ORGANISATIONAL

DEVELOPMENT & CHANGE

Force for change
People
Technology
Information processing &
communication
Competition

Govt policies
Changes in economy
Competition
Raw material coast
Pressure groups
Technology push
Scarcity of labour
Chnages in leadership
Implementation of new technology

Decline in profitability
Changes in employee profile
Union actions
Low morale and motivation etc.
Managing Planned Change

First - order change
Second - order change
Resistance to change
Individual sources of resistance
Habit
Security
Economic factor
Fear for the unknown
Selective information processing
Social factor


Sources of individual
resistance to change
Individual
resistance
to changer
Habit
Economic
factors
Security
Fear of
unknown
Selective
information
processing
Social
factors

Resistance to change con...
Organizational Resistance
Structural inertia
Limited focus on change
Group inertia
Threat to expertise
Threat to established power
relationship
Threat to established resource
allocation

Sources of organizational
resistance to change
Organisational
Resistence
To change
Structural
Inertia
Limited
force
of change
Group Inertia
Threat to
Expertise
Threat to
Established
Power
Relations
Threat to
Established
Resources
Allocation
How to overcome
resistance...
Educating employees
Employee involvement
Facilitation
Negotiation
Manipulation and cooperation
Coercion








Approaches to managing
organizational change
Lewins Three-step Model
Unfreeze
Movement to change
Refreeze

Action Research
A change process based on the
systematic collection of data and the
selection of a change action based on
what analyzed data indicate
Stephen Robbins
Action Research Model

Diagnosis
Analysis
Feedback
Action
Evaluation

ORGANISATION
DEVELOPMENT
A process of planned change change
of an organization culture from one that
avoids an examination of social
processes to one which institutionalizes
and legitimizes this examination
Techniquaes of OD
Sensitivity Training
Survey Feedback
Process consultation interventions
Team interventions
Management by objectives
Grid training
Structural techniques

Team innterventions
The formal group diagnostic methods
The formal group team-building
meeting
Gestalt approach to team building
Role analysis technique
Role negotiation technique
Force field analysis
Intergroup team building interventions
Is based on the belief that everyone function
as whole, total organisms and not as
fragmented beings
When compelled to live up to the
expectations of others they get frustration.
Gestalt therapy - awareness, integration,
maturation, authenticity, self regulation and
behavior change.
Step 1 analyze self role
Step 2 Expectation from others to perform
well
Step 3 Team members express their
expectation from the person
Step 4 writes the description of role Role
Profile

Prerequisites of OD

Top management commitment
Influential managers
Success in initial efforts
Established reward system
Constant learning

Steps in OD
1. Diagnosing the problem of the
organisation
2. Developing plans for change
3. Implementing change plans
4. Follow-up and evaluation

Different models of OD

Abads Model
Lawrence & Lorschs Approach
Lippitts Approach
Blake & Moutons Approach
Warner Burkes Approach
Beckhards Approach

Abads Model
1. Motivation for change, data-collection
2. Problem-identification & diagnosis,
planning strategy for change
3. Intervening in the system
4. Reinforcement & follow-up
5. Monitoring & evaluation
Lawrence & Lorschs
Approach
1. Diagnosis,
2. Planning action
3. Implementation action
4. Evaluation
Lippitts Approach
1. Crisis
2. Process of interfacing
3. Appropriate response
Warner Burkes Approach
Entry - approaching external
consultant
Contracting
Diagnosis
Feedback
Planning change
Interventions
Evaluation
Beckhards Approach
Diagnosis- identifying need to change
Strategy planning
Education
Consulting & training
Evaluation