Organization Development (OD): Strategic planning perspective

Perspective on Change

Change in an Organization People Technology Structure

Structure Change in the span of control Change in methods of co-ordination Change in job design Change in work schedule Change in reward systems Change in the performance appraisal system

Technology Change in the equipment Change in the work processes Change in the quality of the services delivered

People Replacement of personnel Selection Training and development Change in attitudes, perceptions and behaviors

Learning excursion Visit to Lalitpur District Court Observation of workflow and processes Interaction with concerned officials Developing perspective on transformation of public sector organization Learning reflection in the plenary

Learning reflection Brief presentation based on groups’ observation and learning

Organization Development (OD) Process of increasing organizational effectiveness and facilitating personal and organizational change through the use of interventions driven by social and behavioral science knowledge. Strategic thinking (skill of generating high value analysis, longer term and broad perspective) and management is important

Needs Assessment A systematic exploration of the way things are and the way they should be. These "things" are usually associated with organizational and/or individual performance. Internal and External level analysis is required for identifying real development needs

Form of Needs Normative Defined as falling below a standard criterion established by custom, authority, or general consensus. Relative Measured by the gap between the level of service between similar communities

Forms of Needs Expressed Defined in terms of the number of people who actually have sought help Perceived Defined in terms of what people think their needs are or feel their needs to be

Nepal airlines corporations Has been facing issues since last 17 years and it has been running in losses. Bankruptcy situations were protected by government, due to liberalization policy of government the sky has been opened. Many chief executives were changed but they couldn’t enhance the qualities of the organization . Managers working for a long period are in anxiety and they do not know how to correct the situation and bring strategic changes in operations. Currently new fleets has been added International flights has been improved to certain extend Domestic market share is affected by Buddha air and yeti airlines

What kind of needs exist in this case and what kind of interventions can be used to overcome the situations?

The problem: We are busy !

OD interventions To intervene is to enter into an ongoing system of relationships to come between or among persons, groups, or objects for the purpose of helping them. Planned activities set of actions designed to introduce changes in organization for improving its efficiency and effectiveness.

Intervention mode Level of Organization Target Group Top (Policy) Level Middle Level Operational Level Target Group Individual Team Organization Organizational Elements Human Technical Structural Process

OD interventions Individual level Training Gives an individual an insight to diagnose the behavior and to improve interpersonal relations. Behavior modeling Guiding the individuals how to do something by showing them the standard modeled behavior Coaching Task driven, focus is on concrete issues, such as managing more effectively, speaking more articulately, and learning how to think strategically. Mentoring Action Learning Self assessment exercises Relationship driven, It seeks to provide a safe environment where the mentoree shares whatever issues affect his or her professional and personal success. process that involves a small group working on real problems, taking action, and learning as individuals, as a team, and as an organization Reflection of self, identifies the areas of interest. T group A T-group or training group is a form of group training where participants themselves learn about themselves through their interaction with each other.

Team level Survey feedback Conducts survey, collects data and the answers to the survey is directed towards improving work quality, working condition, working hours, salaries, and employees’ attitude Team building Work on a team with particular issues, enhancing capacity of the members of the organization Sensitivity training Sensitivity training asks employees to interact in order to better understand each other. Brainstorming This Organizational Development technique involves six to eight managers coming together and pitching ideas for solving a problem. Management by Objectives Superior and subordinates jointly identifies the common goals for the organization Quality circle Appreciation and concerns Few team members come together on their own accord in order to discuss important work related issues and come up with efficient solutions that can be implemented by the management team Required this exercise if the data suggests that the team lacks appreciation among each other then the team members are asked to write at least one appreciation for each members. Process consultation An expert or an Organizational Development consultant gives feedback to the trainee and offers insight into solving problems

Organization level Leadership and its role Need to rethink about the leadership styles and should be flexible as per the situation Strategy plan Strategies needs to be formulated directed towards the better organizational performance Relationships and networks Better services to the service recipients, cordial relationship with clients and the employees Structure and systems Better structure and systems for organizational efficiency.

Change and People People change not organizations. Change occurs when individual change matches the stages of organizational change. But there is overemphasis on process of change rather than people affected by that change and that led for failure rate of organization change to the large extent.

Change as transition Change happens to people and transition happens inside people’s minds when they are presented with change. We should regard how people feel psychologically as organization change. Ending and losing The neutral zone The new beginning

Managing CHAGE Create Tension Harness Support Articulate Goals C Nominate Roles G Grow Capabilities E Entrench Change

Factors in Managing Change Six Components are essential for successful change Vision Skills Incentives Resources Action Plans Results

What happens when there is NO… Vision: Confusion Skills: Anxiety Incentives: Resistance Resources: Frustration Action Plan: Treadmill Results: Inertia

Change and Commitments

Concluding thought “The secret of change is to focus all of your energy not on fighting the old but on building the new” - Socrates

Discussion/Feedback basanta.sigdel@nasc.org.np pratibha.dhungana@nasc.org.np