1. ADVANCED ORGANISATIONAL DEVELOPMENT & CHANGE (ADC812S)
AN OVERVIEW:
ORGANISATIONAL
DEVELOPMENT

2. ORGANISATIONAL DEVELOPMENT DEFINED
A system-wide
application and transfer of behavioral science knowledge to the
PLANNED development, improvement, and reinforcement of the strategies, structures, and processes
that lead to organisational effectiveness

3. Application & transfer of behavioral science knowledge/practice/skills
CHANGE in the strategies, structure, and/or processes of entire system (organisation)
A change programme aimed oat modifying strategy
Change in grouping of people to perform tasks (structure)
Change in methods of communication and solving problems (process) to support changes in the strategy
Application & transfer of behavioral science knowledge/practice/skills
Focus more on leadership, group dynamics and work design as well as strategy, org design, culture change
Does not focus on economic, technical and financial aspects of the organisation
Concerned with managing planned change
Adaptive process of planning and implementing change
Plan to diagnose and solve organisational problems
Plans are flexible and often revised as new information is gathered
Design, implementation and reinforcement of change
Maintenance of new skills or behaviours (after T&D)
Sustain change over a time
Oriented to improving organisational effectiveness
Able to solve its problems and improve itself continually
Leads to high financial & technical performance
Engaged, satisfied and learning work force
Satisfied and loyal customers

5. LEWIN’S CHANGE MODEL Unfreezing
Reduce restraining forces – keep org at current level
Get data (shows discrepancies between desired and currently exhibited behaviour)
Motivate member to engage in change activities
Moving
Shift behaviour of org to a new level
Interventions to develop new behaviours, values and attitudes by changing organisational structures and processes
Refreezing
Stabilize new state of equilibrium
Use supporting mechanisms to reinforce new org state

6. ACTION RESEARCH MODEL Problem Identification Consultation with expert
- Someone with power and influence sense org has a problem to be solved with the help of OD Practitioner
Consultation with expert
Initial contact stage
OD Practitioner and client assess each other
Data gathering & preliminary diagnosis
OD Practitioner with employees
Collect and analyse data
Methods: Interviews, process observation, questionnaires and organisational performance data
Feedback to key client or group
Feedback for member to determine strengths/ weaknesses
All relevant and useful data to client – summarized data
Joint diagnosis
All members discuss feedback
Decide whether they want to work on identified problems
Joint action planning
Jointly agree on further action
Begin to move organisation
Specific actions depends on culture, technology, technology, environment, diagnosis, time and expenses
Action
Actual change from one state to another
Data gathering after action
Measure /determine the effects of action
Feed results back to the organisation

7. POSITIVE MODEL
Concentrates on what the organisation does THE BEST/DOING RIGHT
Help members to understand their org when it is working at its best
Builds off those capabilities to achieve even better results
Initiate Inquiry
Determine subject of change
Emphasise members involvement to identify the issue (work teams)
Inquire into best practices
Identify “what is best” in the organisation
Example: organisational innovation
Collect stories on new ideas that were developed and implemented
Members interview each other and tell stories of innovation
Discover the themes
Examine stories and identify themes common to peoples experiences
Example: Managers give freedom to people to come up with new ideas
How exposure to customers sparked creative thinking
Themes form basis for moving from “what is” to “what would be”
Envision a preferred future
Examine identified themes
Members visualise org’s future and develop “possible propositions”
Truly exciting, provocative themes and possible picture of the future
Design and deliver ways to create the future
Describe activities and creates the plans needed to bring about vision
Action and assessment of phases
Members make changes, assess results, make adjustments and move org toward vision and sustain “what will be”

8. DIFFERENT TYPES OF PLANNED CHANGE
Magnitude of change
Incremental (fine-tuning) – exist in existing business strategy, structure or culture – aimed at improving status-quo
Altering how it operates (large) – includes several dimensions, multiple levels
Degree to which system is organised
Some orgs to rigid and overly defined policies, procedures, structures for task performance
Policies poorly defined, job responsibilities are ambiguous, relationships complex
Whether setting is domestics or international
Where is the change programme planned?
Underlying values and assumptions in various cultures

9. FOR THE LIBRARY ON WEDNESDAY
Compare the change models and discuss which model would be more appropriate for your organisation and why?
Analyse the general model of planned change, and discuss various basic activities that practitioners and organisations members can jointly carry out
Discuss critiques on planned change