ORGANISATIONAL BEHAVIOUR

PROJECT ON

NATURE AND CHARACTERSTICS

OFORGANISATIONAL

DEVELOPMENT

I would like to express my sincere gratitude to our teacher “Priyanka ma’am” who gave us this unique opportunity to learn about the various aspects of core banking.

ACKNOWLEDGEMENT

Organization development is a system wide application of behavioral science knowledge to the planned development , improvement, and reinforcement of the strategies , structure and process that lead to organization effectiveness

DEFINATION

It involves both 'hard' and 'soft' issues. The 'hard' issues for OD are strategies and policies,

structures and systems. The 'softer' issues are developing appropriate skills, behaviours and attitudes to achieve optimum performance.

Both the 'harder' and 'softer' issues of OD need to be addressed to avoid conflict between goals and needs.

Relatively new field of study – 50’s & 60’s

OD is about how organizations and people function and how to get them function better

Start Point – when the leader identifies an undesirable situation and seeks to change it.

Focus - Making organizations function better (total system change).

Orientation - Action (achieving results through planned activities).

No unifying theory – just models of practice

ABOUT ORGANIZATIONAL DEVELOPMENT

WHAT DO ORGANIZATION DEVELOPMENT CONSULTANTS DO?

Teambuilding

Goal Setting

Technical Training

Leadership Developme

nt

Career Manageme

nt

Creative Problem solving

Human Resources

Management

Poor morale

Unclear goals

Poor quality

Poor te

am pe

rform

ance

Intergroup conflictOrganization

Poorly designed tasks

Inappropriate leadership style

Interpersonal conflicts

Low productivity

Poor alignment to organization’s strategyStart Point

Inappropriate o

rganization str

ucture

ACTION RESERCH

Organization TransformationOrganizational CultureLearning OrganizationTotal Quality ManagementVisioning and Future SearchBusiness Process ReengineeringQuality of Work Life

SECOND GENERATION ORGANIZATIONAL DEVELOPMENT

KURT LEWIN MODELChange is a three-stage processStage 1- Unfreezing the old behavior/ situationStage 2 - Moving to a new level of behaviorsStage 3 - Refreezing the behavior at the new level Edgar Schein modified this theory by specifying

psychological mechanisms involved in each stageLater Ronald Lippitt, Jeanne Watson and Bruce Westley expanded this model into seven-stage model

Kurt Lewin

Phase 1

Phase 2

Phase 7

Phase 6

Phase 5

Phase 4

Phase 3

Developing a need for change.

Establishing the change relationship.

Diagnosing the client system’s problem.Examining alternative routes, establishing goals and intentions of action.

Transforming intentions into actual change efforts.

Stabilizing change.

Achieving a terminal relationship.

Seven stage model representing the consulting process

Participation in OD programs is not restricted to elites or top people; it is extended broadly throughout the organization.

Increased participation and empowerment have always been central goals and fundamental values of OD.

Participation enhances empowerment and empowerment in turn enhances performance.

Empowerment is the key to getting people to want to participate in change.

PARTICIPATION AND EMPOWERMENT

Many tasks are so complex that they cannot be performed by individuals; people must work together to accomplish them.

Putting those empowered individuals into teams creates extraordinary effects on performance.

Teams create synergy i.e. sum of efforts of team is far greater than sum of individual efforts.

A number of OD interventions are specifically designed to improve team performance. Examples – team building, quality circles etc.

TEAMS AND TEAMWORK

A parallel learning structure consists of a steering committee and a number of working groups* that study what changes are needed, make recommendations of improvements, and monitor the change efforts.

(* Idea groups, action groups, implementation groups etc.)

One or more top executive should be part of steering committee

Representatives from all parts of the organization

PARALLEL LEARNING STRUCTURES

Norms form the basis for behavior, and change comes through reeducation in which old norms are discarded and replaced by new ones.

Changes in normative orientations involve changes in:• Attitudes• Values• Skills• Relationships

Norms can be best changed by focusing on the group, not the individual.

NORMATIVE REEDUCATIVE STRATEGY OF CHANGE

CURRENT ORGAGIZATIONAL BEHAVIOUR PRACTISE

Laboratory training began in 1946, when Kurt Levin was asked for help in research on training community leaders

A workshop was developed and the community leaders were brought together

At the end of each session the researchers discussed the behaviors they had observed

Thus the first T-group was formed in which people reacted to data about their own behavior

LABORATORY TRAINING BACKGROUND

Feedback about group interaction was a rich learning experience

The process of “group building” had potential for learning that could be transferred to “back home” situations

Applying T-group techniques to organizations gradually became known as team building

The researchers drew two conclusion about this first T- group experiment

The action research contribution began in 1940 The research needed to be closely linked to the actions A collaborative effort was made, to collect the

organizational dataTo analyze the cause of the problem and then to device

and implement a solutionFurther data was collected to asses the results

ACTION RESEARCH AND SERVICE FEEDBACK BACKGROUND

Participative management is a means of getting employees involved in planning and managing change

Four types of management systems Exploitative authoritative systemBenevolent authoritative systemsConsultative systemsParticipative group

Participative Management Background

Likert applied system 4 to organization using a survey feedback process

Which asked the members about the present and the ideal conditions about the organization

Generated action plans to move the organization towards system 4 condition

The contribution of QWL can be explained in two phasesThis phase was developed in Europe in 1950 based on the

research of Eric Trist.This program involved developing a work design which

aimed at better integration of technology and peopleParticipation by unions and management in the work

designThe distinguishing characteristics of this program was

developing self managing groups

Productivity and quality of work life background

The second phase of QWL continues under the banner of employee involvement

Employee contribution helps in running the organization so that it can be more flexible, productive and competitive

This background is a recent influence on OD’s evolutionStrategic change involves improving alignment among an

organization's environment, strategy and designRichard Bechhard used open system planningHe described the difference between organizations'

demand and the way it responds could be reduced and performance improved

Strategic Change Background

APPLIED BEHAVIORAL SCIENCEOD is an application of behavioral

sciencePure/ Basic Science Applied ScienceGenerating knowledge Knowledge to Solve

practical problemsPractice Theory : Diagnosing the situation, then selecting and implementing treatments based on diagnosis, and finally evaluating the effects of the treatments.

Practice Research Practice Theory

What helps What helps me solve this problem ?e solve this

problem?Applied Behavioral Science

Behavioral Science Research Behavioral Science Theory

Pure

/ bas

ic s

cien

ceAppl

ied

Scie

nce

MANAGING OD PROCESSThree basic components of OD programs:Diagnosis Continuous collection of

data about total system, its subunits, its processes, and its culture

Action All activities and interventions designed to improve the organization’s functioning

Program management

All activities designed to ensure success of the program

Program Management

Motivating Change

Creating a Vision

Developing Political Support

Managing the Transition

Sustaining Momentum

Effective Change Management

Cummings and Worley identified 5 sets of activities required for effective change management:

Establishing a sense of urgencyCreating a guiding coalitionDeveloping a vision and strategyCommunicating the change vision Empowering a broad base of people to

take action Generating short term wins Consolidating gains and producing even

more change Anchoring (institutionalizing) the new

approaches into the culture

CONCLUSION