Organization Development and Change © PAPERHINT.COM

Organization Development “A process used to enhance both the effectiveness of an organization and the well-being of its members through planned interventions.” © PAPERHINT.COM

Organizational Change The process by which organizations move from their current state to some desired future state to increase their effectiveness. © PAPERHINT.COM

Resistance to Change Organizational Level Structure Culture Strategy © PAPERHINT.COM

Functional Level Differences in sub unit Orientation Power & Conflict Group Level Norms Groupthink Individual Level Uncertainty and Insecurity Selective Perception and Retention Habit © PAPERHINT.COM

Organization Development Theories Two main categories of OD theories: Change process theory – How does change take place? Implementation theory – How can change strategies be put into practice? © PAPERHINT.COM

Organization Development Theories Change process theory – seeks to explain how organizations improve and change. According to Lewin and Schein, there are three stages: Unfreezing Change through cognitive restructuring Refreezing © PAPERHINT.COM

Organization Development Theories Implementation theory – how specific intervention strategies are designed and carried out. Four main types: Human process-based theory Technostructural theory Sociotechnical systems theory Organization transformation theory © PAPERHINT.COM

Caution About Organization Development Research Concerns have been expressed about much of the OD research that has been conducted: Lack of experimental designs Lack of resources available Limitations in field research designs used Potential bias by researchers Lack of motivation to conduct strong research © PAPERHINT.COM

Model of Planned Change By Permission: Porres & Silvers (1991) © PAPERHINT.COM

Designing an Intervention Strategy Specific Roles: Change Manager Oversees the design of the strategy; bears ultimate responsibility Change Agent Assists the change manager; facilitates the activities involved  Internal Change Agent (often an HRD professional)  External Change Agent (consultant) Individuals Labor Unions © PAPERHINT.COM

Designing an Intervention Strategy – 2 Systems Approach: Diagnose the Environment e.g., force field analysis Develop an Action Plan objectives, activities, “details” Evaluate the Results of the Intervention © PAPERHINT.COM

Force Field Analysis By Permission: Center for Effective Performance (1997) © PAPERHINT.COM

Types of Interventions: Human Process-Based Survey Feedback The systematic collection of survey data Feed back to groups to promote problem solving and change Team Building A process to improve a group’s problem- solving abilities Example: process consultation © PAPERHINT.COM

Types of Interventions: Technostructural Job Enlargement Adding variety through similar tasks Job Enrichment Increasing responsibility, knowledge of results, and meaningfulness of work Alternative Work Schedules Compressed workweek Flextime work schedule © PAPERHINT.COM

Types of Interventions: Sociotechnical Systems Quality Circles Involving employees in work decisions Total Quality Management (TQM) Continuous improvement efforts Self-Managing Teams (SMTs) Team members have authority to make decisions and regulate the team’s activities © PAPERHINT.COM

Types of Interventions: Sociotechnical Systems – 2 Total Quality Management (TQM) Five basic components:  Total commitment from senior management  Quality standards and measures in place  Training in quality for all employees (including Statistical Process Control)  Programs/ways to reward, recognize, and celebrate quality achievements  Strong quality communication efforts © PAPERHINT.COM

Types of Interventions: Sociotechnical Systems – 3 Self-Managing Teams Basic components:  Interdependence among team members  Individual members have discretion/authority to make important work decisions  Individual members possess a variety of skills, so that they can perform multiple tasks  The team receives regular performance feedback © PAPERHINT.COM

Types of Interventions: Organizational Transformation Cultural Interventions Efforts to change the values, norms, or ways of thinking in an organization Strategic Changes Fundamental changes in the purpose or mission of an organization Becoming a Learning Organization Beyond TQM, to continuous learning and improvement for all employees High Performance Work Systems © PAPERHINT.COM

Types of Interventions: Organizational Transformation – 2 Becoming a Learning Organization Dimensions that support learning:  Organization Structure – more collaborative and team-based  Information Acquisition, Sharing, and Retention – effective knowledge and information sharing  HRM Practices – all reinforce learning  Organizational Culture – promotes learning  Leadership – supportive (at all levels) © PAPERHINT.COM

Types of Interventions: Organizational Transformation – 3 High Performance Work Systems Eight core principles: 1. Alignment to organizational strategy 2. Clear goals and outcomes (all levels, all aligned) 3. Work is organized around processes 4. Process-oriented tracking and management of results 5. Work units are linked to identified processes 6. Accountability, cycle time, and responsiveness emphasized 7. Collaboration, trust, and mutual support are present 8. Emphasis on strategic change management © PAPERHINT.COM