrapersonal Skills
- Conceptual and Analytical ability
- Integrity
- Personal centering; etc.
 Interpersonal Skills
- Listening
- Establishing trust and rapport
- Giving and receiving feedback; etc.
 General Consultation Skills
- Org. diagnosis Inputs
- Designing and executing an intervention
 Organizational Development Theory  General Environment
- Planned change model - External forces that can directly or indirectly affect
- Action research model; etc. attainment organizational objectives
- Social, technological, ecological, economic, and
Role of Organizational Development Professionals political
 Industry Structure
 Position - external forces can directly affect organization
- Internal and External Consultants - customers, suppliers, substitute products, new entrants,
- Marginality etc.
- Use of knowledge and experience
Organization Design Components
Ethical Dilemmas:
 Strategy- the way an org. uses its resources
- Misrepresentation  Structure- how attention and resources are focused on task
- Misuse of Data accomplishment
- Coercion  Technology- converts inputs into products and services
- Value and Goal Conflict  Human Resource Systems- selecting, developing, appraising,
- Technical Ineptness etc.
 Measurement Systems- gathering, assessing, and
disseminating info’s.
 Organization Culture- basic assumptions, values, and norms.
CHAPTER 4 Represents the “outcome” and “foundation/constraint” to
change
Diagnosis- a collaborative process between organizational
members and OD consultant to collect info’s., analyze it, and draw Outputs
conclusions for action.
- Conceptual frameworks used are referred as “Diagnostic  Organizational Performance- profits, profitability, stock price
Models”  Productivity- cost/employee, cost/unit, error rates quality
 Stakeholder Satisfaction- market share, employee satisfaction,
Open Systems Model
etc.
- organization exist in the context of a larger environment.
- suggest that org. and their subsystems share a number
of common features.
 ORGANIZATIONAL DEVELOPMENT
The Design of Effective Interventions:

 Contingencies Related to the Change Situation

- Readiness for Change
- Capability to Change
- Cultural Context
- Capabilities of the Change Agent
 Contingencies Related to the Target of Change
- Strategic Issues
- Technology and structure issues
- Human resources issues
- Human process issues

Collecting And Analyzing Diagnostic Information

Types of OD Interventions

 Sensitivity- method of changing behavior through unstructured

group interaction. focus on reducing inter-personal friction and
helps individuals toward better relations with others.
 Team Building- a small number of people with complementary
skills who are committed to a common purpose and hold
themselves mutually accountable. Considered to be the
fundamental units of organizations.
- "Formal Groups" is a work team composed of a boss
and
subordinates.
 Inter-Group interventions- focus is on improving intergroup
relations. Goal is to increase communications and interactions
Feeding Back Data Through Questions: between work-related groups, to reduce the amount of
dysfunctional competition & to create awareness
1. Who am I? asked by OD practitioner to those don’t know the  Structural Intervention- improving organizational
consultant. effectiveness through changes in the task, structures
2. Why am I here, and what am I doing? Why am I here, and technological and goal
what am I doing 1. Sociological systems (STS) theory- it is important to
3. Who do I work for? organization will get the information of the jointly optimize the social and technological systems of
hired consultant, whether it be a manager, a group of organizations.
managers, or a group of employees and managers. 2. Self-Managed Teams
4. What do I want from you, and why? specification made by - grouping of tasks that comprises a major unit of the
consultant about how much time and effort people will need to total work to be performed.
give. - training group members in multiple skills
5. How will I protect your confidentiality? addresses member - re-conceptualizing the role of managers
concerns about who will see their responses & in what form. 3. Traditional MBO theory- assumes that, there is a
Either ensure confidentiality or state full participation need for systematic goals setting, linking the goals of
6. Who will have access to the data? clarify access issues; superiors to subordinates and that objectives & targets
should be collaborative in nature should be quantitative
7. What’s in it for you? description of the benefits; describe the - can vary on an autocratic - participative continuum
feedback process
8. Can I be trusted? open & honest exchange of information
depend on trust.
Most Common OD Interventions
Methods of Collecting Data:
1. Applying criteria to goals- leadership establishes criteria for
- Questionnaires the outputs of the organization's goal. Then they hold people
- Interviews accountable
- Observation 2. Establishing inter-unit task forces- these groups can cross
- Unobtrusive Measures both functional parts of the organization (the "silos") as well as
employee levels. Only accountable to one person.
Techniques of analyzing data: 3. Experimentation with alternative arrangements-
“management by best-seller." The goal in these interventions is
 Qualitative to create what is being called a "learning organization," one that
- Content Analysis- assessing the qualitative data and performs experiments on organizational structure
summarize the meaningful data 4. Identifying "key communicators"- to determine who seems
- Force Field- 2nd method; from Kurt Lewin’s change model to be "in the know" within the organization. This individual is
(change/status quo) then fed honest information
 Quantitative 5. Team Building- can take many forms.
- Means 6. Inter-group Problem Solving- usually involves w the two
- Standard Deviation groups separately before them together.
- Frequency Distribution; etc.
Intervention Overview
CHAPTER 5
 Human Process Interventions
Interventions- sequenced and planned actions or events intended - Coaching
to help the organization increase its effectiveness. - Training and Development
- Process Consultation and Team Building Third-party
Characteristics of Effective Interventions: Interventions (Conflict Resolution); etc.
 Technostructural Interventions
 Is it relevant to the needs of the organization? - Structural Design
- Valid information - Downsizing
- Free and Informed Choice - Reengineering
- Internal Commitment - Employee Involvement
 Is it based on causal knowledge of intended outcomes? - Work Design
 Does it transfer competence to manage change to organization  Human Resources Management Interventions
members? - Goal Setting
- Performance Appraisal
 ORGANIZATIONAL DEVELOPMENT
- Reward Systems; etc. Basic Process Interventions
 Strategic Interventions
- Integrated Strategic Change  Individual Interventions
- Mergers and Acquisitions - helping people better communicate with others
- Alliances and Networks; etc. - Johari Window

CHAPTER 6

Process Interventions- helps individuals and group members

understand, diagnose, and improve their behaviors.

Individual, Interpersonal and Group Process Approaches

Coaching

 Goals:
- Assist in execution of a transition
- Address a performance problem
- Develop new behavioral skills with leadership
development
 Application Stages
- Establish the principles of the relationship
- Conduct an assessment
- Coach and client debrief the results
- Develop and implement an action plan
- Assess the results

Training and Development  Group Interventions- aimed at the process, content or

structure of the group
 Goals:
- Changing the skills and knowledge of organization
members to improve effectiveness
 Application Stages
- Perform needs assessment
- Develop objectives and design training
- Deliver training
- Evaluate training

Process Consultation- creation of a relationship that permits the

client to perceive, understand, and act on the process events

 Group Process Issues Addressed by Process

Consultation
- Communications
- The functional roles of group members Strategies for Conflict Resolution
- Group problem solving and decision making
- Group norms - Prevent the conflict through mandate or separation of the
- Leadership and authority parties
- Set limits on the timing and extent of the conflict
Third-Party Interventions- focus on interpersonal conflicts within - Help the parties to cope differently
the organization. Help involved parties interact with each other - Eliminate or resolve the basic issues
Team Building- activities related to one or more individuals

 Types of Teams:
1) Reporting to the same manager
2) People with common goals
3) Temporary groups formed to accomplish a specific,
one-time task
4) People whose work roles are interdependent
5) Groups with no formal links but whose
6) Collective purpose requires coordination

 Team-Building Activities:
1) Determine the Intervention Target
- one or more individuals
- operation and behavior
- group's relationships with the organization
2) Determine the Intervention Orientation
- Diagnostic
- Developmental
3) Group Operation and Behavior- inward look by
the team at its own performance, behavior and
culture
4) Group Relationships with the Organization-
understand the group's role within the organization
including interaction, support, and collaboration
5) Manager's Role