Organisational development & Change management
- 2. INTRODUCTION TO OD • According to Koonz, “OD is a systematic integrated and planned approach to improve the effectiveness of the enterprise. It is designed to solve problems that adversely affect the operational efficiency at all levels”.
- 3. OD
- 4. Need of OD • Changing nature of the workforce • Rapidly changing technology • Economic changes • Changes in social trends
- 5. Steps involved in OD • Needs Identification • Diagnosis • Design • Implementation • Evaluation
- 7. Sensitivity Training • Sensitivity Training is a method of changing behavior through unstructured group interaction. • Sensitivity Training Basically aims at Growth of effective membership Developing ability to learn Simulating to give help Developing insights to be sensitive to group processes
- 8. Team Building • Team building involves activities that help team members learn how each member thinks and works • Team Building helps Team clarify their goals Build ownership for the goals as well as commitment to the success of the team and its objectives Help motivate the team members and build stronger working relationships between all individuals This speeds up the normal development of the team, helps set it on the best course and brings it quickly to a stage of agreement, progress and clarity
- 9. Intergroup Development • Intergroup Development is concerned with changing in attitude and perception that groups have about each other. • It is very imp to OD practitioners to diagnose and understand the inter group relations because To achieve the goals of the group they must work with and through other groups Groups can create problems within the organisation The level of the organisation effectiveness depends on the quality of relationship between the groups.
- 10. Process Consultation • An outside consultation helps the manager understand how interpersonal processes are affecting the way work is being done • Principles of Process Consultation:- Always try to be careful Always stay in touch with current reality Access your ignorance Go with the flow When in doubt share the problem Client owns the problems and solution
- 11. Survey Feedback • Survey Feedback is a tool which provides an organisation with a honest opinion of what their present or future customers think about them and helps them in taking an informed decision. • Steps Involved in Survey Feedback: • (a) Identifying the objective of conducting the survey. • (b) Informing all the members including the team leads and other employees about the procedure for conducting the survey. • (c) Starting the ground work. • (d) Organizing and conducting the interviews of target groups. • (e) Analyzing the data obtained and generating a report out of that. • (f) Based on the report providing proper feedback. • (g) Presenting the final report to the top management. • (h) Devising policies so that the survey results can help to serve the given objective.
- 12. Factors for OD Success • Systematic processes to identify problems,generating solutions, and implementing those solutions. • Employee participation • Timeliness • Top Management Involvement • Organisation must be ready for change
- 13. Effectiveness of OD Career Development Stress Management Coaching cross cultural training orientation Management Development tool
- 14. What is required for development of an organisation?
- 15. Forces for change in Organisations External causes:- • Globalisation • Workforce Diversity • Technological Change • Managing Ethical Behavior • Government policies • Competition • Scarcity Of resources Internal causes:- • Organisational Silence • Falling effectiveness • Crisis • Changing employee Expectation • Change in work climate
- 18. Strategies for Overcoming resistance to change
- 19. Kurt lewins model of OD
- 20. Steps in the Planned Change Process Recognition (Both agent of change and organization explore together) Penetration (Developing a mutual agreement) Diagnosis (Identifying the objectives that can sustain changes) Planning (Identifying the steps and the possible resistance to change) Action (Implementing the action plan) Stabilization and Evaluation (Evaluating the success of the change and the need to either continue, or stop the process) Termination (Departing from the organization, or the end of a project & the beginning of another)
- 21. Ingredients for Successful Change • Readiness for change • High-quality solution • Solution is acceptable to members 1. Determined by • Process by which change is introduced • Adequacy of solution • Individual resistance • Systematic resistance
- 22. Designing the Intervention Strategy • Diagnose the environment – readiness of target group for change • Develop an action plan – specific targets and techniques • Evaluation of the results of the intervention
- 23. Organisational Interventions 1.Human Process 2.Technostructural 3.Human Resource Management 4.Strategic
- 24. Human Processual Interventions • Survey feedback – Organizational variables to measure – Design and implementation of survey – Presentation of results • Team building – Preliminary diagnosis for need – Change agent with wide range of knowledge – Change manager and agent should develop general approach to sessions
- 25. Technostructural Interventions • Job enlargement • Job enrichment :-Greater effect on productivity • Alternative work schedules –Moderate effect on work output –Withdrawal –Effects on attitudes