Professional Documents
Culture Documents
1) Self Awareness:
• If a person knows his skills and abilities it will help him to develop greater self
confidence and enable him to present a positive image to those he deals in.
• Self analysis of skills will lead to:
− Working effectively with others – approachability, teamwork, co-
operation, rapport and adaptability”
− Communication – listening, enthusiasm, clarify, pertinence, confidence.
− Judgements and decision making – decisiveness, research, planning,
reaching a conclusion, evaluation.
− Persuading and influencing – communication, leadership, negotiation,
motivation, charisma, determination, forcefulness, vision, empathy.
− Ability to solve problems – critical thinking, analysis, lateral thinking,
creativity.
− Time management – ensuring assignments are done on time.
− Use of IT – word processing report to solve problems quickly.
− Achieving one’s goals – determination, commitment, will power
resolution, stamina, ambition, energy, resistance.
− Specialist subject knowledge.
• Self analysis provides the opportunity to turn potential failures into triumphs,
through appropriate interpretations.
• After analysis one has to self manage. There are 12 steps of self management:
− Make a decision that you desire to achieve the goal.
− Believe that you will achieve the goal.
− Write down your goal on paper.
− Be honest with yourself.
− Analyse your present position.
− Use deadlines.
− Identify the rocks that stand in your way.
− Identify the skills you need.
− Identify those people from whom you need co-operation
− Make a complete business plan.
− Visualize the perfect outcome, emotionalise how terrific you will feel
when the outcome is achieved and make the necessary affirmations
consistent with achieving the goal.
− Determine to back your plan with patience and persistence.
3) Self-Efficiency:
− The ability
− The motivation
− The situational contingencies.
− To complete a task successfully.
• Bandura also states a ‘generalised self efficiency’ which reflects people’s belief
in successfully accomplishing tasks across a wide variety of achievement
situations – called as ‘trait like’
a) Self efficacy Vs Self-esteem:
The Process:
The Impact:
c) Sources of Self-Efficacy:
Self Efficacy
Masterly Physiological
Experiences Vicarious Social and
or Experiences Persuasion Psychological
Performance of Modeling Arousal
Attainments
d) Applications:
4) Self-Esteem:
− One study found that people with high self-esteem handle failure better than
those with low self esteem.
− Another study found that those with high self-esteem tended to become
egotistical and faced with pressure situations and may result in aggressive or
violent behaviour when threatened.
− Yet another study says: “High self esteem can be a good thing, but only if like
many other human characteristics – such as creativity, intelligence and
persistence – it is nurtured and channeled in constructive ethical ways
otherwise it can become antisocial and destructive”
5) Roles:
a i) Role Identity:
a ii)Role Perception:
• It is one’s view.
• That view indicates how one is supposed to act in a given situation.
• Based on the interpretation of how we believe we are supposed to
behave, we engage in certain types of behaviour.
• Since managers perform many different roles, they must be highly
adaptive and exhibit role of flexibility in order to change from one
role to another quickly.
• Supervisors particularly have to change roles rapidly as they work
with seniors, subordinates, technical and non-technical activities.
• The complex web of manager – employee role perception.
Manager Employee
Manager’s perception A D Employee’s perception
of own role of manager’s role
• The key is for both parties to gain accurate role perceptions of their
own roles and for the roles of the other.
• Reaching such an understanding requires studying the available
job descriptions, as well as opening up lines of communication to
discover the other’s perceptions.
• Unless roles are clarified and agreed upon by both parties, conflicts
will inevitably arise.
a iii)Role Expectations:
a iv)Role Conflict:
Negotiator
2) Defination:
“Organisational change is the process by which organisations move from their present
state to some desired future state to increase their effectiveness”
6) Importance of Change:
7) Characteristics of Change:
• All changes interface with three organisational components which constitute the
organisational culture.
• Those three components are:
o The illustration of the 3 components and their inter-relations are shown in the
sketch
Changes
Historical
&
People political
Corporate evolution
Culture
Management
&
Organisation
Changes
The historical and political evolution of a company will have a significant bearing
on its acceptance of change. These factors are:
4c. People:
• Most organisational changes have their major effects at the group level.
• This is because most activities in organisations are organised on a group basis.
• The groups could be departments or informal work groups.
• Changes at the group level can affect.
− Work flows
− Job design
− Social organisation
− Influence the status systems &
− Communication patterns
• Changes at this level involve major programs that affect both individuals and
groups.
• Decisions at this level involve major programs that affect both individual and
groups.
• Decisions regarding these changes are generally made by senior management.
• These decisions are rarely implemented only by a single manger.
• They cover long periods of time.
• Require considerable planning for implementation.
• Change in the organisational level is generally referred to as ‘organisational
development’
6) Types of Change:
• Evolutionary change.
• Developed by Edward Demming
• Broad goal of TQM is continuous improvement.
• Continuous efficiency improvement to reducer costs, improve quality, reduce
waste.
• Employees are expected to make suggestions on all aspects of processes and
management.
• TQM is driven by statistical data.
• TQM has 4 key components
Systems Processes
Change
Through
TQM
Management People
b) Re-Engineering:
• Revolutionary change.
• Known as Business Process Re-engineering.
• Radial rethinking and redesigning of business processes to obtain rapid
organisational effectiveness.
• Ignores existing arrangement of tasks, roles and work activities.
• Orients with customer as object.
• Has the following components.
Re-engineering
• The popular approach is that the two can not co-exist. But the two approaches
applied together and with understanding and sympathy, offer a tremendously
powerful recipe for building or rebuilding an organisation.
• TQM and Reengineering have four identifiable founding principles and
commonalities which are summarized as follows:
TQM Reengineering
Systems Management & Measurement
Processes Business Processes
People Values & Benefits
Management Jobs & Structures
• Both emphasize objectivity and this they obtain through statistical analysis
and benchmarking.
• Both promote a process orientation, although there is a difference in emphasis.
• TQM focuses on improvement whereas reengineering focuses on customer
relationships.
• Both emphasize the importance of customer.
• Both demand change of people’s attitudes and their values and beliefs.
• Both promote empowerment and involvement high value team work in quality
circles.
• Both emphasize on power and accountability, performance measurement and
reward schemes.
• Both stress the role of management on coaching and facilitating, rather than
pure directions.
• Both stress on job description and proper organisation structural relationships.
8) Resistance to Changes:
Logical
Reasons
9) Force Field Theory of Change: - Developed by Kurt Lewin
P1
Time
As per Kurt Lewin’s Force Field Model, effective change occurs by:
b) Moving: Aims
c) Refreezing:
• The model proposes that for change efforts to be successful, the 3 stage
processes must be completed.
• Failures can be traced back to anyone of the stages.
• Old behaviours should be discarded and new behaviours are introduced.
e) Transition Management:
Stabilization &
Termination Evaluation Action
• The phases are generally sequential, but the change agent can change the
sequences when need arises.
• Scouting:
− Phase where the change agent and the organisation jointly explore the
need for change.
− They also explore the areas requiring change.
• Entry:
• Planning:
• Action:
• Termination:
− Phase where a decision is made to leave the system or to end and begin
another.
a) Problem Identification:
• After problems are sensed and realized, the help of an OD expert is sought
g) Action:
• Stage involves the actual change from one organisational state to another.
• Involves and includes:
• Is cyclic in nature.
• New data is taken to find the effects of actions already taken.
• Based on the feedback, situations re-diagnosed and new actions taken.
Joint Feedback to
Action Joint Action diagnose of client group
Planning problem by consultants
a) Exploration Phase:
• The contracting phase lays the ground rules for a collaborative relationship
and seeks clarification as to
b) Planning Phase:
• The changes derived from planning stage are implemented in this stage.
• It includes processes aimed at transitioning the organisation from its current
state to the desired future state.
• The change activities are monitored and evaluated periodically.
• This is done to assess the progress and check whether positive results are
being achieved.
• Also to check if any modifications and refinements are required for the
process.
d) Integration Phase:
• This phase involves making the changes as a part and routine of regular
organisational functioning after having successfully implemented and
stabilized them.
• The new behaviour reinforced and further strengthened through:
− Regular feedbacks
− Incentives &
− Rewards.
Exploration Integration
Stage Planning Phase Action Phase Phase
14)Perspectives on Change:
• Customers • Competitors
• Suppliers • Governmental agencies
• A society • An economy
b) Contingency Perspective:
• Based on the simple premise that organisations need to acquire resources from
the environment in order to survive.
• This makes them dependent on the groups and organisations in the
environments which control the resources that the organisation requires.
• Dependence of an organisation on other external organisations for resources
makes it vulnerable because it creates uncertainty.
• Pfeffer and Salancik profounded two strategies: internal and external.
Internal Strategy:
• Internal strategies are aimed at adapting and changing the organisation to fit
the environment.
• There are 7 strategies identified:
• This perspective states that individual organisations can not adapt to changing
environments for a variety of reasons.
• Some of the reasons can be:
• A major criticism against this perspective is that it does not provide any
positive role for managers.
e) Institutional Perspective:
• Social norms, values and culture of the environment in which they operate
affect organisations.
• Norms, values and culture make up the institutional norms.
• They are also called as ‘symbolic elements’.
• Organisations change their structures and strategies not to improve
performance but to conform to the norms and standards of the institutional
environment.
• Organisations that conform to the norms and standards are considered as
legitimate, lawful and proper.
• Such organisations are able to obtain the necessary resources.
• Organisations that lack legitimacy have difficulty in getting the requisite
resources.
Organisational theories:
• Models are useful and less complex than theories and offer practical advice, but
tend to be general rather than specific.
Right Values
Management
of
change
Right Right
knowledge action
Marketing Technology
Managing
People
Quality Costs
16)Leading the Change Process:
Priority Prerequisite
1 Ensuring senior management commitment to the proposed changes
which needs to be visible to all participants through out the
organisation.
2 Producing a written statement about the future direction of the
organisation that makes clear its new objectives, values and policies.
3 Creating a shared awareness of conditions to produce a common
perception that change must be implemented.
4 Assembling a body of key managers and other important opinion –
formers to gain their commitment to the change process so that this
may be disseminated more widely.
5 Generating an acceptance that this type of change will require a long
time to implement fully even though there may be short-term,
dramatic changes as part of the overall process of transformation.
6 Recognising that resistance to change is a part of the normal process
of adaptation, so that managers can be educated to be aware of this
and equipped to manage this reaction.
7 Educating participants about the need for change and training them
with the necessary competence to be effective, to overcome
resistance and gain commitment.
8 Persevering with the change process and avoiding blame where an
attempt to implement a fact of this process fails. Such negative
action will generate resistance and reduce necessary risk-taking
behaviour.
9 Facilitating the change process with necessary resources.
10 Maintaining open communication about progress, mistakes and
subsequent learning.
a) Strategic HRM for implementing change:
Corporate Strategy
Human Resource
Outcomes
External Consultants:
CHANGE MANAGEMENT
c) 10 Characteristics of Culture:
1. Individual Initiative:
2. Risk Tolerance:
3. Direction:
5. Management Support:
6. Control:
7. Identity:
8. Reward System:
9. Conflict Tolerance:
• The degree to which employees are encouraged to air their conflicts and
criticism openly.
• When these characteristics are mixed and meshed, we get the essence of
culture.
Furnham & Günter in their book ‘Corporate Assessment’ (1993) classified corporate
culture as follows:
o Managers should know that many times the gap between plans and
implementation of culture is wide.
o The delivered results are frustratingly disproportionate to the efforts and costs
incurred.
o This gap is due to the excessive attention paid on cultural plans and inadequate
considerations of approach strategy.
o The classifications below help practitioners to gain a broad perspective of
approaches that are available to them.
o HR managers should advocate a suitable approach for implementation of cultural
change based on the type of cultural change planned and organisational
environment.
o The approaches:
3 Culture Behaviour 1
communications
Culture
2
• Managers seeking to create culture change must intervene at these points
• 1 – The first thing to change is people’s behaviour, through direction and training.
• 2 – Indicates the cultural justification for the behaviour of the organisation’s
members.
• 3 – New rituals, new stories and new heroes are needed to be widely and
consistently communicated.
• 4 – This step impacts the culture by hiring and socialization of members who
match the culture.
• 5 – The way to reinforce a culture is to remove those organisational members
whose behaviour deviates from the cultural values of the organisation.
• Such removal reduces the variances in behaviour and sends to those in the
organisation powerful signals relating to appropriate behaviour.
1. Formulate a clear picture of the firm’s new strategy and of the shared values,
norms and behaviours needed to make it work.
2. Take a close look at the inner functioning of the organisation and determine if
cultural change is necessary.
3. Identify aspects of the current culture that could still be valid and other aspects
that need to be modified or changed.
4. Identify the depth of culture change needed.
5. Communicate the change translated into goals, sub-goals, activities and
behaviours.
6. Make changes from top down. The top management commitment must be seen
and felt.
7. Involve employees in the change process.
8. Check on the leadership and support processes to overcome anxiety among
managers in giving up their earlier responses. A positive and competitive
tension is to be nurtured among department.
9. Monitor the progress from time to time; build momentum in terms of initial
success.
10. Defense resistance. Despite this, expect certain casualties to occur – some
employees may leave the organisation and a few set backs may occur to the
change effort.
11. Develop ethical and legal sensitivity. Culture change can ignite tensions between
organisational and individual interests, resulting in ethical and legal problems for
individual members. Promoting performers, demoting laggards and terminating
undisciplined people lead to ethical and legal problems. Guidelines for
minimizing such tensions would be:
1. Integrated:
• Cultures will be more easily recognised when their elements are generally
integrated.
• And elements consistent with each other.
• They must fit together like pieces of puzzle.
o Stable:
o Accepted:
• Most members must at least accept, if not embrace the assumptions and
values of culture.
o Implicit:
o Symbolic:
o Subculture:
1. Organisational Socialisation:
2. Story Telling:
High
Creative
Conformity individualism
Socialization (impact
of organisational
culture on employee
acceptance of norms)
Isolation Rebellion
Low
Low High
Individualisation
(Impact of employee on
Organisational culture,
Deviation from norms)
Great
Moderate
Minimal
Train Employees
Reward Behaviours
Use Slogans
Communicate Top Management Support
g) Work out a desired strategy and desired culture and ensure they match and
congruent.
h) Identify the gap between actual and desired culture and take steps to move
the actual culture to the desired culture.
6
Evaluate outcomes of changes and amend
FINISH
vision and actions as necessary
5
Confirm changes by ensuring that policies,
procedures and structures support them
4
Spread the changes out to other areas of
organisation 3
Durability
Institutional component The ability of the culture change
(structure) approach adopted to create a lasting
culture.
Level of Effectiveness of
Parameters Top-Down Approaches Bottom-up approaches
High – deal in simple Low in short term – focus on
Expressiveness
Durability
management’s desires; lack of preserve what they have
ownership by employees created; especially high when
likely to be highest with a development of existing
transformational change practices which employees
own rather than
transformational change.
• People of the world are organised into communities and nations, each in its
own way, according to its resources and cultural heritage.
• There are similarities and significant differences.
a) Social Conditions:
c) Political Conditions:
d) Economic Conditions:
o Shared beliefs
o Norms
o Values that guide the everyday life of individuals.
• Cultural Values:
f) Culture Clusters:
1) Power Distance:
• High power distance countries have norms, values and beliefs such as:
− Tend to be decentralized.
− Have flatter organisation structures
− Have smaller proportion of supervisory personnel
− Have highly qualified people in the lower state of workforce.
2) Uncertainty Avoidance:
3) Individualism/Collectivism:
• In a collectivist organisation:
• In a individualistic organisation:
4) Masculinity/Feminity:
Adjustment
Phase-1 Phase 4
Phase 3
Phase 2
Time
Crisis/
Culture
Shock
Phase 1:
Phase 2:
• Once the individual passes this crisis point, he comes in terms with the
demands of the new environment.
• Then, there is an upswing
• The person begins to adjust to the new environment.
Phase 4:
a) EI has a set of 5 individual and social competencies; they are: self awareness,
self regulation, motivation, empathy and social skills.
1. Articulates a vision:
• Is willing to take more risks with the organisation than the average leader.
6. Is motivated to lead:
• High context cultures such as China, Korea and Japan tend to emphasize
personal relationships, place high value on trust, focus on non verbal cues.
• Impress upon the need to attend to social needs before business matters.
• Low-context cultures such as Germany, USA and Scandinavian countries.
• Tend to rely on written rules and documents.
• Conduct business first and value expertise and performance
• Lack of attention to these factors results in costly failures for expatriates.
2. Parochialism:
• The dominant feature of all international operations is that they are conducted
in a social system different from the one in which the organisation is based.
• This new social system affects the responses of all persons involved.
• Managers and employees who come to a host country exhibit a variety of
behaviours true to the citizens of their homeland.
• Many are predisposed to parochialism.
• They see the situations around them from their own perspective.
• They fail to recognise the key differences between their own and other’s
cultures.
• Even if they do, they tend to conclude that the impact of those differences is
insignificant.
• In effect they are assuming that the two cultures are more similar than they
actually are.
3. Ethnocentrism:
4. Cultural distance:
5. Cultural Shock:
1. Careful Selection:
2. Compatible Assignments:
3. Pre-departure Training:
• Learn the local language
• Helps to reduce, personal and organisational costs.
• Faster cultural adaptation.
• Better communications; lesser misunderstanding.
• Creates better impression.
• Training includes – geography, customs, culture, language and political
environments.
• The strategy for change are implemented through three change levers, which are
• If people within the organisation do not change, the organisation can not change.
• Fundamental requirement for effecting change management is the understanding
of:
− The nature of human response to change
− Overcoming individual and group resistance to change, and
− Tuning the organisation to change.
• Create a culture where employees seek change, and are not afraid to think
and act differently to make change happen.
• Change should not be what happens to them in the organisation but what
they can make happen in the organisation.
• Build a positive imagery for its employees of the envisaged change to
reflect a better future.
• Individuals can manage change well if it gives them positive emotions
rather than negative emotions.
• Individuals, often, behave to maximize win, minimize loss and want to
have a control in their behaviour.
• They avoid risk, have fear of failure and feeling of incompetence.
• Support the change process with adequate resources, process and facilities.
• When such supportive structures exist, individuals may even welcome
change rather than resist it.
• The above are intrinsic to the change management process.
• The organisational leadership has to examine the following also during the
initiation of change.
i) Personal Loss:
• Job security
• Salary and income
• Pride and satisfaction
• Job nature
• Friendship and associations
• Freedom
• Some people do not see the need for change or may not be
convinced about the arguments in favour of change.
• Others still find the old practices that have evolved overtime,
the best.
Response
Type Behavioural Description
Change
Highly emotional, low conflict – tolerance Aggressive
SQUEALER
STRATEGIST
receptive, persuasive convincing, capable involvement and
of empathy, open minded, realistic, capable of
problem solver, integrative of other involving others
people’s ideas, equalitarian, inter- in the change
persistent process.
• One’s own perceptions, opinions and beliefs often act as the precursor to
one’s response to change.
• To create readiness in an individual for change, his/her cognitions have to
be positively influenced.
• Cognitive changes tend to occur in individuals when information is
presented in a logical and coherent.
2. Communication:
o Employee Training:
• Competitive organisations required knowledge workers who are
capable of performing jobs related to corporate goals and market needs
and demands.
• Knowledge provides a competitive advantage.
• New ways of training employees aimed at thinking skills and multi-
skill development have to be planned.
• Employees should be considered as a resource, not a cost.
• Employee training sets the supportive climate for change management
when it is competency driven for the current and future demands.
• Current skills have to be assessed and future skills needed for the
business determined and the training skills decided to bridge the gap.
• Training should be run like business, delivering value to the work
process, organisation and employee competency.
• Training should bring forth:
Inherent talents.
Desire to acquire information, knowledge and skills.
Urge to accomplish
Preference with passion
o Participative Management:
5. Employee empowerment:
6. Employee as partners:
7. Compensation System:
o Empathy o Mentoring
o Modeling o Manipulation
o Shock therapy o Employee counseling
e) Managing change: The Conative Dimension:
3. Cross Training:
o Sensitivity training.
o Team building
o Self-managed teams
1) Sensitivity Training:
− Problems of communication
− Attempted seizures of power
− Misunderstandings
− Other phenomena of interpersonal life.
2) Team Building:
− Synergy
− Interdependence
• & inspiring for higher motivation and achievement – how the leader
regarded and respected – credibility.
• Transactional leadership skills include:
Super-ordinate Goal:
Team Rewards:
− Stimulates teamwork
− Recognition or financial
− Most powerful if they are valued by team members.
− Should be perceived as ‘possible to earn’.
− Administered in proportion to the team performance.
Social Loafing:
• An empowerment tool
• Also known as self reliant or self-directed teams.
• They are natural work groups that are given substantial autonomy.
• They are asked to control specific behavioural or operational activities and
produce significant results.
• The combination of empowerment and training to plan, direct, monitor
and control their own activities distinguishes these teams from many
others.
• They have wide ranging autonomy and freedom, complied with the
capability to act like manager.
• SMTs are characterised by:
Amount of participation
• A type of SMT
• Consists of individuals from different functional areas working on the
design or development of a product.
• ‘Taurus’ team at Ford
• Honda, inexpensive car, in 1978.
• Cross-functional teams are of great assistance in designing and
prototyping new models and products.
• The success of cross-functional teams, depends upon:
• Most auto companies today employ ‘platform teams’ that consist of a core
group of designers, engineers and even factory workers on whom rests the
total responsibility for the development and manufacture of a single
product.
− Delay
− Discredit
− Prevent the implementation of work change.
• Their resistance will be even more intense if all the 3 reasons exist.
• Political coalitions
• Opposing group values.
• Parochial, narrow outlook
• Vested interests.
• Desire to retain existing friendships.
d) Implications of Resistance:
Where other tactics will not It can be a relatively Can lead to future
work, or are too expensive quick and inexpensive problems if people
solution to resistance feel manipulated
problems
Coercion
6. Organisational Development:
b) Transformation Leaders:
c) Creating Vision:
d) Communicating Charisma:
e) Stimulating Learning:
• Objectives help to break the goal down into specific responsibilities for
each team member.
• Establish ownership for different functions; keep change goals constantly
in mind to avoid functional myopia
f) Keep everyone connected with the Change Program Informed of the Program:
• Conflicts are inevitable; they serve to ensure interest and create energy.
Use them to create a synergy and unleash creativity.
• There are hosts of possible approaches to conflict management like giving
in, smoothing over, compromising, persuading, finding common good etc.
Use the appropriate method.
• Logical arguments have their limits; reaching agreement in conflict
situations is not only a logical but also an emotional experience.
h) Empower yourself and others in the Team:
• Hostility • Aggression
• Physical abuse • Apathy towards work
• Loss of interest in work • Spoilage of material
• Excessive idling time • Corrupting valuable software
• Low productivity • Absenteeism
• Tardiness • Resignation
• Development of tension & • Tensed up on the job
anxiety
• Groups deciding fairday’s work • Imposing their wall on
individuals.
• The final step in the change process is to evaluate the effects of the
change.
• And institute procedural modifications that will ensure that change
continues to be implemented.
Change
Unfreeze (Move) Refreeze
Old (awareness (movement (assurance New
Stage of need for from old of State
change) state to new permanent
state) change)
Unfreezing: involves
Moving (changing):
Refreezing:
Transition Management:
Change P2
P1
Time
• In any organisation, there are people who push for change and there are
individuals who resist for change and desire status quo.
• Initially the two groups may be equal in their forces.
• This Lewin termed as ‘quasi stationery equilibrium’
• Lewin’s theory states how the forces for change and resistance balance;
they change; again they balance and balanced at any time between the two
opposing forces.
• When the forces are in balance, the organisation is in a state of inertia and
does not change.
• To get the organisation change, managers must adopt a change strategy to
increase the forces for change and reduce the resistance to change, or do
both simultaneously.
• Organisational change can occur at three levels:
Change
Agent
• This approach treats planned change from the perspective of top management.
• It indicates that the change is continuous.
• As change becomes continuous in the organisations, different steps are probably
occurring simultaneously through out the organisation.
• This model incorporates Lewin’s concept into the implementation phase.
• In this approach, top management perceives that certain forces or trends call for a
change.
• Such an issue is subjected to the organisation’s usual problem solving and
decision making processes.
• Usually, top management defines its goals in terms of what the organisation or
certain processes or outputs will be like after the change.
• Alternatives for change are generated and evaluated and an acceptable one is
selected.
• Early in the process, the organisation may seek the assistance of a change agent –
a person who will be responsible for managing the change efforts.
• The change agent:
L. LEADERSHIP STYLES:
(Top Down & Bottom up approaches are given in Module 3)
Advantages:
Disadvantages:
• It may result in disorganized activities which may lead to inefficiency and chaos.
• Insecurity and frustration may develop due to lack of specific decision making
authority and guidance.
• The team spirit may suffer due to possible presence of some uncooperative team
members.
• Some members may put their own interests above the group and team interests.
M. OD INTERVENTIONS:
• Several OD interventions also called techniques, have evolved over a long period:
• Good interventions have 3 characteristics:
(i) They are based on valid information about the functioning of the
organisation, usually collected by the employees.
(ii) The intervention under the guidance of the change agent, provides
employees with opportunities to make their own choices regarding the
nature of the problems and their preferred solutions.
(iii) Interventions are aimed at gaining the employee’s personal commitment to
their choices.
9. Different types of OD interventions and the level of their impact:
Technostructural:
g. Formal structural change – – √
h. Differentiation & integration – – √
i. Cooperative union management √ √ √
projects
j. Quality circles √ √ –
k. Total quality management – √ √
l. Work design √ √ –
Strategic:
s. Integrated strategic management – – √
t. Culture change – – √
u. Strategic change – – √
v. Self designing organisations – √ √
c) Power Equalisation:
d) Confrontation:
e) Participation:
a) Sensitivity Training:
b) Implications of Resistance:
c) Process Consultation:
d) Team Building:
• Is a conscious effort by management to develop effective work groups
through out the organisation.
• These work groups focus on solving actual problems in building
efficient management teams.
• Aimed at helping groups to become effective at task accomplishment.
• It utilizes high interaction group activities to create trust and openness
among team members.
• Team building includes OD consultant feedback in such areas as
communication and conflict resolution.
• OD consultant also helps in assessing group tasks, member roles and
strategies for accomplishing work tasks.
• Team building process involves the following steps:
e) Intergroup Development:
g) Grid Training:
Steps Activities
1 Training In a week-long seminar, key managers learn
about grid concepts and how they are applied.
They assess their own managerial styles and
work on improving such skills as team
development, group problem solving, and
communication. After appropriate introduction,
these key managers will work to implement the
grid program through out the organisation.
2 Team The trained managers bring their new
. Development understanding of managerial grid concepts
relationships and team effectiveness so that the
team operates at 9.9 grid level.
3 Intergroup This phase focuses on the relationship between
. development the organisation’s work groups to improve
coordination & cooperation. Intergroup tensions
are dealt with openly and joint problem solving
procedures are developed.
4 Organisational Top managers together create an ideal model of
. goal setting the organisation. They set goals to be tested,
evaluated and refined by managers and
subordinates working together throughout the
organisation.
5 Goal Organisation members seek to make the ideal
. attainment model a reality. Each submits proposals on how
their activities should be carried out in order to
achieve excellence and they proceed to take
whatever corrective actions are necessary.
6 Stabilization Eventually, the results of all the phases are
evaluated to determine which areas of the
organisation still need improvement or
alteration. Efforts are made to stabilize positive
changes and to identify new areas of opportunity
for the organisation.
Social Constitutionlism
Integration
Total Social
Life Space Relevance
− The idea is to find out what people think are the strengths of the
organisation.
− For instance, employees are asked to recount times they felt the
organisation worked best.
− Or when they specifically felt most satisfied with their jobs.
• The second step is Dreaming:
• Companies who used this OD technique, have increased their sales and
profits by several crores of money.
Benefits Limitations
• Organisation-wide changes • Time consuming
• Higher motivation • Expensive
• Higher productivity • Delayed pay-off period
• Better quality of work • Possible failure
• Higher job satisfaction • Possible invasion of privacy
• Improved team work • Possible psychological harm
• Better resolution of conflict • Potential conformity
• Commitment to objectives • Emphasis on group processes
• Reduced absence rather than performance
• Lower turnover • Possible conceptual ambiguity
• Creation of learning • Difficulty in evaluation
• Individuals and groups • Cultural incompatibility
N. CREATIVITY IN ORGANISATIONS:
• Researchers have developed a model that outlines the various stages of the
creative process.
• The process of creativity occurs in the following four stages:
• Preparation:
• Incubation:
• Insight:
• Verification:
a. Brainstorming
b. Grid analysis
c. Lateral thinking
Enhanced Creativity
Diversity Exposure Time & Resources
b. Creative People:
c. Organisational Support:
e. Diversity:
f. Exposure:
− People are more creative when they have funds, materials, facilities,
information and time.
− Lavishness does not work.
− People need enough resources
O. INNOVATIONS IN ORGANISATIONS:
• Innovation is the process of creating and doing new things that are introduced into
the market place as products, processes and services.
• Innovation involves every aspect of organisation, research, development,
manufacturing and marketing.
• The greatest challenge is to bring the innovative technology into the market in a
cost effective manner.
1) Types of Innovation:
• Establish the fact that innovation and change are important to the
organisation.
• Otherwise good ideas will be rejected when they are proposed.
• Preparation of a business plan is necessary for budget proposals.
• Monitor and evaluate what happens after the change has been
implemented.
• Feedback for improvements in successive innovations.
Perceptual Blocks
Cultural Blocks
Emotional Blocks