Organizational Change and Development - Module 3 - MG University - Manu Melwin Joy
- 1. Organizational Change and Development Module 3 – MG University
- 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
- 3. Contents • Human Process Interventions-T-group, process consultation, third party interventions, team building; organizational confrontation meeting, coaching and mentoring, role focused interventions. • HRM Interventions- Performance Management & HRD.
- 5. What are interventions? • The intervention is the procedure the OD consultant uses, after diagnosing an organizational situation and providing feedback to management, to address an organization problem or positive future.
- 13. T groups • A T-group is a form of group training where participants themselves (typically, between eight and 15 people) learn about themselves (and about small group processes in general) through their interaction with each other. • They use feedback, problem solving, and role play to gain insights into themselves, others, and groups.
- 14. Value clarification • Value clarification consists of "helping people clarify what their lives are for and what is worth working for. • It encourages students to define their own values and to understand others' values.
- 15. Training and development • Training: This activity is both focused upon, and evaluated against, the job that an individual currently holds. • Education: This activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs. • Development: This activity focuses upon the activities that the organization employing the individual, or that the individual is part of, may partake in the future, and is almost impossible to evaluate
- 16. Job design • Job design (also referred to as work design or task design) is the specification of contents, methods and relationship of jobs in order to satisfy technological and organizational requirements as well as the social and personal requirements of the job holder. • Its principles are geared towards how the nature of a person's job affects their attitudes and behavior at work, particularly relating to characteristics such as skill variety and autonomy. • The aim of a job design is to improve job satisfaction, to improve through- put, to improve quality and to reduce employee problems (e.g., grievances, absenteeism).
- 17. Job description • A job description is a list that a person might use for general tasks, or functions, and responsibilities of a position. • It may often include to whom the position reports, specifications such as the qualifications or skills needed by the person in the job, or a salary range. • Job descriptions are usually narrative, but some may instead comprise a simple list of competencies; for instance, strategic Human resource planning methodologies may be used to develop a competency architecture for an organization, from which job descriptions are built as a shortlist of competencies.
- 18. Leadership development • Leadership development refers to any activity that enhances the quality of leadership within an individual or organization. • These activities have ranged from MBA style programs offered at university business schools to action learning, high-ropes courses and executive retreats.
- 19. Coaching • Coaching is training or development in which a person called a "coach" supports a learner in achieving a specific personal or professional goal. The learner is sometimes called a "coachee".
- 20. Conflict Management • Conflict management is the process of limiting the negative aspects of conflict while increasing the positive aspects of conflict. • The aim of conflict management is to enhance learning and group outcomes, including effectiveness or performance in organizational setting. • Properly managed conflict can improve group outcomes.
- 21. Mentoring • Mentorship is a personal developmental relationship in which a more experienced or more knowledgeable person helps to guide a less experienced or less knowledgeable person. • The mentor may be older or younger, but have a certain area of expertise.
- 22. 360 degree feedback • It is feedback that comes from members of an employee's immediate work circle. • Most often, 360-degree feedback will include direct feedback from an employee's subordinates, peers (colleagues), and supervisor(s), as well as a self-evaluation.
- 23. 360 degree feedback • It can also include, in some cases, feedback from external sources, such as customers and suppliers or other interested stakeholders. • It may be contrasted with "upward feedback," where managers are given feedback only by their direct reports, or a "traditional performance appraisal," where the employees are most often reviewed only by their managers.
- 24. Action Learning • Action learning is an approach to solving real problems that involves taking action and reflecting upon the results. • The learning that results helps improve the problem-solving process as well as the solutions the team develops.
- 25. Responsibility charting • describes the participation by various roles in completing tasks or deliverables for a or business processes. • It is especially useful in clarifying roles and responsibilities in cross- functional/ departmental projects and processes
- 27. Dialogue sessions • Dialogue session is a structured conversation designed to explore a topic with the potential for being conflictual, with the desired outcome resulting from a deeper understanding rather than from persuasion. • It is not the goal of a dialogue process to reach a solution or agreement; the dialogue has been successful if members of the group understand each other’s position better.
- 28. Team building • Objectives of team building are – Establish or clarify goals and objectives. – Determine or clarify roles and responsibilities. – Establish or clarify policies and procedures. – Improve personal relations.
- 29. 12-29 Johari Window Unknown to Others Known to Others Known to Self Unknown to Self Hidden Spot Open Window Unknown Window Blind Spot
- 30. 12-30 Unknown to Others Known to Others Known to Self Unknown to Self Open Window Improving Communications Using the Johari Window Reduce Hidden Area through Disclosure to Others Reduce Blind Spot through Feedback from Others
- 31. Team building • Team building does not have a beginning and an ending point. • So long as the team is continuing to meet, the process of building and rebuilding that team will occur. • The critical piece to keep in mind is that team building is not based on artificial activities but emerges from the ongoing work of the team.
- 32. Meeting facilitation • It must be clear why the team is meeting. What do you expect to accomplish? • The right people need to be invited. Are the guests needed to provided their expetise? • The agenda should be developed by inviting all team members to contribute to the agenda. • An estimated time is assigned to each agenda item.
- 33. Fish bowl • A subset of team is selected to sit in a circle, with the rest of the team sitting around this sub group. • The inner circle is assigned roles and outer circle provides feedback.
- 34. Inter-team conflict management • Mirroring can be used to reduce conflict. • Objectives are • To develop better mutual relationship between teams. • To explore the perception team or work groups have of each other. • To develop plans for improving relationships.
- 35. Process Consultation • In process consultation, the consultant observes individuals and groups in action – helping them learn to diagnose and solve their own problems • Often used in conjunction with teambuilding, self- directed work teams, quality circles, and other interpersonal interventions.
- 36. Process consultation – The purpose of process consultation is for an outside consultant to assist a manager, “to perceive, understand, and act upon process events” that might include work flow, informal relationships among unit members, and formal communication channels. – The consultant works with the client in jointly diagnosing what processes need improvement. – By having the client actively participate in both the diagnosis and the development of alternatives, there will be greater understanding of the process and the remedy and less resistance to the action plan chosen.
- 37. Process Consultation: How is it Done? • Consultant observes the communication processes between individuals and workgroups • Interventions used such as listening, probing, questioning, clarifying, reflecting, synthesizing and summarising.
- 38. Third Party Peace Making • Intermediaries (or "third parties") are people, organizations, or nations who enter a conflict to try to help the parties de-escalate or resolve it. • Walton has presented a statement of theory and practice for third-party peace making interventions that is important in its own right and important for its role in organization development.
- 39. WALTON’S MODEL IS BASED ON FOUR ELEMENTS • The conflict issues. • Precipitating circumstances. • Conflict relevant acts. • The consequences of the conflict.
- 40. WALTON’S HAS OUTLINED THE INGREDIENTS OF A PRODUCTIVE CONFRONTATION • Mutual positive motivation. • Balance of power. • Synchronization of confrontation efforts. • Differentiation and integration of different phases of the intervention must be well paced. • Conditions that promote openness should be created. • Reliable communicative signals. • Optimum tension in the situation .
- 41. Strategic Alignment Assessment • According to Semler (2000), any part of an organization must be aligned (Consistent with) the organization itself to be effective. • This call for adjustment in the components of the team that are not in sync with those components in the organization.
- 42. Role analysis technique (RAT) • Role analysis technique (RAT) is used to help employees get a better grasp on their role in an organization. • In the first step of a RAT intervention, people define their perception of their role and contribution to the overall company effort in front of a group of coworkers. • Group members then provide feedback to more clearly define the role.
- 43. Role analysis technique (RAT) • In the second phase, the individual and the group examine ways in which the employee relies on others in the company, and how they define his or her expectations. • RAT interventions help people to reduce role confusion, which can result in either conflict or the perception that some people aren't doing their job. • A popular intervention similar to RAT is responsibility charting, which utilizes a matrix system to assign decision and task responsibilities.
- 45. INTRODUCTION • Comprehensive interventions are those in which the total organization is involved and depth of the cultural change Is addressed. • Phrases like “getting the whole system in the room” are appearing in greater OD practice. • Beckhard’s confrontation meeting and Strategic management activities involving top management, in the case of smaller organizations ,the entire management group like survey feedback is an important and widely used interventions for OD.
- 46. Whole system can be described as- • Managers of all of the functional areas in a business. • Representatives of top management, a cross section of employees from all levels, and supplier and customer representatives. • Directors of all of the social service agencies in a community.
- 47. BECKHARD’S CONFRONTATION MEETING • The confrontation meeting is developed by Richard Beckhard, is a one day meeting of the entire management of an organization, in which they take a reading of their own organizational health. • In a series of activities, the mgt group generates information about its major problems, analyzes the underlying causes, develops action plans to correct the problems, and sets a schedule foe completed remedial work. • This intervention is an important one in OD. It is quick, simple, and reliable way in which to generate data about an organization and to set the action plans.
- 48. Contd… The steps involved in confrontation meeting are as follows: 1. Climate setting (45-60 min). The top manager introduces the session by stating his or her goals for the meeting, citing the necessity for free and open discussion of issues and problems, and making it clear that individuals will not be punished for what they say. 2. Information collecting (1 hour). Small groups of 7-8 members are formed on the basis of heterogeneity of composition that is maximum mixture of people from different functional areas and working situations compose each team. The only rule is that bosses and subordinates cannot be put together on the same team.
- 49. Contd.. 3. Information sharing (1 hour). Reporters from each small group reports the group’s complete findings to the total group, which are placed on newsprint on the walls. The total list of items is characterized usually by the meeting leader, into few major categories that may be based on type of problems (e.g.. Communication problems), type of relationships (e.g.. Troubles with top management), or type of area (e.g. problems with the accounting deptt.)
- 50. Contd.. 4. Priority setting & Goal Action Planning (1 hour and 15 min.). This step typically follows a break during which time the items from the lists are duplicated for distribution to everyone. In a 15 min general session, the meeting leader goes to the list of items. The groups are asked to do three tasks. First they are to identify the problems they think should be the priority issues for top mgt. Second to find the solutions to the problems. Third, they are to determine how they will communicate the results of the confrontation meeting to their subordinates . This activity completes the confrontation meeting for all the managers except for the top mgt. group.
- 51. Contd.. 5. Immediate follow up by top team (1 to 3 hours). The top mgt team meets the rest of the participants have left to plan the first follow-up actions steps and to determine what actions should be taken on the basis of what they have learned during the day. These follow up action plans are communicated to the rest of the mgt group within several days. 6. Progress Review (2 hours). A follow up meeting with the total mgt group is held 4-6 weeks later to the report progress and to review the actions resulting from the confrontation meeting.
- 52. Strategic Management Activities • It is defined as the development and implementation of the organization’s grand design or overall strategy for relating to its current and future environmental demands. • The concept is described by Schendel and Hofers as- It comprises of six major tasks as: i. Goal Formulation- Defining Mission & purpose ii. Environmental analysis- SWOT Analysis iii. Strategy formulation iv. Strategy evaluation v. Strategy implementation vi. Strategic control
- 53. Stream Analysis • Developed by Jerry Porras is a valuable model for thinking about change and for managing change. • It is a system for graphically displaying the problems of an organization, examining the interconnections between the problems, identifying core problems and graphically tracking the corrective actions taken to solve the problems. • Porras categorized organization work in four classes- a) Organizing arrangements- goals, structure, policies etc. b) Social factors- Culture, mgt style, interaction process etc. c) Technology- tools, equipment, job design, technical systems. d) Physical Setting- space configuration, physical ambience, interior design etc.
- 54. Contd.. • A thorough diagnosis of the organization’s problems and barriers to effectiveness is performed via brainstorming sessions, interviews, questionnaires and other methods. • Each problem is categorized in one stream. • The interconnections between the problems are noted. Problems that have many interconnections are identified as core problem. • Action plans are developed to correct the core problems. • In stream analysis, OD programs change the work setting, which leads to organizational improvement.
- 55. Survey Feedback • Collecting data about the system and feeding back the data for individuals and groups at all levels of the organization to analyze, interpret meanings, and design corrective action steps. • These are having two components- the use of Attitude Survey and the use of Feedback workshops. • Survey feedback has been shown to be an effective change technique in OD. • A well designed survey helps organization members to develop valid models of how organizations work and also provide feedback about progress towards goals.
- 56. Survey Feedback
- 57. Steps of Optimal survey • Organization members at the top of the hierarchy are involved in the preliminary planning. • Data are collected from all organizations. • Data are fed back to the top executive team and then down through the hierarchy is functional teams. • Each superior presides at a meeting with their subordinates in which the data are discussed. • Most feedback meetings include a consultant who has helped prepare the superior for the meeting and who serves as a resource person.
- 58. Grid Organizational Development • Designed by Robert R. Blake and Jane S. Mouton. • Six phase program lasting about 3-5 years. • An organization can move systematically from the stage of examining managerial behavior and style to the development and implementation of an ideal strategic corporate model. • It enable individuals and groups to assess their own strengths and weaknesses. • Based on two dimension- a) Concern for people b) Concern for production
- 59. Phases in Grid OD Phase 1: The Managerial Grid- Grid seminar is conducted by the company manager. Attention is given to assessing an individual’s managerial styles; problem solving; and communication skills etc. Phase 2: Teamwork Development- The goal is perfecting teamwork in the organization through analysis of team culture, traditions etc.. Feedback given to each manager about their individual team behavior . Phase 3: Intergroup Development- The goal is to move groups from their ineffective ways towards an ideal model. The phase includes building operational plans for moving the two groups.
- 60. Cont.. • Phase 4: developing an ideal strategic corporate model- the focus shifts to corporate planning. Top management design an ideal strategic corporate model that would define what the corporation would be like. • Phase 5: Implementing the Ideal Strategic Model- the organization implement the model developed in phase 4. Each component appoints a planning team whose job is to examine every phase of the component’s operation . After the planning and assessment steps are completed, conversion of the organization to the ideal condition is implemented. • Phase 6: Systematic Critique- Systematic critiquing, measuring, and evaluating lead to knowledge of what progress has been made, what barriers still exist and must be overcome.
- 61. Large scale change and High Performance systems • When a number of OD and other interventions are combined to create major changes in the total culture of an organization, the term large scale is used. • The creation of high-performance systems, high-performance organizations, high- involvement organizations, or self designing organizations- usually involve a broad array of interventions, and typically extensive member participation and involvement. • Changes in areas as job design and work flow, staffing procedures, training, and compensation are usually combined with such interventions.
- 62. Case study
- 63. Case study • A classic example of how OD can change an organization for the better is the initiative undertaken by General Motors Corp. at its Tarrytown, New York, auto assembly plant in the 1970s. • By the late 1960s, Tarrytown had earned a reputation as one the least productive plants in the company. • Labor relations and quality were at an all-time low, and absenteeism was rampant, when GM finally decided to take action.
- 64. Case study • Realizing the seriousness of the situation, plant managers tried something new— they sought direct input from laborers about all aspects of the plant operations. • Then they began to implement the ideas with success, sparking interest in a more comprehensive OD effort. Thus, in the early 1970s, GM initiated a quality-of- work-life (QWL) program, an OD program that integrates several types of interventions. • The goal of QWLs is to improve organizational efficiency through employee well-being and participative decision-making.
- 65. Case study • In 1973, the union leaders signed a "letter of agreement" with management in which both groups agreed to commit themselves to exploring specific OD initiatives that could improve the plant. • The plant hired an outside consultant to oversee the change process. The initial research stage included a series of problem-solving training sessions, during which 34 workers from two shifts would meet for eight hours on Saturdays. • Those meetings succeeded in helping plant managers to improve productivity. Therefore, in 1977 management increased the scope of the OD program by launching a plantwide effort that included 3,800 managers and laborers.
- 66. Case study • Although the OD program eventually cost GM more than $1.5 million, it paid off in the long run through greater productivity, higher quality, and improved labor relations. • For example, the number of pending grievances plummeted from 2,000 in 1972 to only 32 by 1978. Absenteeism dropped as well, from more than seven percent to less than three percent. • In fact, by the late 1970s the Tarrytown plant was recognized as one of the most productive and best run in the entire GM organization.