Professional Documents
Culture Documents
OD Course Outline
A. Course Objectives
1. Diagnose, Design, Implement & Evaluate OD
2. To build a framework from unique practises
3. Familiarise participants with skills & attitude
B. Required
1. OD & Change – Cummings, Thomas G
2. Adizes, Managing Corporate Life Cycles
3. Biedenbach, Challenge of Org Change in HC Industries
4. Craft C, Diagonising Organization with Impact
5. Thompson, Organizations in Action
C. Course Curriculum
Topics
Various Articles,
1. General introduction
books
Chapter Part-3&
6. Investigation / cases - designing interventions
Part- 4
Chapter Part-5&
7. Investigation / cases - designing interventions
Part- 6
Blendenbach &
10. Change Models
Soderholm
E. Assesment
a. Exam – 40%
b. Review – 30%
c. Interview – 30%
F. Classroom Discussions
f. Laboratory training – ISAPS, Sumedha etc.
g. Socio-technical systems – how individuals are connected through technology (eg. TPS, self-
learning teams etc.)
h. Culture systems – Edgar Schien, CVF, Ralph Stacy
i. Appreciative inquiry – anti-thesis to action research. Talks about system and look at +ves and
work around (Selgiman’s work)
j. Different kinds of interventions – Human process interventions (eg. Coaching, TA, neuro-
linguistic program, leadership, decision making), Techno-structural interventions, Human
resources interventions, Strategic interventions
k. Thompson’s model – Assembly line, mediating technology, intensive technology (uncertainty is
high)
l. Adizes model
m. Diagnostic model – Weisboard Six Box Model (look at people, structure, process,
communication)
n. Change models – Kurt Lewin, John Kotter, Galbraith Model (for Matrix org.)
1. Action Research Model
2. Laboratory training
Laboratory training / T-group—a small, unstructured group in which participants learn from their
own interactions and evolving group processes about such issues as interpersonal relations, personal
growth, leadership, and group dynamics.
Objectives of T-Groups
1) Increased understanding about one’s own behavior
2) Increased understanding about the behavior of others
3) Better understanding of group process
4) Increased interpersonal diagnostic skills
5) Increased ability to transform learning into action
6) Improvement in the ability to analyse one’s own behaviour
3. Socio-technical systems
Culture Formation
Culture
Human need for
stability,
consistency &
meaning
Stability of membership
Shared Learning
Appreciative inquiry attempts to use ways of asking questions and envisioning the future in order to
foster positive relationships and build on the present potential of a given person, organization or
situation.
4D – Framework of AI
DISCOVER: The identification of organizational processes that work well.
DREAM: The envisioning of processes that would work well in the future.
DESIGN: Planning and prioritizing processes that would work well.
DESTINY (or DEPLOY): The implementation (execution) of the proposed design.
The aim is to build – or rebuild – organizations around what works, rather than trying to fix what
doesn't. AI practitioners try to convey this approach as the opposite of problem solving.
{Class:- Appreciative Inquiry – AI
4-D Framework
a. Discover- Current reality
b. Dream – Where to go- expected goal
c. Design -
d. Deployed- How do we impact }
6. OD Intervention
6. Different kinds of interventions – Human process interventions (eg. Coaching, TA, neuro-linguistic
program, leadership, decision making), Techno-structural interventions, Human resources
interventions, Strategic interventions
The following interventions deal with interpersonal relationships and group dynamics.
T Groups: The basic T Group brings ten to fifteen strangers together with a
professional trainer to examine the social dynamics that emerge from their interactions.
Process Consultation: This intervention focuses on interpersonal relations and
social dynamics occurring in work groups.
Third Party Interventions: This change method is a form of process consultation
aimed at dysfunctional interpersonal relations in organizations.
Team Building: This intervention helps work groups become more effective in
accomplishing tasks.
The following Interventions deal with human processes that are more system wide than
individualistic or small-group oriented.
These interventions deal with an organization’s technology (for examples its task methods and job
design) and structure (for example, division of labor and hierarchy).
These interventions are rooted in the disciplines of engineering, sociology, and psychology and in
the applied fields of socio-technical systems and organization design. Practitioners place emphasis
both on productivity and human fulfillment.
Structural Design: This change process concerns the organization’s division of labour
– how to specialize task performances. Diagnostic guidelines exist to determine which
structure is appropriate for particular organizational environments, technologies, and
conditions.
Downsizing: This intervention reduces costs and bureaucracy by decreasing the size
of the organization through personnel layoffs, organization redesign, and outsourcing.
Re-engineering: This recent intervention radically redesigns the organization’s core
work processes to create tighter linkage and coordination among the different tasks
Parallel Structures
High-involvement Organizations (HIO’s)
Total Quality Management
Work design: This refers to OD interventions aimed at creating jobs, and work groups
that generate high levels of employee fulfilment and productivity.
4. Strategic Interventions
These interventions link the internal functioning of the organization to the larger environment and
transform the organization to keep pace with changing conditions.
Integrated Strategic Change: It argues that business strategies and organizational
systems must be changed together in response to external and internal disruptions. A
strategic change plan helps members manage the transition between a current strategy
and organization design and the desired future strategic orientation.
Trans organization development: This intervention helps organizations to enter into
alliances, partnerships and joint ventures to perform tasks or solve problems that are
too complex for single organizations to resolve
Merger and Acquisition Integration: This intervention describes how
OD practitioners can assist two or more organizations to form a new entity.
Culture Change: This intervention helps organizations to develop
cultures (behaviours, values, beliefs and norms) appropriate to their strategies
and environments.
Self-designing organizations: This change program helps organizations gain
the capacity to alter themselves fundamentally. It is a highly participative
process, involving multiple stakeholders in setting strategic directions and designing
and implementing appropriate structures and processes.
Organization learning and knowledge management.
5. G
6. g
7. Thompson Model
/They do not know each other, but the bank’s success depends on attracting both. Thompson’s third
category – intensive technology – represents a customized response to a diverse set of contingencies.
The exact response depends on the nature of the problem and the variety of problems, which cannot
be predicted accurately (see Figure 2(C)). This includes technologies dominant in hospitals,
universities, research labs
Box of relationships is the way in which people interact with technology in their work.
Rewards are the intrinsic and extrinsic rewards people associate with their work.
The leadership box refers to typical leadership tasks, including the balance between
the other boxes.
Finally, the helping mechanisms are the planning, controlling, budgeting, and
information systems that serve to meet organizational goals.
• The external environment is also depicted in Weisbord’s model, although it is not represented as
a “box”
• Weisbord identifies as inputs the money, people, ideas, and machinery which are used to fulfill
the organization’s mission. The outputs are products and services.
Two Premises
Two premises which are not apparent in Weisbord’s model are crucial to understanding the boxes
in the model.
A. The first premise refers to formal versus informal systems. Formal systems are those
policies and procedures the organization claims to do. In contrast, informal systems are
those behaviors which actually occur. The bigger the gap between the formal and informal
systems within the organization, the less effective the organization is.
B. The second premise concerns the fit between the organization and the environment, that
is, the discrepancy between the existing organization and the way the organization should
function to meet external demands. Weisbord defines external demands or pressures as
customers, government, and unions.
10. Change models – Kurt Lewin, John Kotter, Galbraith Model (for Matrix org.)
Lewin’s Change Model
-Lewin Conceived of change as modification of those forces keeping a system’s behavior stable.
The Unfreezing, moving , Refreezing Model is an early 3 stage approach that was proposed by Kurt
Lewin.
The Model Mentioned three stages in changing an organisation .
a. Unfreezing:- This step usually involves reducing those forces maintaining the
organization’s behavior at its present level. Unfreezing is sometimes accomplished
through a process of “psychological disconfirmation.” By introducing information that
shows discrepancies between behaviors desired by organization members and those
behaviors currently exhibited, members can be motivated to engage in change
activities.
b. Moving:- This step shifts the behavior of the organization, department, or individual
to a new level. It involves intervening in the system to develop new behaviors, values,
and attitudes through changes in organizational structures and processes.
c. Refreezing:- This step stabilizes the organization at a new state of equilibrium. It is
frequently accomplished through the use of supporting mechanisms that reinforce the
new organizational state, such as organizational culture, rewards, and structures.
Additionals
2. Galbraith Model
The organization design framework portrayed in Figure is called the “Star Model.” In the Star Model,
design policies fall into five categories.
The first is strategy, which determines direction. The second is structure, which determines the
location of decision-making power. The third is processes, which have to do with the flow of
information; they are the means of responding to information technologies. The fourth is rewards and
reward systems, which influence the motivation of people to perform and address organizational
goals. The fifth category of the model is made up of policies relating to people (human resource
policies), which influence and frequently define the employees’ mind-sets and skills.
A process of empowering others or a process that enables learning & development to occur and thus
performance to improve.
Mentor
Someone who has experience you are experiencing, Always gives advice
Lots of Juniors needs Mentoring
Coach
Have never experience or will never tell that he/she have experienced Lots of seniors needs coaching
pertinent information, analyse it, and draw conclusions for action planning and intervention.
A. Financial Needs
When organization fails in its purpose
Organization transition
Business growth
Merger & acquisition
EnvironmentBusiness Environment
Conflict R&D
Industrial Relations
Obstacle
B. Non- financial Needs
Soft
Leadership
Design
Turnover
Artifacts
Anthropological Tools to be used in Organizational Diagnosis
Artification
Listening
Observing Asumption
Interpreting text
Textual analysis
Systems Theory
Properties of Systems
Boundaries
Feedback
Equifinality
Alignment
Organization Level diagnosis
Organization-Level Inputs
• General Environment
• Industry Structure
– External forces (task environment) that can directly affect the organization
– Customers, suppliers, substitute products, new entrants, and rivalry among competitors
• Strategy the way an organization uses its resources (human, economic, or technical) to gain and sustain a
competitive advantage
• Technology the way an organization converts inputs into products and services
• Human Resource Systems the mechanisms for selecting, developing, appraising, and rewarding organization
members
• Measurement Systems methods of gathering, assessing, and disseminating information on the activities of
groups and individuals in organizations
Group-Level Diagnosis
• members
Group-level Outputs
• Member Satisfaction
Individual-Level Diagnosis
• Skill Variety The range of activities and abilities required for task completion
Individual-level Outputs
• Absenteeism
5. Change
What is change -
Greiners curve
Kurl Lewins change Model
William bridge
It is a descriptive framework that can be used to understand why certain management styles, organizational
structures & coordination mechanisms work, and why some don’t work at certain phases in the development
of an organization.
1. Growth through creativity Start-up company, entrepreneurial, informal communication, hard work
and low earnings. Ending by a leadership crisis.
2. Growth through direction sustained growth, functional organization structure, accounting, capital
management, incentives, budgets, standardized processes. Ending by an autonomy crisis.
3. Growth through Delegation Decentralized organizational structure, operational and market level
responsibility, profit centers, financial incentives, decision making is based on periodic reviews, top
management acts by exception, formal communication. Ending by a control crisis.
4. Growth through Co-ordination & monitoring formation of product groups, through review of
formal panning, centralization of functions, corporate staff oversees, coordination, corporate capital
expenditures, accountability for ROI at product group level, motivation through lower-level profit
sharing. Ending by a red tape crisis.
5. Growth through collaboration new evolutionary path, team action for problem solving, cross
functional task teams, decentralized support staff, matrix organization, simplified control mechanism,
team behaviour education programs, advanced information systems, team incentives. Ending by an
internal growth crisis.