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Organizational Development Presentation 1.pptx
- 1. Organizational Development PRESENTED TO: MA’AMMARIA ISHTIAQ PRESENTED BY: IMAMA GUL NIDA GHANI SYED USMAN SAMI ULLAH
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- 3. Impact of Valueson the Change Process Values Change Institutional Theory
- 4. Organizational Values • Organizationalvalues are the core beliefs held by an individual or groups regarding means and ends, organization ought to or should identify in the running of the enterprise. (Enz – 1988) • Values underpin the way in which organizations are designed and operated.
- 5. Organizational Change • Organizationalchange is the movement of an organization from one state of affairs to another. Organizational change can take many forms. It may involve a change in a company's structure, strategy, policies, procedures, technology, or culture.
- 6. Institutional Theory • Institutionaltheory is an approach to understanding organizations and management practices as the product of social rather than economic pressures. It has become a popular perspective within management theory because of its ability to explain organizational behaviors that defy economic rationality.
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- 8. Institutional Theory, Valuesand Organizational Change • DiMaggio and Powell (1991), suggested that recent developments in institutional theory are more concerned with the persistence of structures and systems than transformation. • Dougherty (1994), suggested that institutional theory contains an excellent basis for an account of change. • Greenwood and Hinings (1996), said that institutional theory has been weak in analyzing the dynamics of transition process but it does offer insights that can contribute to a more complete understanding of organizational change. The insights refers to the role of values in organizational change.
- 9. Canadian Amateur SportOrganization (National Sports Organizations)
- 10. Nature of Change •Transitional Change – Alteration with in an archetypal design • Transformational Change – Moving from one archetype to another • Planned, Episodic, 2nd Order Change • Re-Creation type of change (Reactive+Radical) • External Pressure • Resistance
- 11. Radical Transformation Propositions •Strong coercive pressures play an important role in initiating changes in organizations in which the dominant value structure is proposed to the prescribed changes. • As coercive pressures are relaxed, organizations will change to a form more compatible with the values held in within the organization. • The greater the congruence between the values held by the organizational members and the prescribed changes at the start of the change process, the faster the transition will take place.
- 12. Continue… • A radicaltransformation will not be possible in an organization with an elite value structure inconsistent with the prescribed changes. • A radical transformation will only be possible if the dominant value set held by the non elite members of the organization are consistent with the prescribed changes. • Some organizations will adopt prescribed changes ceremonially while functioning in accordance with the value structure held with in organization.
- 13. Continue… • An organizationthat has undergone a radical transformation will enter a period of relative calm.
- 14. Important Features ofNational Sport Organizations Transformation Planned Changes Radical Changes Transformational Changes
- 15. Kurt-Lewin Change Model •Unfreezing • Moving • Refreezing
- 16. Research • Conducted between1984 and 1996 • From 35 NSO’s • Collected data on entire population • Conducted in most turbulent time • First year intense pressure on NSO’s • 1980 transformation needed
- 17. Best-Ever Program • Introducedin 1983 • Initiated to bring radical change • Improvement of elite-level performance • Funds raised from CND$ 5.5 to 24.4 million • Program extended to 1984 • 9 million allocation for summer sports
- 18. Government Emphasis onValues • Ben Johnson tested positive for anabolic steroid stanazolol • Drug taking was prevalent • Emphasis on high performance downgraded • redefine cultural values of sports (emphasis on ethics) • Reduced budget due to economic depression
- 19. Organizational Archetypes • Archetypescan be used to identify the underlying values and cultural norms that are present in an organization • For understanding the nature of change kikulis investigated change in Olympic NSOs between 1984 and 1988 is particularly relative. Kikulis and her colleagues uncovered 3 archetypes • Kitchen table • Boardroom • Executives office
- 20. Data Collection Data Sets Twodata sets collected independently, • One to gain insight into structural change the NSOs were experiencing • Other to capture the values held within the organization Data Collection Methods • Official reports on sport, released by government agencies were reviewed • Interviews conducted with individuals responsible for sports within federal and provincial government • Published result on Canadian sports was analyzed.
- 21. Seven Main Values •Institutionally approved set of values • High performance • Government involvement • Organizational rationalization • Professionalization • Planning • Corporate involvement • Quadrennial plan
- 22. Findings • Qualitative andquantitative data • Thorough analysis on high performance • Detailed report was repaired by combination of professional staff and volunteer directors • Reports detailed organizations structures, program staff and volunteer roles and pattern of decision making • To fill gaps interviews were conducted • 175 interviews conducted each interview followed standard format • Open ended questions were asked • 90 minuets interview
- 23. Construction of Archetypes •The structural dimensions used to develop Archetypes are specialization, standardization and centralization. • Specialization was done for the volunteers, professional and support staff. • The level of standardization was measured by using 5 scale, each consist of 4 and 10 items. • The degree to which centralization was measured was of 4 scales
- 24. Results On the basisof Propositions
- 25. Role of CoercivePressure in instigating Change • Coercive pressures played a significant role in initiating change in the National Sports organizations although they had value structures that opposed the transitional change. • 85% of NSO’s moved toward change due to coercive pressure.
- 26. Consequences of RelaxingCoercive Forces • Relaxing coercive pressure can have both positive and negative consequences, depending on the situation and the specific pressure being relaxed. • In this case, when coercive pressures were high NSO’s were moving towards more bureaucratic and professional system i.e., 1984-1988 • And when coercive pressures were relaxed most of the NSO’s reverted back to informal designs i.e., 1988-1996
- 27. Value Congruence andPace of Change • Organizations with greater value commitment to the proposed changes would alter more quickly than those with a lower commitment. • The standardized findings proved that NSOs which reoriented in 1984 held values that were oriented towards a more professional and bureaucratic design, • While those NSO’s which oriented lately in 1992(and onwards) or failed to reorient were less oriented towards professional and bureaucratic design. • Greater the congruence between the dominant value commitment of organization and the prescribed changes, easier and successful will be the radical changes.
- 28. Elite Values andOrganizational Change • A radical transformation will not be possible in an organization with an elite value structured inconsonant with the prescribed changes. • Three of the four organizations that reoriented between 1992 and 1996 had an elite value structure congruent with the prescribed change. • This supports Fligstein's(1991) contention that change could only occur when it was in the interest of those in power to make the transformations.
- 29. Non-Elite Values andOrganizational Change • A radical transformation will only be possible if the dominant value set held by non elite organization members is consistent with the prescribed changes. • 85% NSO’s moved towards transformational change only because the non- elite values were aligned with the prescribed transformational change i.e., 1992-1996.
- 30. Ceremonial Conformity • Someorganizations will adopt prescribed changes ceremonially while functioning in accordance with the value structure held within the organization. • More than half of the NSO’s from 1884 and onwards adopted the prescribed change but did not changed their traditional values and operating principles which created a gap between the formal and technical parts of the organization.
- 31. Aftermath of RadicalTransformation • The last proposition is that organizations enter into periods of stability following radical transformations. • NSO’s after achieving a legitimate design in 1996 came into a period of stability while those who failed to reorient were consistently pressurize to reorient.
- 32. Conclusion • Few organizationsachieve the end points envisaged at the start of the change program without some modification; those that do generally experience delays, conflict, and changes in personnel along the way. • The contention we make here is that the nature of this reaction will depend on how closely the values held by individuals within an organization coincide with the changes being proposed. If they are similar, the change will be supported; if they are not, then it is likely that some form of resistance will be enacted .
- 33. Continue… The utility ofthis article lies in directly relating the impact of different values to the transformation process. In particular, it brings a longitudinal perspective that provides useful insight into what is a dynamic process. This study reports on change in one particular field