OD process - Operational components of OD - Organizational Change and Development - Manu Melwin Joy
- 1. OD Process Operational Components of OD
- 2. Prepared By Kindly restrict the use of slides for personal purpose. Please seek permission to reproduce the same in public forms and presentations. Manu Melwin Joy Assistant Professor Ilahia School of Management Studies Kerala, India. Phone – 9744551114 Mail – manu_melwinjoy@yahoo.com
- 5. The Diagnostic Phase • The Diagnostic Phase Involves • Client's top management to recognize the problems and have awareness of the need for change in the organisation. • The engagement of change agent or consultant by client organisation. • Diagnosis in OD is a collaborative process which involves the client system and consultant's joint collection and analysis of data.
- 6. The Diagnostic Phase • Emphasis is on continuous and participative diagnosis. • OD consultant may make use of tools such as questionnaire (survey) and interview schedules (consultation meetings). • In brief, OD diagnosis attempts to analyze the current stale of the organisation in terms of various structures, systems and process in order to identify actual and potential strengths and weaknesses.
- 7. Acton Plan/Strategy Development • Sharing of joint diagnosis of problems by the consultant and client team to the top management in an OD workshop. • In this workshop top management jointly develops action plans and strategies In the form of interventions (e.g. team-building and OD grid, etc.) to bring about changes or improvement.
- 8. Action and Stabilization Phase • Implementation of action plans—changes through intervention. • Long drawn series of actions that may last several months such as grid OD intervention of Blake and Mouton.
- 9. Action and Stabilization Phase • This phase of interventions of OD process takes place under conditions of unfrozenness, mobilizing efforts which is necessary for changes to have an impact. • Allowing changes to stabilize and to permeate the culture of the organisation. To ensure that the positive clement of change programme are diffused to other parts of the organisation.
- 10. Feedback of Changes. Evaluation and Making Modification Phase • This phase consists of monitoring and reviewing the progress of the actions by collecting feedback about the changes introduced. • Making modification in case need arise. Mid-course corrections. • In case some new problems are revealed in the collection of data (survey/consultation process) another phase is commenced.
- 11. Feedback of Changes. Evaluation and Making Modification Phase • In the event of achievement complete success, it has to be ensured client team is competent enough to maintain the changed system without the support of the consultant, as there is tendency among organizations to revert to their original states. Consultant can thus withdraw. • In nutshell, OD practitioners, both internal and external consultants may counsel decision makers on an individual basis, work to improve working relationships among the members of working group or team.
- 12. Conditions for managing change through OD process • Management and all those involved must have high and visible commitment to the effort. • People who are involved need to have advance information that enables them to know what is to happen and what they are to do. • The effort (especially the evaluation and reward systems) must be connected to other parts of the organisation. • The effort needs to be directed by line managers and assisted by a change agent if necessary.
- 13. Conditions for managing change through OD process • The effort must be based on good diagnosis and must be consistent with the conditions in the organisation. • Management must remain committed to the effort throughout all its steps, from diagnosis's through implementation and evaluation. • Evaluation is essential and must consist of more than asking people how they felt about the effort. • People must see clearly the relationship between the alfort and the organisation's mission goals.