Organisation Development and Change Management

Organisational Development and Change
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Organisational
Development& Change
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Unit-1
Meaning and Definition of Change
The term change refers to any alternation which
occurs in the overall work environment of an
organisation.” To quote another definition “when an
organisational system is disturbed by some internal
or external force, change occurs frequently. Change,
as a process, is simply modification of the structure
or process of a system. It may be good or bad, the
concept is descriptive only
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Nature and Characteristics of the Change
 Change results from the pressure of both internal and external forces in the organisation. It disturbs the
existing equilibrium or status quo in the organisation.
The change in any part of the organisation affects the whole of the organisation.
 Change will affect the various parts of the organisation in varying rates of speed and degrees of
significance. Changes may affect people, structure, technology and other elements of the organisation.
 Change may be reactive or proactive. When change is brought about due to the pressure of external
forces, it is called reactive change. Proactive change is initiated by the management on its own to increase
organisational
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Different Types of Change
Happened Change
This kind of change is unpredictable in nature and is usually takes place due to the
impact of the external factors. Happened change is profound and can be traumatic
as it’s consequences are unknown and out of direct control.
For example, currency devaluation may adversely affect the business of those
organizations who have to depend upon importing of raw materials largely. In certain
cases, some political, as well as social changes, are unpredictable and uncontrollable.
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Unit-1
Anticipatory Change
If a change is implemented with prior anticipation of the happening of
an event or a chain of events, it is called as anticipatory change.
Organizations may either tune in or reorient themselves as an
anticipatory measure to face the environmental pressures
Planned Change
Planned change is also regarded as the developmental change which is
implemented with the objective of improving the present ways of
operation and to achieve the pre-defined goals. Planned change is
calculated and is not threatening as in this the future state is being
chosen consciously
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Incremental Change
Change which is implemented at the micro level, units or subunits can be
regarded as incremental change. Incremental changes are introduced or
implemented gradually and are adaptive in nature
Operational Change
This kind of change becomes a requirement or the need when an
organization is faced with competitive pressures
as a result of which the focus is laid more on quality improvement or
improvement in the delivery of services for an edge over the competitors
Example: Bringing in changes in the current technology, improving/re-
engineering the existing work processes, improving the distribution
framework or the product delivery, better quality managemen
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Strategic Change
Strategic Change is usually implemented at the organizational level, which may affect the
various components of an organization and also the organizational strategy. A change in
the management style in an organization could be considered as an example of strategic
change. A multinational organization like Toyota has taken a step ahead in bringing in a
change in the overall organizational philosophy.
This kind of change is expected to have a cascading effect on the entire organization and
accordingly would be having an influence on the overall performance.
Directional Change
Directional change may become a necessity due to the increasing competitive pressures or
due to rapid changes in the governmental control or policies, which may include changes in
the import/export policies, pricing structure and taxation policies, etc
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Unit-1
Fundamental Change
Fundamental Change essentially involves the redefinition of organizational
vision/mission. This may be required during extremely volatile circumstances like
volatility in the business environment, failure of the leadership
Total Change
A Total Change involves change in the organizational vision and striking a
harmonious alignment with the organizational strategy, employee morale and
commitment as well as with the business performance.
Total Change becomes a requirement during those circumstances when an
organization is faced with incongruence between the employee and organizational
values, failure of leaders/management in anticipating the realities of business
environment or the growing competitive pressures and concentration of power in
the hands of few
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Types or Level of Change Programme:
The various types of change programmes may be classified into individual level change, group level change
and organisational level change.
1 Individual Level Change
Individual level changes may take place due to changes in job-assignment, transfer of an employee to a
different location or the changes in the maturity level of a person which occurs over a passage of time. The
general opinion is that change at the individual level will not have significant implications for the organisation.
But this is not correct because individual level changes will have impact on the group which in turn will
influence the whole organisation. Therefore, a manager should never treat the employees in isolation but he
must understand that the individual level change will have repercussions the individual.
2 Group Level Change
Management must consider group factors while implementing, any change, because most of the
organisational changes have their major effects at the group level. The groups in the organisation can be formal
groups or informal groups. Formal groups can always resist change, for example; the trade unions can very
strongly resist the changes proposed by the management
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3.Organisational Level Change The organisational level change involves major
programmes which affect both the individuals and the groups. Decisions regarding
such changes are made by the senior management. These changes occur over long
periods of time and require considerable planning for implementation. A few
different types or organisation level changes are:
i. Strategic Change
ii.Structural
iii. Process Oriented Change
iv. People Oriented Change
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i) External Forces
. Technology
. Marketing Conditions
. Social Changes
. Political Force
(ii) Internal Forces
. Nature of the Workforce
. Change in Managerial Personnel
. Deficiencies in Existing
. Management Structure
Motives or Reasons or Forces for Change
There are a number of factors both internal and external which affect organisational functioning. Any change in
these factors necessitates changes in an organisation. The more important factors are as follows:
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Unit-1
Kurt Lewin Model of Change
• To begin any successful change process, you must
first start by understanding why the change must
take place. As Lewin put it, "Motivation for change
must be generated before change can occur. One
must be helped to re-examine many cherished
assumptions about oneself and one's relations to
others.
• Three Stages in the model are
i)Unfreezing ii) Change iii) Refreezing
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Unit-1
1.Unfreeze
This first stage of change involves preparing the organization to accept
that change is necessary, which involves breaking down the existing
status quo before you can build up a new way of operating.
Key to this is developing a compelling message showing why the
existing way of doing things cannot continue. This is easiest to frame
when you can point to declining sales figures, poor financial results,
worrying customer satisfaction surveys, or suchlike. These show that
things have to change in a way that everyone can understand.
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Unit-1
2 Change
After the uncertainty created in the unfreeze stage, the change stage is
where people begin to resolve their uncertainty and look for new ways to do
things. People start to believe and act in ways that support the new
direction.
The transition from unfreeze to change does not happen overnight: people
take time to embrace the new direction and participate proactively in the
change. In order to accept the change and contribute to making it successful,
people need to understand how it will benefit them
Time and communication are the two keys to the changes occurring
successfully. People need time to understand the changes, and they also
need to feel highly connected to the organization throughout the transition
period.
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Unit-1
Refreeze
When the changes are taking shape and people have embraced the new
ways of working, the organization is ready to refreeze. The outward signs of
the refreeze are a stable organization chart, consistent job descriptions, and
so on. The refreeze stage also needs to help people and the organization
internalize or institutionalize the changes. This means making sure that the
changes are used all the time, and that they are incorporated into everyday
business. With a new sense of stability, employees feel confident and
comfortable with the new ways of working.
As part of the refreezing process, make sure that you celebrate the success
of the change – this helps people to find closure, thanks them for enduring a
painful time, and helps them believe that future change will be successful
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Unit-1
System Theory of OD
system theory, views organisation as open systemic active exchange
with their environments
System denotes interdependency, interconnectedness, and
interrelatedness among elements in asset that constitutes an
identifiable whole
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Unit-1
characteristics of the open system are
1. Input-throughput-output Mechanism: This explains that system takes inputs from the
environment in the form of energy information, money, and people and processes the
inputs via throughputs, conversion or transformation and exports products to the
environment in the form of outputs.
2. Every System is delineated by a Boundary: This means that each system has boundary to
differentiate the inside and outside of the system, however boundaries of an open system
are permeable, which permits exchange of information, resources and energy between
system and environment.
3. Open system have purposes and goals for their existence
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Unit-1
Resistance to Change
Resistance can be overt, implicit, immediate or deferred. It is easiest for
management to deal with resistance when it is overt and immediate:
For instance a change is proposed and employees quickly respond by
voicing complaints, engaging in a work slowdown, threatening to go on
strike, or the like. The greater challenge is managing resistance that is
implicit or deferred. Implicit resistance efforts are more subtle – loss of
loyalty to the organization, loss of motivation to work, increased errors
or mistakes, increased absenteeism due to sickness and hence, more
difficult to recognize
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Unit-1
Factors causing Resistance: I) Individual Factors ii) Group Factors
(i)Individual Factors Individual sources of resistance to change reside in basic human characteristics
such as perceptions, personalities and needs. There are basically four reasons why individuals resist
change
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Group Level Factors Much of an organization’s work is performed by groups and several group
characteristics can produce resistance to change
Structural Inertia
Power Maintenance
Functional Sub-optimisation
Organizational Culture:
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Unit-1
STEPS TO OVERCOME RESISTANCE
Overcoming Resistance to Change Kotter and Schelsinger (1979) has identified six general strategies
for overcoming resistance to change.
➢ Education and Communication: Resistance can be reduced through communicating with
employees to help them see the logic of a change. This tactic basically assumes that the source of
resistance lies in misinformation or poor communication. If employees receive the full facts and get
any misunderstanding cleared up, resistance will subside. Communication can be achieved through
one-to-one discussions, memos, group presentations, or reports.
➢ Participation and Involvement: It is difficult for individuals to resist a change decision in which
they would have participated. Prior to making a change, those opposed can be brought into the
decision process. People can be encouraged to help design and implement the change in order to
draw out their ideas and to foster commitment. Participation increases understanding, enhance
feelings of control, reduces uncertainty and promotes a feeling of ownership when change directly
affects people.
➢ Facilitation and Support: If employees are provided with encouragement, support, training,
counseling and resources adapt to new requirements easily. By accepting people’s anxiety as
legitimate and helping them cope with change, managers have a better chance of gaining respect
and the commitment to make it work.
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Unit-1
➢ Negotiation and Agreement: Management can bargain to offer incentives in return for
agreement to change. This tactic is often necessary while dealing with powerful resistance,
like bargaining units. Sometimes specific things can be exchanged in return for help in
bringing about a change. Other times, general perks can be widely distributed and facilitate
to implement the change.
➢ Manipulation and Cooptation: Manipulation is framing and selectively using
information and implied incentives to maximise the likelihood of acceptance. An example
would be if the management tells employees that accepting a pay cut is necessary to avoid
a plant shut down, when plant closure would not really have to occur. Cooptation is
influencing resistant parties to endorse the change effort by providing them with benefits
they desire and non-influential role in the process.
➢ Explicit and Implicit Coercion: Sometimes management might use authority and the
threat of negative incentives to force acceptance of the proposed change. Management
might decide that if employees do not accept proposed changes, then it has to shut the
plant down, decrease salaries or layoff people. Examples of coercion can be also transfer,
loss of promotion, negative performance evaluations and poor letter of recommendation.
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Other Model of change: i) Positive Model ii) General Model
of Planned Change
Positive Model
The positive model 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.
The positive model 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.
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5 Stages of Positive Model are:
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General Model of planned change
The three models of planned change suggest a general framework for planned change as shown in Figure.
The framework describes the four basic activities that practitioners and organization members jointly carry out in organization
development.
Entering and Contracting
Diagnosing
Planning and Implementing Change
Evaluating and Institutionalizing Change
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Unit-2
Definition of Organization Development
Organisation development is a system-wide application of behavioral
science knowledge to the planned development and reinforcement of
organisational strategies, structures, and processes for improving an
organisation’s effectiveness.
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Unit-2
Evolution Of OD
The beginning of organization development was in the forties, when Kurt Lewin realized with his T-group
experiments that “a special learning opportunity resides in, if a group puts itself into the center of the
learning”, The first executed T-group in a small group training with behavioral scientists and researchers‟
participation was in Bethel in 1947 where they could get experiences about the feedback of the collective
interactions. This behavioral based training supported the basis model of the so-called experimental learning.
The next formation of organization development was the attendance of feedback surveys, where the company
would be able to know more about itself with using questionnaire survey and the results and it would be
motivated itself to make organization change.
The third important step is the engagement of the action research method, which due to the collaboration of
social scientists and employees was included organizational diagnosis, analysis of diagnosis‟ data, exhibition of
organizational problems‟ reasons, proposals to change and examination of obtained results. Under this process
the decision on changes would be improved, commitment for changes and effectiveness of implement Skip to
main content
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Unit-2
Modern Development – Second Generation OD
In recent years, serious questioning has emerged about the relevance
of OD to managing change in modern organisations. The need for
“reinventing” the field has become a topic that even some of its
“founding fathers” are discussing critically. Since the environment is
becoming turbulent the context of OD has dramatically changed
throughout 1980’s and 1990’s. The second generation OD has focus on
the Organisational Transformation, Organisation culture, Learning
organisations, intensified interest in teams, Total Quality Management
(TQM), Quality of work life, etc.
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Unit-2
Characteristic, Nature, and Scope of OD
.OD is a Long-term Effort
Supported by Top Management
OD is a Learning Process
.OD is visioning Processes
.OD is an Empowerment
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Unit-2
. Change Agent
Sponsoring Organisation
Applied Behavioral Science
System Context
Contractual Relationship
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Unit-2
OD is based upon the following assumptions:
Most individuals are driven by the need for personal growth and
development as long as their environment is both supportive and
challenging.
The work team, especially at the informal level, has great significance
for feelings of satisfaction, and the dynamics of such teams have a
powerful effect on the behavior of their members.
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Unit-2
OD programmers aim to improve the quality of working life of all
members of the organization.
Organizations can be more effective if they learn to diagnose their own
strengths and weaknesses.
But managers often do not know what is wrong and need special help
in diagnosing problems, although the outside „process consultant‟
ensures that decision making remains in the hands of the client
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Unit-2
OD-Values
The basic building blocks of the organisations
are teams.
People affected by change should be allowed
active participation and sense of ownership of
the change.
Away from a view of people as essentially bad
towards a view from people as basically good.
Away from avoidance of negative evaluation of
individuals towards confirming them as human
beings.
Away from avoidance of risk taking towards
willingness to take risk.
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Unit-2
Action Research Model-Model of Organisation Development
Action research model is traditionally aimed both at helping specific
organizations implement planned change and at developing more
general knowledge that can be applied to other settings.
It places heavy emphasis on data gathering and diagnosis prior to action
planning and implementation, as well as careful evaluation of results
after the action, is taken.
The Action Research Model involves eight steps for planned change
management.
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Eight steps are as follows
Unit-2
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Unit-2
Organisation
Development
Process
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Unit-3
OD Intervention-Definition
OD interventions are set of structured activities in which selected organisational units (targets, groups or individuals)
engage with a task or sequence of tasks where the task goals are related directly or indirectly to organisational
improvements. Interventions constitute the action thrust of organisation development; they make things happen.
Characteristics of Organisation Development Interventions
There are eight characteristics of organisation development interventions from more traditional
interventions:
An emphasis, although not exclusively so, on group and organisational processes in contrast
to substantive content.
An emphasis on the work team as the key unit for learning more effective modes of
organisational behavior.
An emphasis on the work team management of work-team culture.
An emphasis on the management of the culture of the total system.
Attention to the management of system ramifications.
The use of the action research model.
The use of a behavioral scientist-change sometimes referred to as a “catalyst” or “facilitator.”
A view of the change effort as an ongoing process
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Unit-3
Selection Organisation Development Intervention
Three broad factors are of concern to the OD practitioner in selecting an
appropriate
intervention:
1. The potential results of the technique
Will it solve the basic problem?
Are any potentially negative consequences likely to occur?
Does it have any additional positive outcome?
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Unit-3
2. potential implementation of the technique
Can the proposed technique really work in a practical application?
What are the actual monetary and human costs of this technique and
the impact of cost upon the human system?
How do estimated cost of the technique compare with the expected
results (cost vs benefit)?
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Unit-3
3. The potential acceptance of the technique
Is the technique acceptable to the client system?
Is the technique adequately developed and tested
Has the technique been adequately explained and communicated to
members of the client system:
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Unit-3
Classification of OD Interventions
Two categories : process interventions and structural interventions.
Process interventions are those which emphasize process to accomplish a
change
Structural interventions are those which involve an adjustment or change in
the organisation’s structure to accomplish changed goals.
On the basis of target of OD interventions
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Unit-3
Process OD Interventions Structural OD Interventions
Sensitivity training
Job redesign
Team building
Work schedule options
Survey feedback
Process consultation
Behavioural modification Management by objectives
Grid organisation development
Collateral organisation
Career planning
Decision centers
Job expectation technique
Organsaitional renewal process
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Unit-3
Target Intervention
Individuals
Life and career planning
Role analysis technique
Coaching and counseling
Sensitivity training
Skill development for
technical task,
relationships, decision making, problem solving,
planning and goal setting. Grid OD phase I
Dyads
Process Consultation
Third party peace making
Grid OD phase I and II
Teams and Groups
Team building
Family T-group
Survey feedback process
consultation
Role analysis technique
Skill development for
decision making, problem
solving, planning and goal
setting in group activities.
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Unit-3
Target Intervention
Intergroup relations
Intergroup activities
Organisational mirroring
Techno-structural
interventions
Process consultation
Third party peace making
at group level
Survey feedback
Grid OD phase II
Techno-structural
Interventions
Total organisation
Confrontation meetings
Strategic planning activities
Survey feedback
Grid OD phases IV, V and
VI,Technostructural Intervention
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Unit-3
Organisations are designed to use the energy and ability of individuals
To perform goals and achieve goals
Members bring to the organisation their own , assumptions and behaviours &
value
The effectiveness of the organisation, then, is a function of how effectively the
needs of the individual are integrated with overall objective.
Behavioral intervention –Basic skills underline managerial Efficiency
To improve communication ablity, interpersonal skill and managerial behaviour
OD Personal and Interpersonal Interventions
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Unit-3
Some of the personal and interpersonal
interventions that can be used to assist
organisational member in becoming
more effectively have discussed below
• Laboratory Training
• Career Planning Interventions
• Managerial Grid (phase i)
• Stress Management
• Process Consultation
• Johari Window
• Transactional Analysis
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Unit-3
Conclusion-Johari Window
By explaining the idea of the Johari Window, you can help team
members to understand the value of self-disclosure, and encourage
them to both give, and accept, constructive feedback.
Done sensitively, this can help people build better, more trusting
relationships with one another, solve issues, and work more effectively
as a team.
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Unit-3
Managerial Grid
Robert Blake and Jane Mouton (1960s)
Impoverished Management (1, 1)
Task management (9, 1):
Middle-of-the-Road (5, 5)
Country Club (1, 9):
Team Management (9, 9):
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Unit-3
Phases of Managerial Grid
Seminar training
Team development
Intergroup development
Ideal models organisation
Evaluation of the programs
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Unit-3
Advantages of Blake and Mouton’s Managerial Grid
The Managerial or Leadership Grid is used to help managers analyze
their own leadership styles through a technique known as grid training.
This is done by administering a questionnaire that helps managers
identify how they stand with respect to their concern for production
and people. The training is aimed at basically helping leaders reach to
the ideal state of 9, 9.
Limitations of Blake and Mouton’s Managerial Grid
The model ignores the importance of internal and external limits,
matter and scenario. Also, there are some more aspects of leadership
that can be covered but are not.
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Unit-3
Definition: Transactional analysis
Transactional analysis is a technique which helps to understand the
behaviour of other person so that communication becomes effective.
Understanding human behaviour helps to motivate, guide and direct
other persons
Transactional analysis rests on analyzing interactions between at least
two people. People will interact using one of the three ego states which
are described in the following slid.
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Unit-3
• Nurturing parents
• Critical parents
Parent
Ego
Adult
Ego
• Natural Child
• Adaptive child
• The little professor
Child
Ego
Transactional Analysis
Thus Transactional Analysis improves
interpersonal relationships amongst people by
understanding their ego states.
Crossed transactions can be converted into
complementary transactions and
communication process can be improved.
People will be more comfortable interacting
with each other.
This will improve effectiveness of the
organisation. It also changes the managerial
style from autocratic to his is beneficial for the
employees and organisation as a whole.
participative by changing the life position
from ‘I am OK, You are not OK’ to ‘I am OK, You
are OK
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Unit-3
Definition: Process consultation is the set of activities on the part of
the consultant which help the client to perceive, understand and act
upon the process events which occur in the client’s environment.
Objectives
i. To bring desired change in the various organizational processes like
leadership, communication, roles and functions of group members,
group decision making and problem solving, group norms and
inter-group cooperation and conflict.
ii. To understand how various organizational processes can be linked to
objective achievement in the organization.
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Unit-3
Process
I Initiate Contact
ii. Define the Relationship
iii. Select the setting and the method
iv. Gather data and make a diagnosis
v. Intervene
vi. Reduce involvement and terminate
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Unit-3
Sensitivity Training
It is ability of an individual to sense what others feel and think from their own point of view.
Sensitivity in one word is empathy. Sensitivity training also known as T-group approach (T stands for
training),laboratory training or encounter group. It evolved from group dynamics concept of Kurt
Lewin
Objectives
i. To make participants increasingly aware of, and sensitive to, the emotional reactions and
expressions in themselves and others.
ii. To increase the ability of participants to perceive, and to learn from, the consequences of their
actions through attention to their own and other’s feelings.
iii. To stimulate the clarification and development of personal values and goals.
iv. To develop behavioural effectiveness in participants.
v. To develop concepts and theoretical framework for linking personal values
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Unit-3
Process of Sensitivity Training
1. Unfreezing the old values
2. Development of new values
3. Refreezing the interpersonal relationships developed
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Unit-3
Career Planning Intervention
Career may be defined as a continuing process through which
a person engages in a sequence of development of tasks
necessary for personal growth in occupational life." (Ivey
Morrill, 1968).
The purpose of such career planning is to develop and
promote high potential employees in channels where their
abilities will be utilised to the fullest. One of the recent form
of career development is called career life planning.
This involves the application of laboratory-learning technique
to career development. Career life planning is the process of
choosing occupation, organisation, and career paths
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Unit-3
Step 1
Prepare a set of career life goals. This consists of a list that usually includes
personal, professional and relational goals (List 1
Step 2
Your consultant then goes through the list, reality testing, determining priorities
and looking for conflicting goals.
Step 3
Make a list your past accomplishments and happenings
Step 4
The consultant looks through the both lists and compare them.
Step 5
The outcome step 4 is set of firm goal with relative priorities.Then detailes action
plan is prepared to how to get from where your are now to where you want to be.
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Unit-4
A team as we all can be
defined as “grouped persons
with complementary skills and
who are committed to
common goals and approach
for which they hold themselves
mutually accountable”.
Collaborative management of
work team culture is a
fundamental emphasis of
organisational development
programs
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Unit-4
Life Cycle of a Team
When a number of individuals
begin to work at interdependent
jobs, they often pass through
several stages as they learn to
work together as a team.
These stages are:
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Unit-4
Effective Team
An effective team is one which contributes to the
achievement of organizational objectives by performing the
task assigned to it and providing satisfaction to its members
Team effectiveness depends on the complementarity of
team members
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Unit-4
A Role Negotiation Technique
This technique is developed by Roger Harrison.
Role negotiation intervenes directly in the relationships of power, authority, and
influence within the group.
The change effort is directed at the work relationships among members. It
avoids probing into the likes and dislikes of members for one another and their
personal feelings about one another.
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Unit-4
The role negotiation technique can be conducted within one or two days.It generally consists of the
following steps:
a. Contract Setting: In this step, each member prepares a list for each other member stating all their
expectations from the other members and it is written down. The individuals negotiate with each
other to arrive at a written contract of what behaviours they are going to change.
b. Issue Diagnosis: Here, each individual fills out a issue diagnosis form for each other person in the
group where it’s stated what he would like the other to do more, to do less or remain unchanged.
These messages are exchanged among all and posted on the wall.
c. Negotiation Period: Here, the members are divided into pairs to negotiate. Two individuals
discuss the most important behavior changes they want from the other and the changes they are
themselves willing to make in return. The negotiated agreements are written down.
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Unit-4
Role Analysis Technique
The role analysis technique (RAT or RAP*!) intervention is designed to clarify role expectations and expectations and and
obligations of team members to improve team effectiveness.
This technique is particularly applicable for new teams, but it may also be helpful in established teams where role ambiguity
or confusion exists
a. Analysis of the main role (role incumbent): In this step, the main role (role incumbent) is defined along with its duties,
behaviours as perceived by the role incumbent. Other group members add or delete duties and behaviours from the list until
both role incumbent and group members are satisfied with the role definition. The role being defined is called the focal role
b. Role incumbent’s expectations of others: Here, the role incumbent’s expectation of others is examined. The incumbent
list his expectations of other roles in the group that affect his performance. The expectations are discussed and modified till
everyone agrees.
c. Role expectation of other members: In this step, the group members describe what they expect and want from the role
incumbent in the main role. These expectations are discussed, modified and agreed upon by the role incumbent and others.
d. Role Profile: Here, the role incumbent takes the responsibility of making a written summary of the role called a role
profile.
e. Follow up: The written role profile is reviewed in following meetings as up gradation may be necessary. This intervention is
a very useful technique to increase team effectiveness as mutual demands, expectations and obligations of interdependent
team members are openly discussed and agreed upon. It reduces role uncertainty and leads to increased commitment to the
role
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Unit-4
Upon conclusion of this step, the focal role person assumes responsibility for
making a written summary of the role as it has been defined; this summary is
called a role profile and is derived from the results of the discussions in steps
1 through 3. Dayal and Thomas describe the role profile as (a) a set of
activities classified as to the prescribed and discretionary elements of the
role, (b the obligation of the role to each role in its set, and (c) the
expectations of this role from others in its set.
Viewed in to, this provides a comprehensive understanding of each
individual's "'role space"
The written role profile is briefly reviewed at the following meeting before
another focal role is analyzed. The accepted role profile constitutes the role
activities for the focal role person. This intervention can be a non threatening
activity with high payoff. Often the mutual demands, expectations, and
obligations of interdependent team members have never been publicly
examined
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Unit-4
Grid Organization Development
Perhaps the most thoroughgoing and systematic organization development
programme is that described by Robert R. Blake and Jane S. Mouton, Grid
Organization Development (1969).
It aims at individuals, groups and the organisation as a whole.
Objectives
i. To study the organisation as an interactive system and apply techniques of
analysis in diagnosing its problems.
ii. To understand the importance and rationale of systematic change.
iii. To evaluate the styles of leadership and techniques of participation to
produce desirable results.
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Process
Managerial Grid
Teamwork Development
Inter-group Development
Developing Ideal Strategic Corporate Model
Implementing the Ideal Strategic Model
Systematic Critique
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Unit-4
Self-Managed Work Teams
One of the important interventions or application of Sociotechnical approach
is self-managed work teams also known as self-directed or high performance
work teams. Self-managed teams are generally responsible for a complete
product or service or a major part of a larger production process.
They control their members work behaviour and make decisions about task
assignments and work methods. Generally, the team sets its own production
goals based on organizational goals and responsible for services like
maintenance, purchasing and quality control.
Team members are encouraged to learn many jobs within the team’s control
and frequently paid on basis of knowledge and skills rather than seniority.
Companies like Boeing and General Electric are using self-managed work
teams.
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Unit-4
Model of Self-Managed Work Teams
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Unit-5
Structural Intervention:
This refers to invention or change efforts aimed at improving organization
effectiveness through changes in the task and structural and
technological subsystems.
This class of interventions includes changes in the division of overall work
of the organization into units, reporting relationships, work flow and
procedures, and role definitions, methods of control, and spatial
arrangements of equipment and people, etc
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Unit-5
Quality Work Life
According to Harrison
“QWL is the degree to which work in an organisation contributes to
material and psychological well-being of its members.QWL influences
the productivity of the employees. Researchers have proved that good
QWL leads to psychologically and physically healthier employees with
positive feelings.
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Unit-5
Principles of QWL
According to N.Q.Herrick and M.Maccoby there are four basic principles, which will
humanise work and improve the QWL:
1. The Principle of Security: Quality of work cannot be improved until employees
are relieved of the anxiety, fear and loss of future employment. The working
conditions must be safe and fear of economic want should be eliminated. Job
security and safety against occupational hazards is an essential precondition of
humanisation of work.
2. The Principle of Equity: There should be a direct and positive relation between
effort and reward. All types of discrimination between people doing similar work
and with same level of performance must be eliminated. Equity also requires
sharing the profits of the organisation.
3. The Principle of individualism: Employees differ in terms of their attitudes,
skills,potetials etc. Therefore, every individual should be provided the opportunities
for development of his personality and potential. Humanisation of work requires
that employees are able to decide their own pace of activities and design of work
operations.
4. The Principle of Democracy: This means greater authority and responsibility to
employees. Meaningful participation in decision making process improves the
quality of work life.
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Unit-5
Techniques for Improving QWL
The quality of work life movement is of recent origin and has a long way to go.
Individual as well as organised efforts are required to improve the quality of work life for
millions of workers in the country. Some of the techniques used to improve the QWL are
as given below:
1. Flexible Work Schedules: There should be flexibility in the work schedules of the
employees. Alternative work schedules for the employees can be flexi time, staggered
hours, compressed work week etc. Flexi time is a system of flexible working hours,
staggered hours schedule means that different groups of employees begin and end work
a different intervals. Compressed work week involves longer hours of work per day for
fewer days per week.
2. Job Redesign: Job redesigning or job enrichment improves the quality of the jobs. It
attempts to provide a person with exciting, interesting, stimulating and challenging work.
It helps to satisfy the higher level needs of the employees.
3. Opportunity for Development: Career development is very important for ambitious
and achievement oriented employees. If the employees are provided with opportunities
for their advancement and growth, they will be highly motivated and their commitment
to the organisation will increase.
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Unit-5
4. Autonomous Work Groups: Autonomous work groups are also called self managed
work teams. In such groups the employees are given freedom of decision making. They
are themselves responsible for planning, organising and controlling the activities of
their groups. The groups are also responsible for their success or failures.
5. Employee’s Participation in Management: People in the organisation should be
allowed to participate in the management decisions affecting their lives. Quality circles,
Management by objectives, suggestion system and other forms of employee’s
participation in management help to improve the QWL.
6. Job Security: Employees want stability of employment. Adequate job security
provided to the employees will improve the QWL to a large extent.
7. Equitable Justice: The principle of equitable administrative justice should be applied
in disciplinary actions, grievance procedures, promotions, transfers, work assignments
etc.
Partiality and biasness at any stage can discourage the workers and affect the QWL.
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Unit-5
Nature or Characteristic OR Scope of QWL
1.Compensation
2. Health and Safety
3. Job Security
4. Job Design
5. Social Integration
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Unit-5
Performance Appraisal
Performance appraisal is a feedback system that involves the direct
evaluation of individual or work performance groups by a supervisor,
manger or peers.
The process of performance appraisal involves the following steps:
Select the right people.
Diagnose the current
situation
Establish the system’s
purpose and objectives.
Design the performance
appraisal system. 88

Unit-5
MBO-Definition
MBO is a management practice which aims to increase organizational
performance by aligning goals and subordinate objectives throughout
the organization.In other words, MBO involves focusing more on results
rather than the activities involve
Management by objectives, also known as management by planning,
was first popularized by Peter Drucker
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Unit-5
Characteristics/Features
i. MBO is a philosophy or a way of thinking about the management.
ii. MBO is an approach to management with objective orientation as its essence. Approach
refers to various tools or techniques used in order to achieve the objective.
iii. MBO lays emphasis upon objectives. Whereas the various techniques of management
help in measurement of results in resources, MBO is also concerned with determining
what these results and resources should be.
iv. MBO is characterized by the participation of concerned managers in objective setting
and performance reviews. Therefore, each manager takes active part in setting objectives
for himself and also in evaluating his performance about how he is performing.
v. MBO is periodic review of performance at each level. The performance is reviewed
regularly, normally once a year.
vi. MBO has a thrust achieved on the objectives. Therefore it provides guidelines for
appropriate systems and procedures. Resources allocation, delegation of authority etc. are
determined on the basis of objectives. Similarly, reward and punishment system is attached
with the achievement of objectives.
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Unit-5
i. Setting of Organizational Purpose and Objectives
The first basic step in MBO is the definition of organizational purpose
and objectives. Following questions provides the guidelines for the
statement of purpose:
Why does the organization exist?
What business are we in?
What should be our business?
This, in interaction with eternal factors, then determines the long-range
strategic objective. Usually, the objective setting starts at the top level of
the organization and moves downward to the lowest managerial level.
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Unit-5
ii. Key Result Area
Organizational objectives and planning premises together provide the basis for the
identification of key result areas (KRAs). KRAs also indicate the present state of an
organization’s health and the top management perspective for the future.
Examples of KRAs applicable to most of the business organizations are:
Profitability
Market standing
Innovation
Productivity
Worker performance
Public responsibility
These areas are not same for every organization. They di􀃠 er from organization to
organization, depending upon various internal and external environmental factors.
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Unit-5
iii. Setting Subordinate’s Objectives
After the general objectives are set and communicated to the concerned managers,
the superiors may proceed to work with subordinates in setting their objectives..
The process of objective setting begins with superior’s proposed recommendations
for his subordinate’s objectives. In turn, the subordinate states his own objectives
as perceived by him. Thereafter, the objectives for the subordinate are set by the
mutual negotiation between superior and subordinate.
iv. Matching resources with objectives
For the success in MBO objectives should be carefully matched with the available
resources, when set objectives indicate that they can be achieved with the existing
or planned resources. Availability of resources is an important factor in objective
setting because it ensures proper application of resources to achieve the
objectives. Superior/s role is important in matching objectives with resources. He
has to see the need and economy of allocating resources. Such allocation should be
done in consultation with the subordinates.
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v. Appraisal
Objectives serve as the standard for measuring the performance of subordinate. The
superior is to see whether the subordinate is heading towards achieving the objectives and
if not what are the problems and how these problems may be overcome. The main
purpose of appraisal is to find out the shortcomings in the working and then to remove
them promptly. It ensures that everything goes according to the plan.
vi. Recycling
Though the last step in the MBO process appraisal is used as an input for recycling
objectives and other actions, objectives are neither set at the top and communicated to
the bottom nor are they set at the bottom and communicated upward. It is a joint process
through interaction between superior and subordinates. Hence, what happens at one level
may happen at other level also and may affect the whole organization.
Conclusion
The three aspects involved in the process are: objective setting, action planning and
performance review. Each of these aspects serves as the basis for next aspect. This cycle
and recycle goes on as a continuous process.
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Unit-5
Physical Settings & OD
Many OD consultants have long given considerable
attention to the physical arrangements for team-
building sessions, and Steele reinforces this
approach by urging facilitators to include the
dimension of physical arrangements in their
"process consultation" interventions.
Steele describes a rating process he uses to
examine things such as desks, lights, or machines,
patterns of elements such as the arrangement of
chairs, and sociological factors such as norms about
the use of physic settings.
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Unit-5
Steele, states that physical settings are an important part of organization
culture that work groups should learn to diagnose and manage, and
about which top management needs input in designing plants and
buildings.
Steele cities many instances in which physical settings were found to
interfere with effective group and organizational functioning
Example: An executive group wanting to rearrange an office setting to
increase interaction and rapport, but locked into status considerations
relative to the larger and corner offices.
A factory management encouraging group decision making, yet providing
no space for more than six people to meet at one time.
Classroom and lecture hall arrangements in universities reinforcing
teacher-dominated and lowpeer-interaction climate
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Unit-5
TRENDS WITHIN ORGANISATION DEVELOPMENT
I) Traditional ii) Pragmatic iii)Academic
i) Traditional
Return to original humanistic values
Increasing focus on relevant practice
ii) Pragmatic
Emphasize value of effectiveness
Increase focus on relevant practice
iii) Academic or Scholarly
Emphasize value of understanding, prediction and control
Search of variable that explain change and effectiveness
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Unit-5
TRENDS IN THE CONTEXT OF ORGANISATIONAL
DEVELOPMENT
I) ECONOMY II) Workforce III) Technology IV)Organisation
I) ECONOMY
More Concerned with cultural diversity
More concentrated wealth
More concerned ecologically
II) Workforce
Increasingly diverse
Increasingly Educated
Increasingly contingent
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Unit-5
III) Technology
More E-Commerce
Faster organisational processes
More Productivity
IV) Organisations
More Networked
More Knowledge, learning and innovative
based
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Organisation Development and Change Management

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