9- organizational development - arl by dr. amir murad.pptdiagnosis, action planning, intervention...

ORGANIZATIONALDEVELOPMENT

By

Dr. Aamir MuradConsultant

www management-excellence orgwww.management-excellence.org

OD IOD INTERVENTIONNTERVENTION

OORGANIZATIONALRGANIZATIONAL DDEVELOPMENTEVELOPMENT (OD)(OD)

OD is an effort planned, organization-wide, and managed from top to increase organizational effectiveness and health g ffthrough planned interventions in the

organization’s processes usingorganization s processes, using behavioral science knowledge.

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OORGANIZATIONALRGANIZATIONAL DDEVELOPMENTEVELOPMENT (OD)(OD)

OD i t id f d t ll tiOD is a system-wide process of data collection, diagnosis, action planning, intervention and evaluation aimed at:aimed at: ◦ enhancing congruence between organizational structure,

process, strategy, people and culture; ◦ developing new and creative organizational solutions; ◦ developing the organization’s self-renewing capacity.

It occurs through the collaboration of organizational members working with a change agent using b h i l i th h d t h lbehavioral science theory, research and technology

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EE OO CCEELEMENTSLEMENTS OFOF OORGANIZATIONALRGANIZATIONAL CCULTUREULTURE• The Paradigm:

– what the organization is about; h t it d it i i it lwhat it does; its mission; its values

• Control systems– The processes in place to monitor

what is going on• Organizational structures

– Reporting lines, hierarchies, and the way that work flows through the business

• Power structures– Who makes the decisions, how

widely spread is power, and on what is power based?p

• Symbols• Rituals and routines• Stories and myths

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OORGANIZATIONALRGANIZATIONAL DDEVELOPMENTEVELOPMENT ……OD means ...

Consulting with businesses or department to improve effectiveness; specially, assessing exact p ff p y gneeds, developing and implementing strategic planned change efforts to link goals, skills and

h ll i i i i dprocesses to the overall mission, vision and strategy

The client and consultant (internal or external) work together to gather data (via structured methods), define issues and determine a suitable course of action The business (or department) iscourse of action. The business (or department) is assessed to create an understanding of the current situation and to identify opportunities for change11/10/2011 5


OORGANIZATIONALRGANIZATIONAL DDEVELOPMENTEVELOPMENT ……OD means ...

OD differs from traditional consulting because client involvement is encouraged throughout the g gentire process. The ways in which people communicate and work together are addressed in

ddi i h i l d l i h daddition to technical or procedural issues that need resolution

Empowering individuals and teams by using valid and reliable research to create, manage, and embrace efficient and effective changeembrace efficient and effective change

Developing managers and staff to create the desired lt ll l l f th i ti

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OD DOD DIAGNOSTICIAGNOSTIC TTOOLSOOLS

Diagnostic Instruments set of questions thatDiagnostic Instruments – set of questions that provide insight into a large group, team or individualindividual

Large group toolsg g p

Team diagnostic

Individual diagnostic tools

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CCURRENTURRENT SSTATUSTATUS

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TTHEHE AANSWERNSWER –– CCHANGEHANGE

Ch i th i d th h hi hChange is the window through which

the future enters your life.

Key Question:

Organizational change usually requires

both structural and behavioral change,

what issues need to be considered

when organizational change occurs?

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CC A GA G MMA AGA AGCCHANGEHANGE MMANAGEMENTANAGEMENT

Managing change may refer to:Managing change may refer to:

Th ki f h i l d dThe making of changes in a planned and managed or systematic fashion. The response to changes over which the organization exercises little or no control(e.g., legislation, social and political upheaval, the actions of competitors, shifting economic tides and currents, and so on).


CC A GA G MMA AGA AG MMO SO SCCHANGEHANGE MMANAGEMENTANAGEMENT MMODELSODELSLEWIN’S MODEL

Unfreezing

Movement

Refreezing


CC A GA G MMA AGA AG MMO SO SCCHANGEHANGE MMANAGEMENTANAGEMENT MMODELSODELS

Problem Action

R

Problem Identification

Action planning Action

ACT

ESE

MO

DataTIO

EAR

DEL

consultation Diagnosis of problem

Data gathering

after action

N CH

L

Data gathering

Feedback to client


TT CC A GA G PP OOTTHEHE CCHANGEHANGE PPROBLEMROBLEM

Why

What

HowHow


SS SS OO OD POD P AC OAC OSSKILLSKILLS OFOF OD POD PRACTITIONERRACTITIONER

• Analytical1 Analytical

• Political2 • Political

People3 • People

S t4 • System

5 • Business

PSYCHOLOGICAL PARAMETERS OF PSYCHOLOGICAL PARAMETERS OF OD INTERVENTIONSOD INTERVENTIONSOD INTERVENTIONS………….OD INTERVENTIONS………….

CognitiveProductivity/Performance Intellect, Communication Skills, Planning, Creativity, Originality

BehavioralDetermination, Responsibility, Physical Endurance, Financial & Personal Discipline, Management Skill A & B iSkills, Appearance & Bearing

PSYCHOLOGICAL PARAMETERS OF PSYCHOLOGICAL PARAMETERS OF OD INTERVENTIONSOD INTERVENTIONS

EmotionalOD INTERVENTIONSOD INTERVENTIONS

Behavior under Crisis Situation, Courage, Confidence, Decision Making & Judgement

SocialDynamism, Influencing & Initiative, Assertiveness, Social Relations (introvert, extrovert, ambivalent), T W k & C di ti L diTeams Work & Coordination, Leading by Self Example


FFAC O SAC O S OO CCO SO SFFACTORSACTORS TOTO BEBE CCONSIDEREDONSIDERED

Degree of Resistance

TargetTarget Populatio

nDependenc

y

E tiExpertise


CCAUSESAUSES OFOF RRESISTANCEESISTANCE TOTO CCHANGEHANGE

hPreserving what is

presently valued

Feeling ‘out of control’

Threats to dignity, respect

and autonomyand autonomy

Genuine

misunderstandings

Genuine conflict of interest11/10/2011 18


CCAUSESAUSES OFOF RRESISTANCEESISTANCE TOTO CCHANGEHANGE ……

l dStruggles over power and

control

Treating opposition as non

compliance

Illegitimate authorityIllegitimate authority

Problems in the larger

organizational context11/10/2011 19


RRESISTANCEESISTANCE ASAS FFEEDBACKEEDBACKDenial

Lack of motivation

IncompetenceIncompetence

Scepticism

Questioning the competence, skills, credentials or motivation of the change leaders

Pessimism

Impatience with the change processp g p

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RRESPONDINGESPONDING TOTO RRESISTANCEESISTANCE

A i i iAnticipate resistance

Explore the problems for which resistance p p fprovides feedback

Join and validate the resistance thusJoin and validate the resistance, thus empowering those who resist

Form a partnership to solve the problem addressed by the resistance

Problem solving11/10/2011 21


PPOTENTIALOTENTIAL FFAILUREAILUREA continued discrepancy between top management statements of values or styles and their actual managerial behaviour – Saying one thing and doing

thanother

A big programme of activities without any clear l f hgoals for change

Confusion between ends and means – the question of ‘training for what’ must be answered

Short-term perspective. Three to five years is a realistic time framework for organisational change

Lack of coordination between a number of different 11/10/2011 22


PPOTENTIALOTENTIAL FFAILUREAILURE ……Overdependence on others – either outside consultants or inside specialists

Large gap between the commitment to change at the g g p gtop of the organisation and the transfer of this interest to the middle of the organisation

Trying to fit a major organisational change into an old organisational structure

The constant search for cookbook solutions

Applying an intervention or strategyApplying an intervention or strategy inappropriately. The tendency to apply someone else’s package 11/10/2011 23


RRESTRUCTURINGESTRUCTURING

Restructuring is the corporate management term for the act of partially dismantling and reorganizing a company g g g p y

for the purpose of making it more efficient and therefore more profitableefficient and therefore more profitable.

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OD IOD INTERVENTIONNTERVENTIONCCORPORATEORPORATE RRESTRUCTUREESTRUCTURE

CCHARACTERISTICSHARACTERISTICS OFOF RRESTRUCTURINGESTRUCTURING

Changes in corporate managementRetention of corporate managementRetention of corporate management sometimes ‘stay bonus’ payments or equity grantsgrantsSale of underutilized assets, such as patents or brandsbrandsOutsourcing of operations such as payroll and

h i l ffi i hi dtechnical support to a more efficient third party

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CCHARACTERISTICSHARACTERISTICS OFOF RRESTRUCTURINGESTRUCTURING…………

Renegotiation of labor contracts to reduce overheadRefinancing of corporate debt to reduce interest paymentsp yA major public relations campaign to reposition the company with consumersreposition the company with consumersForfeiture of all or parts of the ownership share by pre restructuring stock holdersshare by pre restructuring stock holders

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GGOINGOING THROUGHTHROUGH THETHE PROCESSPROCESS… …

INFORM BOSS… WE

STILL HAVE A FEW BUGS TO WORK

OUT…

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LEVERAGING ORGANIZATIONAL CAPABILITIES THROUGH

OD INTERVENTION

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9- organizational development - arl by dr. amir murad.pptdiagnosis, action planning, intervention...

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