1. Organization Development (OD): Strategic planning perspective

2. Perspective on Change

3. Change in an Organization
People
Technology
Structure

4. 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

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

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

7. 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

8. Learning reflection
Brief presentation based on groups’ observation and learning

9. 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

10. 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

11. 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

12. 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

13. 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

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

15. The problem: We are busy !

16. 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.

18. 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

19. 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.

20. 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

21. 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.

22. 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.

23. 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

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

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

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

27. Change and Commitments

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

29. Discussion/Feedback basanta.sigdel@nasc.org.np