Chapter 1 organization development- an introduction
- 1. Course Code: HRM601 Course Title: Organization Development Program: MBA / EMBA, Semester: Spring, 2021 Department of Business Administration Leading University BAB, Faculty of Business Administration, LU
- 2. Course Teacher: Professor Dr. Bashir Ahmed Bhuiyan Dean School of Business BAB, Faculty of Business Administration, LU
- 3. Organisational Development An Introduction BAB, Faculty of Business Administration, LU
- 4. Learning Objectives After reading this article you will learn about:- 1. Challenges for Organizations 2. Meaning of Organization Development (O.D) 3. Objectives of Organization Development 4. Characteristics 5. Steps in Organization Development BAB, Faculty of Business Administration, LU
- 5. Challenges for Organization 1. Organization needs to adapt to the changing market needs . 2. Challenges from turbulent environments and increased competition. 3. The constant challenges to maintain congruence among organizational dimensions, such as, technology, structure, strategy, culture and processes, 4. In quest for global competitiveness, organization needs to involve with – reengineering, restructuring, transformation, flattening, downsizing, rightsizing strategies. 5. Due to economic downturn organizations are exposed to a blatant weakness in managing organization. 6. Modern managers should be flexible and adaptive to deal with chaotic world of new competitors and constant innovation. 7. Threats to effectiveness, efficiency and profitability BAB, Faculty of Business Administration, LU
- 6. Challenges for Organization 8. Multiple Challenges for Individuals in Organizations: Finding satisfaction in and through work. Fighting obsolescence of one’s knowledge and skills. Maintaining dignity and purpose in pursuit of organizational goals. Achieving human connectedness and community in the workplace. Continuing to have an adequate job in light of constant layoffs and cutbacks. Although new jobs are being created, old jobs are being destroyed at an accelerating pace. Knowledge work is replacing muscle work. In essence, organizations and individuals work there are facing tremendously demanding present and future. BAB, Faculty of Business Administration, LU
- 7. How to survive and prosper by overcoming the challenges? A variety of organization development(OD) and other solutions exist. OD is a process of teaching people how to solve problems, take advantage of opportunities, and learn how to do that better and better overtime. OD focuses on human side of organizations by finding the ways to increase effectiveness of individuals, teams, and the organization’s human and social processes. The dual focus of developing organizations and individuals is unique strength of OD. The people in an organization collaboratively can manage the culture to attain goals and purposes furthering human values of individuals in an organization. BAB, Faculty of Business Administration, LU
- 8. Meaning of Organization Development (O.D) Organization Development (OD) concerns system wide planned change, uses behavioral science knowledge, targets human and social process of organizations, and intends to build the capacity to adapt and renew organizations The “O” is about organizations (systems) of all kinds; the units throughout society that are human organizations existing to accomplish some purpose The “D” is about change & improvement; growing towards something, getting better at one’s mission, improving how work gets done & people live their lives BAB, Faculty of Business Administration, LU
- 9. Meaning of Organizational Development (O.D) OD is… A mindset (way of seeing the organization world) A set of value-based perspectives A philosophy of organizing, managing and changing organizations that include the human element. An integration, across disciplines, of theories, concepts and methods, for understanding & changing human systems (anthropology, psychology, sociology, behavioral science) A field of study & practice BAB, Faculty of Business Administration, LU
- 10. Meaning of Organizational Development (O.D) Organizational (or organization) Development or simply O.D. is a technique of planned change. It seeks to change beliefs, attitudes, values and structures-in fact the entire culture of the organization—so that the organization may better adapt to technology and live with the pace of change. O.D. is a comprehensive strategy for organization improvement. O.D. is a long range effort to improve an organization’s problem solving and renewal processes, particularly through a more effective and collaborative management culture. BAB, Faculty of Business Administration, LU
- 11. R. Beckhard defines O.D. as a change strategy which is: Planned. Organization-wide. Managed from the top to increase organization effectiveness and health through planned interventions in the organization’s processes, using behavioral science knowledge. BAB, Faculty of Business Administration, LU
- 12. Organization Development and Management Development are complementary BAB, Faculty of Business Administration, LU
- 13. Objectives of Organisational Development: Improvement in the performance of the organization. Improvement in the ability of the organization to adapt to its environment, and Improvement in inter-personal and inter-group behavior to secure team work. BAB, Faculty of Business Administration, LU
- 14. The Main Conceptual Framework of OD Action Research Data based Action derived from data “No Action without Research, No research without Action” -Kurt Lewin BAB, Faculty of Business Administration, LU
- 15. Other Important Conceptual Frameworks in OD • Individual Perspective • Motivation / need theories • Job satisfaction • Positive Reinforcement • Group Perspective • Group norms and values • Interpersonal competence • Changing Values • Organizational Learning • Group Process • Total System perspective • Participative, consensus management • Contingency Theory • Strategy • Inter-unit relations • Employee-organization “contracts” BAB, Faculty of Business Administration, LU
- 16. Characteristics of Organisation Development 1. Organization development is an educational strategy for bringing a planned change. 2. It is related to real problems of the organization. 3. Laboratory training methods based on experienced behaviour are primarily used to bring change. 4. O.D. uses change agent (or consultant) to guide and affect the change. 5. There is a close working relationship between change agents and the people who are being changed. 6. O.D. seeks to build problem-solving capacity by improving group dynamics and problem confrontation.
- 17. Characteristics of Organisation Development O.D. reaches into all aspects of the organization culture in order to make it more humanly responsive. O.D. is a long term approach to elevate the organization to a higher level of functioning and performance by satisfying all organizational members. O.D. is broad-based and describes a variety of change programs. It is concerned with changes in organizational design, philosophies, skills of individuals and groups etc. O.D. is a dynamic process. Dynamism works through changing goals and methods. O.D. utilizes systems thinking. It is based on open, adaptive systems concept which is constituted by interrelated whole. O.D. is research based. Change agents conduct surveys, collect data, evaluate and then decisions are taken. O.D. is situational and contingency oriented.
- 18. Levels of Human Systems Organization Network Whole Organization Group Interpersonal Individual
- 19. The Work of OD OD practitioners work in a manner to improve the effectiveness of people and OD practitioners work in a manner to improve the effectiveness of people and organizations by: 1) Establishing relationships with key personnel in the organization 2) Researching and evaluating systems in the organization to understand dysfunctions and/or goals of the systems in the organization 3) Identifying approaches (or "interventions") to improve effectiveness of the organization and its people; 4) Applying approaches to improve effectiveness (methods of "planned change" in the organization), 5) Evaluating the ongoing effectiveness of the approaches and their results. 1
- 20. What are OD Perspectives? An open, socio-technical, human systems perspective on organizing & organizations A participative, action research orientation to inquiry, diagnosis & change An inclusive perspective on planning, problem-solving & change A humanistic perspective on relationships, managing & ethics A developmental perspective on individual &
- 21. A Short History of OD: Intellectual Roots based on the early works of: Human Relations work that highlighted the primacy of social factors, attitudes, and feelings in organization behavior, influencing productivity and morale (Roethlisberger and Dickson, 1939; Mayo, 1945; Homans, 1950) Leadership that brought legitimacy to participative and democratic methods (Lewin and Lippitt, 1938; Follett, 1941; Likert, 1961; Tannenbaum and Schmidt, 1973) Group Dynamics and focus on group behavior, interpersonal relations, and self-awareness (Cartwright and Zander, 1954; Bennis and Shepard, 1956; Bradford, Gibb, and Benne, 1964; Schein and Bennis; 1965)
- 22. Intellectual Roots of OD based on the early works of: The Person, Motivation, and Interpersonal Communication (Maslow, 1954; Rogers, 1961; Argyris, 1965; McGregor, 1960) Use of Data and Diagnosis to guide change including survey research methods and action research(Mann, Lippitt, Lewin, Nadler) Environments, structures, systems and socio- technical principles helping to bring design and work process into the picture (Trist and Bamforth, 1951; Burns and Stalker, 1961; Lawrence and Lorsch, 1967; Katz and Kahn, 1966).
- 23. Elements of Organization Development (60s – 90s) Strategy and Strategic Management (Raia, Lawler, Porter, Greiner, Beer, Worley, Hitchin &Ross) Organization Design (Hanna, Galbraith, Lawler, Cummings, Mohrman, Nadler, Lawrence & Lorsch, Pasmore, Trist, Emery, Cherns) Power, Politics and Economics (Greiner & Schein, Marguiles, Pfeffer, Walton, Block) “Whole” Systems and Large Group Methods (Beckhard, Dannemiller, Weisbord, Axelrod, Owen, Bunker & Alban) Appreciative & positive science perspectives & methods (Cooperider, Bushe, Watkins, Yeager, Sorenson) (Jamieson, NJOD, May, 2009
- 24. Mainstream OD Practices/Interventions: Participation / Involvement Team effectiveness / team building Process Consultation Goal setting and planning Job enrichment Change Management Training for personal and professional development Coaching leaders / Leadership Development Feedback processes / Performance Improvement Developing potential / Career development / Succession planning Collaborative planning, problem-solving & development Organizational structure / reporting systems Large-scale interventions
- 25. Application for OD approach Workforce Development Leadership Career Development Training and Development Coaching Human Resources Planning Talent Management Performance Consulting Job/Task Analysis Job Design / Enrichment Change Management Large Systems Change Small System Change Individual Change Process Improvement Social Construction Diversity Appreciative Inquiry / Action Research New Science
- 26. Who is the OD Professional? The OD professional’s effectiveness is dependent on how he/she thinks & acts … the conceptual ability and skill sets Ultimately, in service/helping roles, the use of self influences outcomes OD has long stressed the importance of use of self, leading to an emphasis on personal growth & development in the service of helping others
- 27. Use of Self is… Conscious, intentional use of our self-knowledge, capabilities and presence (who we are) to successfully execute our professional role in service to others or a situation Being an instrument for sensing (taking in data), meaning-making (understanding) and action- taking (doing something) in human system settings in service of helping
- 28. The Path to Masterful Practice Use of Self (self-awareness, authentic presence) Consultative Relationship (e.g., influence- based, equal partners, collaboration, inquiry) Knowledge in Behavioral & Organizational Sciences (content, process & sense-making) Execution Skills (e.g., communication, diagnosis, design, facilitation, learning)