Professional Documents
Culture Documents
Inputs Outputs
Informal
Organization
Organization
Environment Formal Group
Resources Task
Organization Individual
History arrangement
Individual
Purpose
What business
are we in
Structure
Relationships How do we
Do we manage Leadership divide up the
conflict among work
Does some
people with
one keep
technologies
boxes in
balance Rewards
Helpful Mechanisms Do all needed
Have we adequate tasks have
coordinating incentives
technologies
Factors affecting the organizational work setting: Poras & Robertson
Environment
Vision
Organizational
Arrangement Physical Setting Technology
Social Factors
Tools, equipment
Culture . and machinery
.Goals Space
Management
Strategies . configuration Information
style technology, job
Structure Physical
interaction design, work flow
.Policies . ambience
process Technical expertise,
Reward Interior
Informal Technical systems
systems design
networks
Environment
Vision
W. Organizing W
S W Mechanism S
Physical Technology
S
Settings
Social
Factors
Individual
Cognitions W
W
On-the-Job S
S
Behavior
Organizational Individual
Performance Development
What is Organizational Development
A system wide application of of behavioral science
knowledge to the planned development and
reinforcement of organizational strategies, structures,
and processes for improving an organizations
effectiveness
1. OD applies to an entire system, such as company,
department or work group. This contrast with
approaches that emphasize only few aspects of the
system like management information system and
individual employee counseling
2. OD is based on behavioral science knowledge and
practice including micro concepts like leadership, group
dynamics, work design and macro approaches such as
strategy, organization structure, and organization and
environment relations
What is Organizational Development
3. Where as OD is concerned with planned change, it is not
in rigid. OD is more adaptive strategy for for planning
and implementing change. It involves planning to
diagnose and solve organizational problems, but such
plans are flexible and often revised as new information
is gathered about how the change program is progressing
4. OD involves both the creation and subsequent
reinforcement of the change. Involves both attention to
implementing a change program to longer term concern
for stabilizing and institutionalizing change within the
organization
5. OD encompasses strategy, structure, and process change
6. OD is oriented to improving organizational
effectiveness: an effective organization is able to solve
its own problem. OD helps organizational members to
gain the skills and knowledge to do this problem solving
Why Study Organizational Development
Perceived as an outsider
Phases Of Development
Planned Change versus unplanned
Change
Planned Change:
A conscious decision to change the way an organization
functions or in some cases,the function of the organization
The impetus for planned change comes from deliberate and
careful decision making within the organization. Planned
change unfolds as part of a coherent strategy to alter some
specific parts the organization
Unplanned Change
Involves a reactive response to internal and external
change factors in an attempt to avert a crisis
Involves a short term goals and may not be a part of
completely formulated change efforts. Long term
implications of change actions are given secondary
considerations
Barriers to Change
Personal Barriers:
1. Failure to recognize the need for change
2. Misunderstanding the purpose, process and
outcomes of change
3. Fear of the unknown
4. Fear of economic insecurity and loss of status
5. Threats to existing social relationship
6. Reluctance to give up old work routines and
habits
Barriers to change
Organizational Barriers
1. A reward system that reinforces old ways
of doing things
2. Threats to existing balance of power
3. Inter-group conflict that inhibit
cooperation
4. Incompatibility of change process and
organizational culture
5. Heavy investment in previous decisions
and courses of action
Overcoming Resistance to Change
1. Education and communications:
Commonly used when there is lack of information or inaccurate
information and analysis
Advantage: Once presented , people will often help implement the
change
Disadvantage: Can be very time consuming if many people are
involved
2. Participation and involvement
The initiators do not have all the information they need to
design the change, others have considerable power to resist
Advantage: People who participate will be committed to
implementing change and any relevant information they will be
integrated into change plan
Disadvantage: Time consuming
Overcoming Resistance to change
3. Facilitation and support:
People are resisting because of adjustment problems
Advantages: No other approach works as well as with adjustment problems
Disadvantages: Can be time consuming, expensive
4. Negotiations and agreement:
Some persons or group with considerable power to resist will clearly lose
out in change
Advantage: sometimes it is relatively easy way to avoid major resistance
Disadvantage: Can be too expensive if it alerts to negotiate for compliance
5. Explicit and Implicit Coercion.
Speed is essential, and change initiators posses considerable power
Advantages: It is speedy and can overcome any kind of resistance
Disadvantage: Can be risky, if it leaves people angry with the initiators
Working with Organization Culture
Large
Some Resistance High Resistance
Moderate Chance of Low chances of Success
Impact Success
of
Culture
Low Resistance Some Resistance
High Chance of Success Moderate to high chance
Small of success