Organisation Developement and change managemnt

Organisation Development and change management PGDBM MSRIM - Batch 2009-2011 Dr.H.Muralidhran

Definition ORGANIZATION DEVELOPMENT DEFINITION : Organization Development (OD) is an applied discipline that supports the creation of effective and healthy organizations consisting of competent, satisfied, and productive employees . OTHER DEFINITIONS FROM OTHER OD PRACTITIONERS: "Organization development (OD) is defined as a long-range effort to improve an organization’s ability to cope with change and its problem-solving and renewal processes through effective management of organization culture." Don Harvey and Donald R. Brown in An Experiential Approach to Organization Development

OD as a process OD is a top management supported initiative It is a long range effort to improve an organization’s problem solving and renewal process Done particularly through a more effective and collaborative diagnosis and management of organizational culture Special emphasis on formal work teams,temporary work teams and inter group culture- Takes assistance of consultant facilitator Uses of the theory and technology of applied behavioral science, including action research.

OD is ……. Planned – long-range Managed from top - sustained Increased organizational effectiveness and health Use of OD interventions Use of behavior science principles OD Program is a long-range, planned, and sustained effort that unfolds according to a strategy.

Characteristics of OD Behavior science base Normative approach Deliberate interventions in organization Normative Re educative strategy Legitimacy of organization and management System approach to change Use of action research model Use of external consultants Long term focus

HISTORY OF OD T- Group - 1948 – Douglas Mc Gregor - UC RCGD –Regional Center for Group Dynamics –MIT- Kurt Lewin Action research ` - 1950 Survey feedback - 1950 Normative background - 1955 Participative management - 1955 Exploitive authoritative Benevolent authoritative Consultative Participative group Quality of work life - 1960 Eric Trist – Tavistock institute of human relations -London Strategic change - 1965

FOUNDATIONS OF OD Planned Change Systems Theory Collateral Structures Team Work Educative Strategy Applied Behavioral Science Action Research

Planned Change – General Model Entering and contracting Diagnosing Planning and implementing change Evaluating and institutionalizing change

Theories of Planned Change Kurt Lewin’s Organizational change theories Resultant Theory Three stage Model Theory Burke Litwin’s model of Organization change First Order Change and Second Order Change Porras and Robertson’s model of Organizational Change Based on work setting

Resultant Theory “ The current state of things at any point is the result of opposing forces.” Method Used : Force Field Analysis It provides a framework for looking at the factors ( forces ) that influence a situation, originally social situations. It looks at forces that are either driving movement toward a goal (helping forces) or blocking movement toward a goal (hindering forces

Three Stage Model theory Unfreezing – Creating readiness Lack of confirmation Creation of guilt Psychological Safety Unfreezing Changing Refreezing Changing - viewing things differently Identifying a new mentor or new role. Scanning environment for data Refreezing – Integrating with the new scenario The new personality New Relationships

Action research Problem identification Consultation with behavioral science expert Data gathering and preliminary diagnosis Feedback to a key client / group Joint diagnosis of the problem Joint action planning Action Data gathering after action - (Loops back to point 4)

Contemporary Action Research. Choose positive subjects Collect positive stories with broad participation Examine data and develop possibility propositions Develop a vision with broad participation Develop action plans Evaluation (Loops back to point 5)

Burke–Litwin Model of Change First Order Change happens when some features of the organization change Leads to: transactional change Organisational climate Second Order Change happens when the organization undergoes certain fundamental changes. Leads to: transformational change Change in organizational culture

Burke – Litwin Model Contd There are two distinct sets of organizational dynamics. Transactional leaders contribute to normal performance by guiding and motivating the employees towards the goals. Transformational leaders are capable of having a profound and extraordinary effect on the employees.

Porras and Robertson Model This model states that OD Interventions alter features of work setting causing changes in individual and organizational improvements. The work setting plays a central role in this model and consists of four factors.

Systems Theory “ System is an arrangement of interrelated parts”- Hanna. Systems operate through the input-throughput- output mechanism. Inputs - money, people, raw materials, information etc Through put – conversion or transformation Output - final product/service

Features of Open Systems Goal Oriented Follows law of Entropy Emphasis on feedback Coded information Dynamic Homeostasis Existence of Subsystems Differentiation Equifinality

Congruence among system elements. Input factors Environment Resources History Organizational Elements Strategy Work People Formal and Informal Organization Output Factors System Unit Individual

Congruence among System Elements

Analysis of the System Theory Parts of the Organizational System Parts of the Environment Major Variables Relationship between the variables Serious mistakes made in business arise because of neglect of one or more of these four factors.

Benefits of System Theory Effective Problem Solving Effective leadership Effective Communication Effective Planning Effective Organizational development Avoiding founder's syndrome.

Participation and Empowerment Challenge the process opportunity search Risk and Experiments Inspired Vision Envision the past, present and future Enabling Foster collaboration Strengthen others Modeling the way Set example Plan small wins Encourage the heart Recognition of the individual Celebrate accomplishments.

Empowerment contd Concept of open Book Management Understanding the company's financials. Self motivated employees A direct stake in the business

Parallel Learning Structure A supplementing structure coexisting with the usual. Features are: A created structure Operates in parallel Questions the constraints Engages inquiry, initiation and experimentation Ensures Organization effectiveness

Normative-Re educative Strategy Change can be brought about by 3 kinds of strategies. Empirical and Rational Strategies Normative and Re educative Strategy Power-Coercive Strategy OD Practioners propose the normative and educative strategy for Organization Development

Planned change – some factors Magnitude of change Degree of organisation Identification of relevant people or groups Convention Organisation Evaluation

Applied Behavioral Science Applied Behavioral Science is a combination of Research , Theory and Science . Includes basic understanding of theory, practice, principles and concepts. ( Diagnosis) Includes techniques, strategies, models, process and paradoxes. ( Treatment) Illustrates awareness, observation and interpretation.

OD Practitioner Specialize in OD as a profession Specialized in OD Mangers and administrators who have gained expertise

Competencies of an effective OD Practitioner - Knowledge Organization behavior Individual psychology Group dynamics Management and organization theory Research methods / statistics Comparative cultural perspectives Functional knowledge of business

Competencies of an effective OD Practitioner - Skills Managing the consulting process Analysis / Diagnosis Designing and choosing appropriate ,relevant interventions Facilitation process Developing client capability Evaluating organization change Entering > contracting > Diagnosing > Intervening > Evaluating

Competencies of an effective OD Practitioner Intrapersonal skills Interpersonal skills General consultation skills Organisation development theory

The professional OD Practitioner - Role Position Internal / external Marginality Emotional demands Use of knowledge and experience Entering > contracting > Diagnosing > Intervening > Evaluating

Career of OD practitioner …… … .

Professional values of OD Practitioner Social and political skills Humanizing the organization Open problem solving climate Value conflicts Role conflict Role ambiguity

Ethical dilemmas Misrepresentation Misuse of data Coercion Value and goal conflict Technical ineptness

The Process of Organisation Development Entering and contracting Diagnosing organizations Diagnosing groups and jobs Collecting and analyzing diagnostic information Designing interventions Leading and managing change Evaluating and institutionalizing organization development interventions

The Process of Organisation Development Entering and contracting Diagnosing organizations Diagnosing groups and jobs Collecting and analyzing diagnostic information Designing interventions Leading and managing change Evaluating and institutionalizing organization development interventions OD Relationship Clarifying the organisational issue Determining the relevant client Where and who has the problem Selecting an appropriate OD Practitioner

The Process of Organisation Development Entering and contracting Diagnosing organizations Diagnosing groups and jobs Collecting and analyzing diagnostic information Designing interventions Leading and managing change Evaluating and institutionalizing organization development interventions Developing a contract How to carry out the OD process Establishes the expectation of parties Ground rules under which the parties will operate Contracting involves

The Process of Organisation Development Entering and contracting Diagnosing organizations Diagnosing groups and jobs Collecting and analyzing diagnostic information Designing interventions Leading and managing change Evaluating and institutionalizing organization development interventions CONTRACTING INVOLVES Expectations (Matching) Time and resources Ground rules for working together Personal process issues in entering and contracting Not everything will be ideal for an OD Practitioner Establishing a healthy relationship OD practitioners capability to bring about change and manage change Client feeling exposed

The Process of Organisation Development Entering and contracting Diagnosing organizations Diagnosing groups and jobs Collecting and analyzing diagnostic information Designing interventions Leading and managing change Evaluating and institutionalizing organization development interventions The process of understanding how the organisation is currently functioning and provides the information necessary to design change interventions. Focuses on how to collect and analyse data Understand the organisational issues Determine how to work together to develop actions steps based on diagnosis

The Process of Organisation Development Entering and contracting Diagnosing organizations Diagnosing groups and jobs Collecting and analyzing diagnostic information Designing interventions Leading and managing change Evaluating and institutionalizing organization development interventions Diagnosis is a collaborative process between organization members and the OD consultant to collect pertinent information, analyze it, and draw conclusions for action planning and intervention.

The Process of Organisation Development Entering and contracting Diagnosing organizations Diagnosing groups and jobs Collecting and analyzing diagnostic information Designing interventions Leading and managing change Evaluating and institutionalizing organization development interventions NEED FOR DIAGNOSTIC MODELS Models depict the relationship among different features of the organisation, its context and their effectiveness. Simplification of reality

The Process of Organisation Development Entering and contracting Diagnosing organizations Diagnosing groups and jobs Collecting and analyzing diagnostic information Designing interventions Leading and managing change Evaluating and institutionalizing organization development interventions Models Open system model Inputs -> Transformation -> Outputs Boundaries Feedback Equifinality – Similar results can be achieved with different initial conditions Alignment – (Congruence)

The Process of Organisation Development Entering and contracting Diagnosing organizations Diagnosing groups and jobs Collecting and analyzing diagnostic information Designing interventions Leading and managing change Evaluating and institutionalizing organization development interventions Diagnosing groups and Jobs INPUTS -> TRANSFORMATION -> OUTPUTS - Organisation level INPUTS General environment and industry structure TRANSFORMATION Strategy, Technology, Structure, Measurement systems, human resource systems and (Intermediate output – and culture) OUTPUTS Organisation effectiveness, Performance productivity, stakeholder satisfaction

The Process of Organisation Development Entering and contracting Diagnosing organizations Diagnosing groups and jobs Collecting and analyzing diagnostic information Designing interventions Leading and managing change Evaluating and institutionalizing organization development interventions Diagnosing groups and Jobs INPUTS -> TRANSFORMATION -> OUTPUTS - Group level INPUTS Organisation Design TRANSFORMATION Goal clarity Team/ group functioning Task structure Group composition Group norms OUTPUTS Team effectiveness – quality of work life, performancen

The Process of Organisation Development Entering and contracting Diagnosing organizations Diagnosing groups and jobs Collecting and analyzing diagnostic information Designing interventions Leading and managing change Evaluating and institutionalizing organization development interventions Diagnosing groups and Jobs INPUTS -> TRANSFORMATION -> OUTPUTS - Individual level INPUTS Organisation Design Group design Personal characteristics TRANSFORMATION Skill variety Autonomy Feedback about results Task identity Task significance OUTPUTS Individual effectiveness – Job satisfaction, performance, absenteeism, personal development.

The Process of Organisation Development Entering and contracting Diagnosing organizations Diagnosing groups and jobs Collecting and analyzing diagnostic information Designing interventions Leading and managing change Evaluating and institutionalizing organization development interventions Core activities Planning to collect data Collecting data Analyzing data Feeding back data Following up

The Process of Organisation Development Entering and contracting Diagnosing organizations Diagnosing groups and jobs Collecting and analyzing diagnostic information Designing interventions Leading and managing change Evaluating and institutionalizing organization development interventions Planning to collect data Who am I? Why am I here and What am I doing? Who do I work for What do I want from you and why? How will I protect your confidentiality? Who will access data? What is in it for the organisaton? Can I be trusted?

The Process of Organisation Development Entering and contracting Diagnosing organizations Diagnosing groups and jobs Collecting and analyzing diagnostic information Designing interventions Leading and managing change Evaluating and institutionalizing organization development interventions Collecting data Questionnaire Interviews Observations Unobtrusive measures Sampling …….

The Process of Organisation Development Entering and contracting Diagnosing organizations Diagnosing groups and jobs Collecting and analyzing diagnostic information Designing interventions Leading and managing change Evaluating and institutionalizing organization development interventions Analyzing data Content analysis Force field analysis Quantitative tools Mean, standard deviation, frequency distribution

The Process of Organisation Development Entering and contracting Diagnosing organizations Diagnosing groups and jobs Collecting and analyzing diagnostic information Designing interventions Leading and managing change Evaluating and institutionalizing organization development interventions Feeding back diagnostic information Determining the content of the feedback Characteristics of effective feedback Relevant Understandable Descriptive Verifiable Timely Limited Significant Comparitive Unfinalised

The Process of Organisation Development Entering and contracting Diagnosing organizations Diagnosing groups and jobs Collecting and analyzing diagnostic information Designing interventions Leading and managing change Evaluating and institutionalizing organization development interventions Feeding back diagnostic information Characteristics of the feedback Process –(Five features of successful feedback process) Motivation to work with data Structure of the meeting Appropriate attendance Appropriate power Process help SURVEY FEEDBACK

The Process of Organisation Development Entering and contracting Diagnosing organizations Diagnosing groups and jobs Collecting and analyzing diagnostic information Designing interventions Leading and managing change Evaluating and institutionalizing organization development interventions Feeding back diagnostic information SURVEY FEEDBACK INVOLVES THE FOLLOWING FIVE STEPS Members of the organization ,including those at the top, are involved in the preliminary planning of the survey The survey instrument is administered to all members of the organization or department The OD Consultant usually analyses the survey data, tabulates the results , suggests approaches to diagnsis and trains client members to lead the feedback process

The Process of Organisation Development Entering and contracting Diagnosing organizations Diagnosing groups and jobs Collecting and analyzing diagnostic information Designing interventions Leading and managing change Evaluating and institutionalizing organization development interventions Feeding back diagnostic information SURVEY FEEDBACK INVOLVES THE FOLLOWING FIVE STEPS Data feedback usually begins at the top of the organization and cascades downward to groups reporting to managers at successive lower levels Feedback meetings provide an opportunity to work with the data Following up Survey feedback and organizational dependencies Limitations of survey feedback Results of survey feedback

The Process of Organisation Development Entering and contracting Diagnosing organizations Diagnosing groups and jobs Collecting and analyzing diagnostic information Designing interventions Leading and managing change Evaluating and institutionalizing organization development interventions Effective intervention Criteria that defines effective intervention The extent to which it fits the needs of the organization The degree to which it is based on causal knowledge of the intended outcomes The extent to which it transfers change management competence to organization members

The Process of Organisation Development Entering and contracting Diagnosing organizations Diagnosing groups and jobs Collecting and analyzing diagnostic information Designing interventions Leading and managing change Evaluating and institutionalizing organization development interventions Effective intervention Contingencies related to the change situation Readiness for change Capability to change Cultural context Capabilities of the change agent

The Process of Organisation Development Entering and contracting Diagnosing organizations Diagnosing groups and jobs Collecting and analyzing diagnostic information Designing interventions Leading and managing change Evaluating and institutionalizing organization development interventions Effective intervention Contingencies related to the target of change –Organizational issues Strategic issues Technology and structure issues Human resource issues Human process issues

The Process of Organisation Development Entering and contracting Diagnosing organizations Diagnosing groups and jobs Collecting and analyzing diagnostic information Designing interventions Leading and managing change Evaluating and institutionalizing organization development interventions Overview of interventions Human process interventions Techno-structural interventions Human resource management interventions Strategic interventions

The Process of Organisation Development Entering and contracting Diagnosing organizations Diagnosing groups and jobs Collecting and analyzing diagnostic information Designing interventions Leading and managing change Evaluating and institutionalizing organization development interventions Overview of interventions Human process interventions T-groups Process consultation Third party intervention Team building Organisation confrontation meeting Intergroup relations Large-group interventions Grid organisation development

Human process interventions INTERVENTION INDIVIDUAL GROUP ORGANISATIONAL T-groups YES YES Process consultation YES Third party intervention YES YES Team building YES Organisation confrontation meeting YES YES Inter-group relations YES YES Large-group interventions YES Grid organisation development YES YES

The Process of Organisation Development Entering and contracting Diagnosing organizations Diagnosing groups and jobs Collecting and analyzing diagnostic information Designing interventions Leading and managing change Evaluating and institutionalizing organization development interventions Overview of interventions Techno-structural interventions Structural design Downsizing Re-engineering Parallel Structures High-involvement organizations TQM Work design

Techno-structural interventions INTERVENTION INDIVIDUAL GROUP ORGANISATIONAL Structural design YES Downsizing YES Re-engineering YES YES Parallel Structures YES YES High-involvement organizations YES YES YES TQM YES YES Work design YES

The Process of Organisation Development Entering and contracting Diagnosing organizations Diagnosing groups and jobs Collecting and analyzing diagnostic information Designing interventions Leading and managing change Evaluating and institutionalizing organization development interventions Overview of interventions Human resource management interventions Goal Setting Performance Appraisal Reward system Career Planning and development Managing work force diversity Employee wellness

Human resource management interventions INTERVENTION INDIVIDUAL GROUP ORGANISATIONAL Goal Setting YES YES Performance Appraisal YES YES Reward system YES YES YES Career Planning and development YES Managing work force diversity YES YES Employee wellness YES

The Process of Organisation Development Entering and contracting Diagnosing organizations Diagnosing groups and jobs Collecting and analyzing diagnostic information Designing interventions Leading and managing change Evaluating and institutionalizing organization development interventions Overview of interventions Strategic interventions Integrated strategic change Transorganisation development Mergers and acquisitions integration Culture change Self-designing organisation Organisation learning and knowledge management

Strategic interventions INTERVENTION INDIVIDUAL GROUP ORGANISATIONAL Integrated strategic change YES Transorganisation development YES Mergers and acquisitions integration YES Culture change YES Self-designing organisation YES YES Organisation learning and knowledge management YES YES

The Process of Organisation Development Entering and contracting Diagnosing organizations Diagnosing groups and jobs Collecting and analyzing diagnostic information Designing interventions Leading and managing change Evaluating and institutionalizing organization development interventions Focus of change Resistance to change to creating a vision and desired futures Activities contributing to effective change management Motivating change Creating a vision Developing political support Managing the transition Sustaining the momentum

The Process of Organisation Development Activities contributing to effective change management Motivating change Creating readiness for change Sensitize organisation to pressures for change Reveal discrepancies between current and desired states Convey credible positive expectations for the change Overcoming resistance to change Empathy and support Communication Participation and involvement Entering and contracting Diagnosing organizations Diagnosing groups and jobs Collecting and analyzing diagnostic information Designing interventions Leading and managing change Evaluating and institutionalizing organization development interventions

The Process of Organisation Development Activities contributing to effective change management Creating a vision Describing the core ideology (thoughts, actions faith ??) Considerable time to discover (3-5 basic beliefs/principles) Constructing the envisioned future Bold and valued outcomes Desired future state Entering and contracting Diagnosing organizations Diagnosing groups and jobs Collecting and analyzing diagnostic information Designing interventions Leading and managing change Evaluating and institutionalizing organization development interventions

The Process of Organisation Development Activities contributing to effective change management Developing political support Assessing change agent power Knowledge -> playing it straight Others support -> Using social networks Personality -> Going round the formal system Identifying key stake holders Influencing stake holders Entering and contracting Diagnosing organizations Diagnosing groups and jobs Collecting and analyzing diagnostic information Designing interventions Leading and managing change Evaluating and institutionalizing organization development interventions

The Process of Organisation Development Activities contributing to effective change management Managing the transition. Activity Planning Commitment planning Managing structures Sustaining momentum Providing resources for change Building support systems for change agents Developing new competencies and skills Reinforcing new behaviors Staying the course Entering and contracting Diagnosing organizations Diagnosing groups and jobs Collecting and analyzing diagnostic information Designing interventions Leading and managing change Evaluating and institutionalizing organization development interventions

The Process of Organisation Development Entering > contracting > Diagnosing > Intervening > Evaluating Evaluating OD interventions Implementing and evaluating feedback Measurement Designing good measures Operational definition Reliability Validity Research design Internal validity External validity (Hypothesis) Entering and contracting Diagnosing organizations Diagnosing groups and jobs Collecting and analyzing diagnostic information Designing interventions Leading and managing change Evaluating and institutionalizing organization development interventions1

The Process of Organisation Development Measurement …Contd Features for assessing changes Longitudinal measurement (Before / after) Comparison unit Statistical analysis Three types of change Alpha (Desired and expected) Beta (Requires calibration) Gamma (Needs fundamental redefinition) Entering and contracting Diagnosing organizations Diagnosing groups and jobs Collecting and analyzing diagnostic information Designing interventions Leading and managing change Evaluating and institutionalizing organization development interventions

The Process of Organisation Development Institutionalizing – Three key factors that affect intervention characteristics and institutionalization process Congruence Stability in environment and technology Unionization Entering and contracting Diagnosing organizations Diagnosing groups and jobs Collecting and analyzing diagnostic information Designing interventions Leading and managing change Evaluating and institutionalizing organization development interventions

The Process of Organisation Development Institutionalizing- Five features that affect institutionalization process Goal Specificity Programmability Level of change target Internal support sponsorship Entering and contracting Diagnosing organizations Diagnosing groups and jobs Collecting and analyzing diagnostic information Designing interventions Leading and managing change Evaluating and institutionalizing organization development interventions

The Process of Organisation Development Institutionalization processes that affect the degree to which OD interventions are institutionalized Socialization Commitment Reward allocation Diffusion Sensing and calibration Entering and contracting Diagnosing organizations Diagnosing groups and jobs Collecting and analyzing diagnostic information Designing interventions Leading and managing change Evaluating and institutionalizing organization development interventions

The Process of Organisation Development Indicators of institutionalization. Knowledge Performance Preferences Normative consensus Value consensus Entering and contracting Diagnosing organizations Diagnosing groups and jobs Collecting and analyzing diagnostic information Designing interventions Leading and managing change Evaluating and institutionalizing organization development interventions

Types of interventions Human process interventions Techno-structural interventions Human resource management interventions Strategic interventions

Human Process Interventions Individual, interpersonal and group process approaches T-groups Coaching Training and development Process consultation Third party intervention Team building

T-groups - Purpose Made up of Strangers Purpose – to understand Group dynamics Leadership Interpersonal relationships Results in Better understanding and awareness ….and insight on own behaviour, sensitivity towards behaviour of others, group and inter group process, interpersonal and inter group relations, ability to analyze own behaviour etc..

Coaching Involves Guided inquiry, active listening, reframing to enable individuals see a new or different possibility. The process can be technique driven when formula, tools and advice are substituted for Good judgment, facilitation and compassion. Goals: Execute transition, addressing a performance problem, leadership development, Coaching and Therapy

Coaching Application – closely follows planned change – entering, contracting, assessment, debriefing, action planning, intervention and assessment Establish the principles of the relationship Conduct an assessment Debrief the results Develop an action plan Implement the action plan Asses the results.

Training and development Provide skills and knowledge the employees need to perform. For T&D to be an OD Intervention it must focus on changing the skills and Knowledge of a group, to improve their effectiveness and build capabilities of an organisation system.

Training and development Application – perform a needs assessment Develop the objectives and design the training Deliver the training Evaluate the training

Process consultation “ Creation of a relationship that permits the client to perceive, understand and act on the process events that occur in [his or her] internal and external environment in order to improve the situation as defined by the client” – Schein

Process consultation 10 principles Always try to be helpful Always stay in touch with the current reality Access your ignorance Everything you do is an intervention The client owns the problem and the solution Go with the flow Timing is crucial Be constructively opportunistic with confrontive intervention Everything is information: errors will always occur and are the prime source for learning When in doubt share the problem

Process consultation Group process – must be able to address the following issues Communication – verbal and non verbal The functional roles of group members Group problem solving and decision making Group norms The use of leadership and authority

Process consultation Individual interventions Johari window Page 276 (Effective feed back) Group interventions Address the process, content or structure of the group Process interventions Sensitize group to its own internal processes and generate interest in analyzing them Involves – comments, questions, observations – or members- behavior, problem solving and decision making, identity and purpose of the group. Content interventions Structural interventions

Process consultation Group interventions Address the process, content or structure of the group Process interventions Content interventions Helps determine what the group works on Structural interventions Examines the stable and recurring methods it uses to accomplish tasks and deal with external issues.

Third party interventions Focus on conflicts arising between two or more people within the same organisation Arise on account of differences in personality, task orientation, goal independence, perception among group members, competition for scarce resources - Work methods, pay rates, conditions of employment Effectiveness of third party intervention??? Episodic model of conflict -

Conflict cycle Issues – triggering event – Behavior – Consequences – Leads to (newer )issues triggering event

Conflict resolution Understand the type of conflict Context in which the intervention is occurring Role to be assumed and tactic chosen Must have skill in diagnosis , intervention, follow up and be highly sensitive to own feeling and others feeling

Team building FSNP Employee involvement, work design, restructuring and strategic change Team effectiveness tool – page 285 { Җ }

Team building One or more individuals Group operation and behavior Relationship with the organisation (Team building process becomes relevant and important in all three categories) Page 292 (tool)

Human Process Interventions Organisation process approaches Organisation confrontation meeting Inter group relations Large-group interventions Grid organisation development

Human Process Interventions Organisation process approaches Organisation confrontation meeting Inter group relations Large-group interventions Grid organisation development Mobilise resources of the entire organisation Identify problems Set priorities Action targets Work on identified problems Results Classic approach to problem solving in org. Out comes are successful as well as not so – evaluative research is necessary

Human Process Interventions Organisation process approaches Organisation confrontation meeting Inter group relations Large-group interventions Grid organisation development Application stages A group meeting of all involved is scheduled Representation from all departments/functional areas Groups are to open and honest One/two hours to identify the problem All groups Reconvene to present report on problems Segregate the problem as solvable by themselves / by other in their department Rank the problems and develop tactical action plan, timetable for completing the set priorities Meet regularly to follow up on progress and reset priorities

Human Process Interventions Organisation process approaches Organisation confrontation meeting Inter group relations Large-group interventions Grid organisation development Need Groups often must work through other groups Groups within organisation create problems and place demands on other groups The quality of relationship between groups can affect the effectiveness of the organisation Two interventions Microcosm groups Inter group conflict resolution

Human Process Interventions Organisation process approaches Organisation confrontation meeting Inter group relations Large-group interventions Grid organisation development Microcosm groups A small group of individuals who reflect on the issue being addressed Application stages Identify an issue Convene the group Provide group training** Address the issue Dissolve the group

Human Process Interventions Organisation process approaches Organisation confrontation meeting Inter group relations Large-group interventions Grid organisation development Inter group conflict resolution To resolve dysfunctional * conflicts between groups Application stages A consultant external to the two groups obtains agreement to work directly on improving the relationship Time is set for groups to meet

Human Process Interventions Organisation process approaches Organisation confrontation meeting Inter group relations Large-group interventions Grid organisation development Inter group conflict resolution Application stages Asked to answer questions on What qualities, attributes / characteristics that describe their own group What qualities attributes / characteristics that describe the other group Encourage groups to specify norms of openness for feedback and discussion Sent to separate rooms for answering the three questions – written statements

Human Process Interventions Organisation process approaches Organisation confrontation meeting Inter group relations Large-group interventions Grid organisation development Inter group conflict resolution Application stages Reconvene –A representative from each group reads the written statements (Ensure the correct image, perception and attitudes are presented) Questions are allowed to ensure clear understanding of the written statements. [justifications, accusations or other statements are not allowed] The groups separate again – review the reason for discrepancy

Human Process Interventions Organisation process approaches Organisation confrontation meeting Inter group relations Large-group interventions Grid organisation development Inter group conflict resolution Application stages After working through the areas of discrepancy and agreement – Permit open discussion between the groups to develop an overall list of remaining areas of friction and isolation The two groups are asked to develop specific plans of action for solving specific problem and improving the relationship. Progress as per action plan and Follow up meeting to review the problem, identify new issues and problems that have come up and design action plans for such problems

Human Process Interventions Organisation process approaches Organisation confrontation meeting Inter group relations Large-group interventions Grid organisation development Inter group conflict resolution Results Has positive effect Attitudinal an behavioral changes will have to be planned

Human Process Interventions Organisation process approaches Organisation confrontation meeting Inter group relations Large-group interventions Grid organisation development LARGE-GROUP INTERVENTIONS Also called - [Search conferences, open space meetings, open systems planning, World Cafes, future searches] Need New product, new environmental change. New technology, defining future of a large group. The current state is the outcome of intentional and unintentional interaction among groups and individuals both from inside and outside the organisaiotn

Human Process Interventions Organisation process approaches Organisation confrontation meeting Inter group relations Large-group interventions Grid organisation development Changing organisations Vision, structure , strategy or work requires four Key assumptions Organisation members perception play a major role in environmental relations Organisation members must share a common view if the environment to permit coordinated action towards it Organisation members perception must accurately reflect the conditions of environment if organisational responses are to be effective. Organisation can not only adapt to their environment: they must create it proactively

Human Process Interventions Organisation process approaches Organisation confrontation meeting Inter group relations Large-group interventions Grid organisation development Application stages Preparing large group meetings Compelling meeting theme Appropriate participants Relevant tasks to address the conference theme

Human Process Interventions Organisation process approaches Organisation confrontation meeting Inter group relations Large-group interventions Grid organisation development Conducting the meeting - Open system methods Map the current environment surrounding the organisation Asses the organisations response to environmental expectation Identify core mission of the organisation Create realistic future scenario of environmental expectations and organisations response Compare the present with the ideal future and prepare action plan for reducing the discrepancy

Human Process Interventions Organisation process approaches Organisation confrontation meeting Inter group relations Large-group interventions Grid organisation development Conducting the meeting - Open system methods Set the conditions for self organizing Create the agenda Coordinate the activity through information Follow up on meeting outcomes Results Found to have impact There is dramatic rise in the method

Human Process Interventions Organisation process approaches Organisation confrontation meeting Inter group relations Large-group interventions Grid organisation development An out come of managerial and organisational effectiveness Barriers to excellence Planning Communications Normative model of leadership – The managerial Grid has two dimensions The concern for people The concern for production

Human Process Interventions Organisation process approaches Organisation confrontation meeting Inter group relations Large-group interventions Grid organisation development Objective and result Improve planning by developing a strategy for organisational excellence IS most effective in overcoming communication barrier to corporate excellence

Human Process Interventions Organisation process approaches Organisation confrontation meeting Inter group relations Large-group interventions Grid organisation development Six phases Grid seminar Team development Inter group development Ideal model of organisational excellence Implementation of the model Evaluation of the organisation

Techno-structural interventions Structural design Downsizing Re-engineering Parallel Structures High-involvement organizations TQM Work design

Peter singe “The fifth Discipline” Personal mastery Mental models Building shared vision Team learning Systems thinking

Robert K. Greenleaf Servant leaders

Ken Blanchard Kenneth Hartley Blanchard (born May 6, 1939) One minute manager - one-minute goals, one-minute praising and one-minute reprimands. Seagull manager - "Seagull managers fly in, make a lot of noise, dump on everyone, then fly out."

Henry Mintzberg - The Rise and Fall of Strategic Planning Mintzberg advocates more emphasis on post graduate programs that educate practicing managers (rather than students with little real world experience) by relying upon action learning and insights from their own problems and experiences

John Seddon John Seddon Known for attacks on current British management thinking including: the belief in economies of scale, quality standards such as ISO9000 Criticism of public sector reform including 'deliverology', the use of targets, inspection and centralised control of local services.

Jim Collins - the Hedgehog concept

Arie de Geus In "The Living Company", he maintains that the most enduring companies treat their enterprises as 'living work communities' rather than purely economic machines. A 'global statesman' of business change, widely recognised as the originator of many of the principles and practises underlying the Learning Organisation concept, and is one of the world's most effective business strategists.

Organisation Developement and change managemnt

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