ORGANISATIONAL DEVELOPMENT & CHANGE

MODULE 5 ORGANISATIONAL CHANGE

Force for change

People Technology Information processing & communication Competition

REASONS FOR CHANGE

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

Conti
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

Selective
information processing

Social

unknown

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

Gestalt approach
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.

Role analysis technique

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. 2. 3. 4. Diagnosis, Planning action Implementation action 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

TRANSACTIONAL ANALYSIS
When two people interact with each other there results a social transaction, analysis of the social transaction is knows as TA Introduced by: Eric Berne in 1960 Popularized by: Thomas Harris

Advantages of TA
1.It provides a means to reduce bad feelings 2.Efficient use of time 3.Effective communication 4.Reinforces other management development activities like leadership, MBO, job enrichment, conflict resolution etc

Ego States
Parent ego state: authoritative, overprotective, controlling, nurturing, critical Adult ego state: mature, rational, Child ego stare: childish, dependent,immature

Social transaction
1.Complementary transaction: message sent or behaviour exihbitted is received by other in appropriate response by other ego state. 2. In crossed transaction: stimulus and reponse are not parellel, adult to child 3.Ulterior transactions: two ego states on part of first part, eg. come to me the doors are always open

Johari window
Developed by Joseph Luft & Harry Ingham Useful in anlysing causes of interpersonal conflict.

Stroking
Positive stroking Negative stroking

Life positions
Each one of us exhibit 4 life positions