Organizational Development PDF

GROUP 2 THE CHALLENGES OF CHANGE FOR ORGANIZATIONS FUTURE SHOCK OF CHANGE Downsizing Alvin Toffler, in Future Sho...

GROUP 2 THE CHALLENGES OF CHANGE FOR ORGANIZATIONS FUTURE SHOCK OF CHANGE Downsizing Alvin Toffler, in Future Shock suggested: Reengineering Most people are utterly unprepared to cope with accelerated rate of change. Flattening structures Future shock is a time phenomenon, a product of a greatly accelerated rate of change in society. Going global Too much change in too short a time affects managers and organizations as well. Initiating more sophisticated technologies When change occurs rapidly, the capacity of management to react is strained, creating the danger of future shock RENEWAL- Organizational renewal requires that top managers make adaptive changes to the environment. Manager must analyze the organization, its departmental system interrelationships, and the possible effects on ORGANIZATION TRANSFORMATION AND DEVELOPMENT the internal environment Organization transformation and organizational development are both approaches to managing SIX AREAS OF ORGANIZATIONAL DEVELOPMENT change in organization. Organization transformation may be defined as the action of changing an organization's form, shape, Organizational renewal or appearance, or changing the organization's energy from one to another. The system approach The sociotechnical system OD: THE PLANNED CHANGE PROCESS Future shock OD, or planned organizational change, is deliberate attempt to modify the functioning of the total Organizational transformation and development organization or one of its major parts in order to bring about improved effectiveness. Organizational development and planned change. INDIVIDUAL EFFECTIVENESS ORGANIZATIONAL RENEWAL: ADAPTING TO CHANGE- Organizational renewal may be defined as an ongoing process of building innovation and adaptation into the organization. Entropy is principle of physics stating that Organization is made of of individual members, and each members has unique values, belief, and everything that is organized will break down unless it is maintained. motivation. THE SYSTEM APPROACH: FINDING NEW WAYS TO WORK TOGETHER- The system approach to managing TEAM EFFECTIVENESS change views the organization as a unified system composed of interrelated units. Managers look at the organization as a part of a larger external environment. Change efforts may also focus on the fundamental unit of an organization, team or work group, as means for improving the organization's effectiveness. These activities are designed to improve work teams ORGANIZATION EFFECTIVENESS OD change efforts is the organizational system. The total organization may be examined by use of climate survey. Planned change programs are then designed to deal with the specific problems areas identified in the survey ALVIN TOFFLER (October 4, 1928 June 27, 2016) was an American writer, futurist, and businessman known for his works discussing modern technologies, including the digital revolution and the communication revolution, with emphasis on their effects on cultures worldwide. Group 5 The Diagnostic Process in Organizational Development Implementation of Data Collection The implementation of data collection involves putting the plan into action, gathering the necessary data, and ensuring the process runs smoothly. This includes: Diagnosing Problem Areas - Training and Supervision: If data collectors are involved, they should be properly trained on the The initial step in the diagnostic process involves identifying the specific problem areas that require data collection methods, instruments, and procedures. attention. This requires a comprehensive assessment of the situation, gathering information from diverse sources, and analyzing the symptoms or indicators of the problem. - Data Entry and Management: Once data is collected, it needs to be entered into a database or spreadsheet for analysis. Identifying Symptoms: This involves recognizing the signs and effects of the problem, which can be observed through data analysis, customer feedback, or expert opinions. - Monitoring and Evaluation: The data collection process should be monitored regularly to identify any challenges or issues. Analyzing the Context: Understanding the environment surrounding the problem is crucial for accurate diagnosis. This involves considering factors such as industry trends, competitive landscape, Diagnostic Models internal organizational structure, and resource availability. Diagnostic models are frameworks or tools used to structure the diagnostic process and facilitate the Defining the Scope: Clearly defining the boundaries of the problem is essential to avoid analysis of data. unnecessary investigations and ensure focus on the most relevant aspects - Analytical Models: These models focus on thorough analysis of the problem, examining key areas What is Diagnosis? such as departmental structure, time orientation, interpersonal orientation, and goal orientation. Diagnosis is the process of identifying the nature and cause of a problem or phenomenon. It involves - Force-Field Analysis: This model views the organization as a balance of forces driving change and analyzing available information, applying relevant knowledge, and drawing conclusions based on the those resisting change. evidence. - Congruence Model: This model emphasizes the alignment between various organizational The Data Collection Process elements, such as strategy, structure, processes, people, and culture. Data collection is a crucial step in the diagnostic process, as it provides the information needed to Red flags in diagnosis: analyze the problem and formulate solutions. 1. Confidentiality of data - Data Sources: Data can be collected from various sources, including internal records, customer 2. Over diagnosis surveys, market research reports, industry benchmarks, and expert interviews. 3. Crisis diagnosis 4. Threatening and overwhelming diagnosis Types of Data Sources 5. Practitioner’s favorite diagnosis 1. Internal Data Sources: These are sources of information that originate within an organization 6. Diagnosis of symptoms not problem itself. Topic 6: Overcoming Resistance to Change 2. External Data Sources: These are sources of information that come from outside an organization. Change - refers to the process of making something different from its current state. In the context of - Data Collection Methods: Common data collection methods include surveys, interviews, focus organizations, it can mean adjusting strategies, structures, processes, or behaviors to respond to new groups, observations, experiments, and document analysis. circumstances or to improve performance. - Data Quality: Ensuring data accuracy, reliability, and validity is essential for drawing meaningful Reinvention - is a more profound and comprehensive form of change, where something is not just altered but conclusions. completely reimagined or recreated. In an organizational context, reinvention involves redefining the core identity, mission, or way of operating. Change in organization 8. Institutionalizing New Approaches Strategic Change: When a company changes its strategy, it might shift its goals, target new markets, or adjust A Change Model its approach to competition. Change management models are concepts, theories, and methodologies that provide an in-depth approach to Structural Change: This involves altering the organizational structure, such as changing the hierarchy, merging organizational change. They guide businesses as they navigate the transformational change process and ensure departments, or creating new roles. that these changes are accepted, adopted, and correctly used. Reinvent in Organization 1. Lewin’s Change Management Model Lewin’s 3-Stage Model of Change, developed by Kurt Lewin who is also credited with the theory Business Model Reinvention: A company might completely change its business model. behind force field analysis, is popular thanks to its three-phase model that breaks down big changes Product or Service Reinvention: Companies often reinvent their products or services to stay competitive. into more manageable chunks: Unfreeze The Life Cycle of Resistance to Change Change Refreeze 1. Introduce the Change 2. McKinsey 7-S Model This is the initial phase where the change is announced to employees. The 7 S’s of the McKinsey 7-S Model make it one of the more complex models, but that complexity may be necessary when implementing complicated organization-wide changes. The model’s seven 2. Forces of Change Emerge elements are not designed to be addressed in a specific order but rather assessed by how they affect each other so that weaknesses can be identified: As the change process begins, various forces both supportive and opposing start to emerge. Strategy, Structure , Systems, Shared Values, Style , Staff, Skills 3. Direct Conflict Happens in an Organization Driving forces toward acceptance of change program This phase involves open resistance and conflict. Employees may openly oppose the change, leading to disputes, decreased morale, and disruption of workflow. Leadership Support Competitive Pressure 4. Residual Resistance Appears in the Organization Technological Advancements Employee Involvement This residual resistance can manifest as lingering dissatisfaction, reluctance to fully embrace new practices, or Customer Expectations slow adoption. Restraining Forces Blocking Implementation of Change Programs 5. Establish the Change Employee Resistance In this final phase, the change becomes embedded in the organization's culture and operations. Employees Lack of Resources accept and integrate the change into their routines, and the new way of working becomes the norm. Poor Communication Leading change Organizational Culture Unclear Vision or Goals Eight Steps to Transforming Your Organization Strategies to Lessen Resistance 1. Establishing a Sense of Urgency 2. Forming a Powerful Guiding Coalition 1. Listen to Employee Concerns 3. Creating a vision 2. Define and Communicate Reasons for Change 4. Communicating the Vision 3. Build Excitement 5. Empowering Others to Act on the Vision 4. Prioritize Employees 6. Planning for and Creating Short-Term Wins 5. Delegate Change 7. Consolidating Improvements and Producing Still More Change 6. Leverage Data  7. Implement Change in Phases WHAT IS AN OD INTERVENTION? GROUP 7: PROCESS INTERVENTION SKILLS - a set of sequenced, planned actions or events intended to help an organization to increase its effectiveness. Purposely disrupt the status quo; They are deliberate attempts to change an NEW PARADIGM IN ORGANIZATIONS organization or sub-unit toward a different and more effective state. Change occurring in leadership styles because of importance of teams. ORGANIZATIONAL CHANGE Organizations relying more on team approach. Managers will need new skills. Starting point for setting change program is definition of total change strategy. Understanding group and team behavior is needed. PROCESS INTERVENTION THREE BASIC APPROACHES TO ORGANIZATION CHANGE Process interventions are organizational development efforts that enhance a work group or team to perform 1. STRUCTURAL APPROACH TO CHANGE effectively. Process intervention aims to help a group or team be more conscious of its processes and how it operates, and uses the gathered knowledge to solve any challenges. Changes that relate elements of organization to one another. Includes removing or adding GROUP PROCESS layers to hierarchy. Process interventions concentrate on how groups and individuals within those groups behave. Process interventions help the work group solve its own problems by making it aware of its process. Downsizing associated with restructuring. Changes can involve decentralization and Process is the HOW of the group centralization. GROUP PROCESS INTERVENTION 2. TECHNICAL APPROACH TO CHANGE 1. Communication - Changes in machinery, methods, automation, and job design. 2. Leadership and Authority 3. BEHAVIORAL APPROACH TO CHANGE 3. Members Roles and Function - Emphasizes better utilization of human resources by improving Morale, Motivation and 4. Group Norms and Growth Commitment of members. 5. Problem Solving and Decision Making INTEGRATION STRATEGIES FOR CHANGE - Refer to the methodical approach of combining Various elements within an organization to TYPES OF PROCESS INTERVENTION Effectively implement and manage change an Involves aligning different aspects of the 1. CLARIFICATION- Resolution of any misunderstanding or perceptions among the group members. business, Such as structure, technology, and behavior, to Create a cohesive and efficient 2. SYNTHESIZE AND GENERALIZE- These are organizational development intervention techniques that change process. enhance work group cohesion. 3. LISTEN AND REFLECT- The listening process involves using eyes and ears to read an individual’s body STREAM ANALYSIS language rather than the actual word. - Used to visualize, analyze, and manage complex Change processes and particularly effective 4. MODELING- Modeling enhances process improvement by adopting audio, visuals, and kinetics to enable for Identifying problems, tracking corrective actions, And understanding the individuals or work groups to understand and practice what they have learned. interconnectedness of Issues within an organization. 5. OBSERVATION AND FEEDBACK- Observing a group and providing beneficial and appropriate feedback is essential when working to streamline process improvement to enhance organizational development. SELECTING AN OD INTERVENTION RESULT OF PROCESS INTERVENTION Process interventions skills can be helpful to managers in dealing with subordinates and peers. Practitioner and client consider: Process interventions are methods useful in relating to people where organization members can learn Potential results of technique. to solve their own problems. Potential implementation of technique Including costs versus benefit. The core skills of OD interveners certainly lies in “process observation” – the focus on what is going on Potential acceptance of technique between individuals and groups, for the purpose of helping people understand and cope with those OVERVIEW OF MAJOR OD INTERVENTION TECHNIQUES - Intervention techniques focus on 4 categories: dynamics. 1. Individual or interpersonal level. GROUP 8: OD INTERVENTION STRATEGIES 2. Team or group level. 3. Intergroup level. 4. Total organizational system level.