ORGANIZATION DEVELOPMENT & CHANGE Definitions Of O.D.

C
O.D.C is defining as a systemwide application of behavioral science knowledge to the planned development, improvement, and reinforcement of the strategies, structures, and processes that lead to organization effectiveness. OR O.D.C is defining as a process that applies behavioral science knowledge and practices to help organizations achieve greater effectiveness, including increased financial performance and improved quality of worklife. Organization development differs from other planned change efforts, such as technological innovation, training and development, or new product development, because the focus is on building the organizations ability to assess its current function and to achieve its goals. O.D.C is oriented to improving the total system.

Growth and Relevance of Organization Development

Three Major trends are shaping change in organizations as the following: 1.Globalization is changing the markets in and environments in which organizations operate as well as the way they function. 2. Information Technology is redefining the traditional business model by changing how work is performed, how knowledge is used, and how the cost of business is calculated. 3. Managerial innovation has responded to the globalization and information technology trends and has accelerated their impact on organizations.

The Five systems of Organization Development(OD)Practice

Current OD Practice are: 1.Laboratory Training. 2. Action Research/Survey Feedback. 3.Participative Management. 4.Quality of Work life. 5. Strategic Change

In Which Organizations Can OD been practiced?

Ans. OD Work is been done in schools, Communities, and local, state, governments. Extensive OD work was done in armed services, including the army, navy, air force, and cost guard. Organizational Development is increasingly international.

Theories of Planned Change

1.Kurt Lewin s Change Model: he conceived of change as modification of forces keeping a system behavior stable. Example; level of performance of a work group might be stable because group norms maintaining that level are equivalent to the supervisors pressures for change to higher levels. To increase the level of performance, there are two ways ; 1.1. Changing group norms to support higher levels of performance. 1.2. Increasing supervisor pressures to produce at higher level.

Kurt Lewin theory Continue;

What are Kurt Lewin three steps of change process model? 1. Unfreezing : This step usually involves reducing forces maintaining organizations behavior at its present level. 2. Moving ; This step shifts the behavior, department, or individual to the new level. It involves intervening in the system to develop new behaviors, values, and attitudes through changes in organizational structures and processes. 3. Refreezing. This stabilizes the organization at new state equilibrium (Balance) . It is frequently accomplished through the use of supporting mechanisms that reinforce the new organizational state, such as organizational culture, norms, policies, and structures. Lewins Model provides a general framework for understanding organizational change.

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2. Action Research Model Theory: this theory contains many steps as the following ;
1. Problem identification. 2. Consultation with a behavioral science expert. 3. Data gathering and preliminary diagnosis. 4. Feedback to a key client or group. 5. Joint diagnosis of the problem. 6. Joint action planning 7. Action. 8. Data gathering after action. 9. Feedback to a key client or group.

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3.Contemporary(literature)adaptation of Action Research Theory which contains the following steps;
1. Choose positive subjects 2. Collect positive stories with broad participation. 3. Examine data and develop possibility propositions. 4.Develop a vision with broad participation. 5. Develop action plans. 6. Evaluate. 7. Develop Action Plans

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4. General Model Of Planned change ;
which considered as a general framework for planned change is consisting the following steps; 1.Entering and contracting (information & initial data. 2.Diagnosing organization problem . , 3.Planning and implementing change. 4.Evaluating and institutionalizing change.

Q.Domestic Planned Change VS. International Setting changes

Under such conditions, the action research model works quite well. In other societies, however , a very different set of cultural values and assumptions may operate and make the application of OD problematic, For example the culture of middle-east countries are tight and strict that not allowing female to work in other cities and at night, If a decision maker choose to apply open and working policy allowing female to work at night , this kind of decision will not help in changing environment unless changing the culture, attitude of people before taking this decision just for a change. Conducting OD in international setting is highly stressful on OD practitioners to be successful.

Organization Development Practitioner

Organization development Practitioners are a high skill personnel's, We view them as internal or external consultants providing professional services-diagnosing problems, developing solutions, and helping to implement them. Recently they include a new professions in related

Degree Of Organization
Q.) Are there any differences in planned change efforts between overorganized situations and underorganized situations? ans.; Planned change efforts can very depending on the degree to which the organization or client system is organized. In overorganized situations, such as in highly mechanistic, bureaucratic organization, various dimensions such as leadership styles, job designs, organization structure and others are too rigid and overly defined for effective task performance, While in underorganized situations there is too little regulations to be change for effective task performance ,leadership, structure, job design, communications, and policy are poorly defined and fail to control task behaviors effectively.

Degree Of Organization Continue;

Q. What are the four steps activities require a modification of the traditional phases of planned change? These activities require modification of the traditional phases of planned change and include the following four steps; 1. Identification. 2. Convention. 3. Organization. 4. Evaluation.

What are the effective basic skills and knowledge needed by all OD practitioners?
1. Intrapersonal skills ; Practitioners must have the personal centering to know their own values, feelings, and purposes as well as the integrity to behave responsibly in a helping relationship with others. In Intrapersonal skills, practitioners must have active learning skills and a reasonable balance between their rational and emotional sides. 2. Interpersonal skills ; Practitioners must create and maintain effective relationships with individuals and groups within the organization and help them gain the competence necessary to solve their own problems.

What are the effective basic skills and knowledge

needed by all OD practitioners? Continue;

3.General consultation skills; Identifies the ability to manage the consulting process and the ability to design interventions as core competencies that all OD practitioners should possess. 4. Organization development theory; The last basic tool OD practitioners should have is a general knowledge of organization development.

Internal versus external OD Consulting Practitioners

OD Practitioners often have to decide whether to use internal or external Consultants .to reach a decision, they should be aware of the strengths and weaknesses of both ,and weigh the advantages and disadvantages of using either based on the needs.

Differences in stage of change between external and internal consulting

1. Entering. 2. Contracting. 3. Diagnosing. 4. intervening. 5. Evaluating.

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Internal Consultants ; are members of the organization and often are located in the human resources department, They may perform OD role exclusively, or they may combine it with other tasks, such as compensation practices, training, or labor relations. External consultants ; are not members of the client organization, they typically work for a consulting firm, university, themselves. Organizations generally hire external consultants to provide a particular expertise that is unavailable internally and to bring a different and potentially more objective perspective into the organization development process.

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Advantages Of Internal Consulting:
1.Have ready access to and relationships with clients. 2.Know the language of the organization. 3.Have insights about the root cause of many of its problems. 4.Members of consulting team are close relationships , better understanding with client. 5.Save time in identifying organization culture, informal practices and sources of power. 6.More efficient. 7.Low cost and their pay is not at risk.

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Advantages Of External Consulting; 1. Have the advantage of being able to select the clients they want to work with according to their own criteria. 2.The contracting phase is less formal than internal consultants. 3.Easy to adopt technology.

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Disadvantages Of Internal Consulting;
1.Since internal, consultants from the same organization ,This would inhibit any fresh ideas and perspectives that might be needed to correct and solve the problem. 2. There is scope of powerful coalitions in the organization to influence the internal team to conceal, distort ,or misrepresent certain facts. 3.There is possibility that even the most highly qualified internal consulting team are not perceived as experts by the staff and hence their recommendations do not get the consideration and attention they deserve. 4.Certain organizational biases of the internal research team might be in some instances make the findings less objective and consequently less scientific.

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Disadvantages Of External Consulting; 1.The cost of hiring an external consulting team is usually high. we are always trying to avoid hiring external consultant unless the problems are very critical. 2.External team try to understand the organizational,They seldom get a warm welcome,nor are readily accepted by the employees. 3.The external team also charges additional fees for their assistance in the implementation and evaluation phases.

Process Of Organization Development Entering and Contracting Entering Into an OD relationship;

An OD process generally starts when a member of an organization or unit contacts an OD practitioner about potential help in addressing an organizational issue. The organization member may be a manager, staff specialist,some other key participant, And the practitioner may be an OD professional from inside or outside of the organization. The two parties should enter into an OD relationship addressing certain issues, like nature of the organization, collecting preliminary data, gathering information, information about practitioners competence and experience.

Process Of Organization Development Entering and Contracting continue;

Entering Into an OD relationship Continue; Seeking help from OD practitioners, organizations typically start with a Presenting Problem, It may be specific problem, Example., decrease market share, increased absenteeism, growing too fast, needed rapid change. In such cases a certain problem has deeper roots, example ;conflict among members of a team may result from several deeper causes, including ineffective reward systems, personality differences, inappropriate structure and poor leadership.

Process Of Organization Development Entering and Contracting continue;

Three OD Contracting Key areas as following; 1. Mutual Expectations. 2.Time and resources. 3.Ground rules.