by : DR. T.K. JAIN AFTERSCHO☺OL centre for social entrepreneurship sivakamu veterinary hospital road bikaner 334001 rajasthan, india FOR – PGPSE / CSE PARTICIPANTS mobile : 91+9414430763

My words.....
My purpose here is to give an introduction of organisational change and development. I welcome your suggestions. I also request you to help me in spreading social entrepreneurship across the globe – for which I need support of you people – not of any VIP. With your help, I can spread the ideas – for which we stand....



What are the types of changes?

Evolution revolution Planned change



Four types of changes as per Ferguson ?
1. Exceptional changes (something different from the routine) 2 Incremental change (gradual but fast change) 3. Pendulum change (change from one extreme to opposite end and back) 4. Paradigm change (change in thinking)

What are change drivers ?

Change must target at the following : 1. mission 2. vision 3. strategy 4. structure 5 plans and policies 6. procedures 7. technology 8. values 9. culture 10. systems



What are the strategies for change management ?
Political strategy – if powerful people accept a change, others will accept – so contact influential persons academic approach – people are rational – so give them logic engineering approach – change the environment – people will follow economic approac – money is important fellowship strategy – develop friends, every thing will be easy military strategy – use force applied behavioural science strategy – use behavioural tools

prepare a strategy for a new system 5 DECEMBER 09 www. prepare a desired situation 7 . study the current situation 2.What is CDS model of change ? Developed by Bechhard and Horns (1987) it has 3 stages : 1.

tk 8 .afterschool. Here we identify forces in favour of change and forces against change. 5 DECEMBER 09 www. We try to strengthen forces in favour of change and try to reduce forces against the change.What is force field analysis ? It is a model of change given by Levin.

plan out interventions for changing the orgnanisation 6. explore the readiness of people to accept change 4.introduce intervention 7 evaluation 8. follow up 5 DECEMBER 09 www. create awareness and create disturbance 2 feel the need for change 3.afterschool.What are the stes in change management ? 1. diagnosis 9 .

) dont suppress 10 . vested interests etc. Confrontation is the best strategy allow people to contribute to change process.afterschool. fears. welcome and honour resistance. Let people take the initiative and participate in the change management process 5 DECEMBER 09 www. Confront the situation.What are the principles of change management ? Some people will always oppose change (it may be due to habit.

How to reduce resistance to change ? Those who initiate change. If people participate in diagnosis 11 . 5 DECEMBER 09 www. they will understand the change process and will accept it. will accept it also Participation in decision making will improve their understanding If we take regular feedback from people. there will be less resistance.afterschool.

afterschool.What are the important aspects in change management ? Communication Planning Evaluation about change management Training and development Fecilitation and support Negotiation Manipulation coercion 5 DECEMBER 09 12 .

solution provider 5 DECEMBER 09 www.What is the role of change agents? 1 they are consultants 2. they are facilitators 4. they are researchers 5. they enable the organisation to develop the vision and reach it 13 .afterschool. they are trainers 3. they are catalyst 7. they are problem solver.

tk 14 . approach. etc. he should be good in cognitive skills 5 DECEMBER 09 www.afterschool.What competencies are required for an effective change agent ? he should be good in interpersonal skills he should be good in communication skills he should be good in functional / technical skills he should be good in personal skills like attitude.

afterschool. setting 15 . conceptual understanding.What is cognitive skill? Cognition refers to thinking and reasoning cognitive skill refers to skills in analytical thinking. anticipating obstacles etc. reasoning. 5 DECEMBER 09 www.

What are contractual skills ? A change agent is a consultant and he is in contract with the organisation. He must be clear about terms and conditions relating to the assignment.afterschool. 5 DECEMBER 09 www. He must have a clear agreement about his entry and 16 . He must clarify the expectations to the organisation.

What are consulting skills ? They (change agents) must understand the process of orgnaisational working. philosophy. and energetic working in the organisation 5 DECEMBER 09 www. values. goals.afterschool. They must give priority to people. They must understand the context of the organisation. They must remember that organisations are for people and ultimately people must feel happy. 17 . constraints. more satisfied. ethos.

Wendell L. Huse.afterschool. etc. Udai 18 . French. Cecil H Bell.Who are leading scholars in organisational development ? Warren Bennis. 5 DECEMBER 09 www. Edgar F. Richard Beckhard.

What is OD ? It is a 19 . 5 DECEMBER 09 www. and behavioural science experts. long term change in organisation with focus on problem solving capabilities.afterschool. coping skills. systematic. self renewal capabilities and organisational values with the help of change agents. 20 .What is Levin's model of change management ? There are 3 stages in an organisation change process : 1. unfreeze 2. change 3 refreeze. 5 DECEMBER 09 www.

5 DECEMBER 09 www. can you do it straight way? No. First you have to unfreeze it. 21 . then add colour and then refreeze it back to ice. if you want to change. first make people prepared for the change then introduce change then again refreeze people (encourage them to adopt the new situation). in any organisation.Levin's model ? Suppose you want to add colour to an ice.

again assess the organisation – research this cycle will continue 22 .What is action research model of organisational development ? As per this model.afterschool. 2. 4. plan out the action – involving people 3 introduce change – action. identify problems through people – research. till we are able to develop organisation 5 DECEMBER 09 www. every organisation has to change using these steps : 1.

termination of Organisational development process 5 DECEMBER 09 www. diagnosis of the organisational health 4. scouting for ideas for change and development by change agents 2. evaluation of organisation 7. entry into organisation 3.What is organisational planning model ? It has following stages : 23 . stabilisation 6.afterschool. planning for action 5.

Who are change agents ? These persons are experts in behavioural science.afterschool. They may be outsiders to the 24 . These experts are experts in introducing change in organisation. They try to involve people in the change management process. They use their behavioural science expertise in organisational development . 5 DECEMBER 09 www. but they are able to introduce change in the organisation though participation of people.

tk 25 . People participate in intervations in a well planned and programmed set of activities 5 DECEMBER 09 www.What is an intervention ? It is a set of structured activities to develop an organisation or a part of that organisation or a group of an individual.afterschool.

tk 26 .What are the various types of interventions ? Dyads : here focus is on 2 persons Triads : here focus is on three persons Team interventions : here focus is on entire group / team Total organisation interventions : here focus is on the total organisation and its development 5 DECEMBER 09 www.afterschool. 27 .What are the steps in OD Interventions ? 1. evaluate the results 5. terminate the contract 5 DECEMBER 09 www. diagnose the organisation 2. plan and design the interventions 3. carry out the plan 4.

Change agents can play a very important role in organisational transformation.Key issues in OD contracts? Change agents must maintain confidentiality of data of the 28 . They must study the organisation and identify key issues. They must use the interventions which enable the organisation to improve its processes. 5 DECEMBER 09 www.afterschool.

tk 29 .afterschool.How to undertake diagnosis ? Look at aspects like : are people clear about goals are people motivated ? Is there proper communication system ? Do people have mutual trust and support ? Do people believe that they are part of a team? Is there cohesiveness and collaboration in the organisation? 5 DECEMBER 09 www.

How to undertake OD diagnosis ? Use questionnaire to collect data Undertake interviews Use observations to further collect data undertake surveys 5 DECEMBER 09 30 .afterschool.

afterschool. at the level of individuals 5 DECEMBER 09 31 .What are the levels of diagnosis ? 1. at the level of the teams 3 at the level of diads etc. 4. at the level of the entire organisation 2.

tk 32 . well adjusted.afterschool. networked. goal oriented. the individual must have a sense of ownership in the organisation. well connected to people in the organisation and is able to have a satisfying relations with his colleagues / team membes for a healthy organisational comfort zone. understanding of organisational expectations and a well formed relationship across the organisation 5 DECEMBER 09 www. role clarity.How to do diagnosis at individual level ? Is the individual motivated. sense of freedom.

frank and adequate communication? Is there role clarity ? Is there mutual trust and support among exeuctives and subordinates and among peers? Is there clarity about how people can play an important role in development of each person – so people help each other ? 5 DECEMBER 09 www.afterschool.How to do diagnosis at diad level ? Is there 33 .

internal customer orientation and quality focus 5 DECEMBER 09 www.afterschool. team work 2. employee participation 4.What are the areas for organisational improvement ? The important areas are : 1. achievement motivation among employees 34 .

tk 35 .afterschool.What are the different strategic interventions ? Open system planning Trans-OD Strategic change management Self designing organisations Cultural change in organisations 5 DECEMBER 09 www. 36 . 5 DECEMBER 09 www.What are the different types of OD interventions ? Cultural internventions Relationship interventions Team work development interventions structural interventions Procedural interventions etc.

open and collegial culture 5 DECEMBER 09 37 .What are cultural interventions ? They improve culture of the organisation and enable people to understand their work culture and to improve it culture is developed as people evolve a responsible. collaborative.

and organisational communication is 38 . open and dynamic. we try to develop a flat organisation 5 DECEMBER 09 www. We try to reduce levels and improve interpersonal relations. From a tall organisation.What are structural interventions ? Here we change the structure of the organisation Hierarchies are redefined. The organisation becomes more flexible.afterschool.

Here we try to improve procedures in the organisations. Organisational bureaucracy is redefined and organisational work processes are 39 .afterschool. 5 DECEMBER 09 www.What are procedural interventions ? Here we improve working processes in organisations.

we use these types of interventions 5 DECEMBER 09 www. communication. and overall organisational 40 .afterschool. task interdependence understanding.What are relationship interventions ? In order to improve mutual understanding. role clarity.

tk 41 .Name some important OD interventions ? Grid OD Process consultation Survey Feedback Socio-techical system Confrontation meeting Third party peace making Life goal planning T group Organisational mirroring 5 DECEMBER 09 www.afterschool.

what is their superiors' perception about them 1. The executives are then allowed to form group and discuss about some issue and write about these issues : 1.Example of Process consultation OD consultant organises 2 day workshop. 42 . He invites participants to use tools like FIRO-B. what is their perception about their superiors 1.afterschool. what is their superior's perception about others 5 DECEMBER 09 www. what is their perception about themselves 1. Johari Window.

contd. People clarify the 43 . Thus orgnanisational processes are surfaced. The consultant summarises the perceptions of the subordinates with the superiors and the perceptions of the superiors with the subordinates. leadership and motivation processes improve 5 DECEMBER 09 www.afterschool.. The perception sharing exercises enables executives and subordinates to openly share and discuss their perceptions. Perception sharing brings the two groups together. Thus communication. Thus there is greater openness.

Use questionnaires like TORI (gibbs) to identify the awareness about group goals etc. Group status awareness : where people become aware about each other.. enthusiasm..afterschool.. and they are aware of their energy 44 Example of Team building exercise . and wilingness to relate with others. 5 DECEMBER 09 www. . interpersonal skills.Start with Micro Lab : with the objective that people have informal interaction.

etc.. perception 45 . ) here we try to study the level of openness. action planning 5 DECEMBER 09 www. participation and support in the group conflict management training trust building (use FIRO-B and other tools) interpersonal relationship training survey feedback .afterschool. Agenda building & group work decision making process & analysis in group setting (use tools like desert survival.

its working.. 2-3 representative of each department are invited for a session people are divided in 5-6 groups where they share their perceptions about the organisation.. These issues are presented to the management for implementation 5 DECEMBER 09 www. positives 2.afterschool. its various departments. negatives 3.Example of organisational mirroring .. These perceptions are shared by them openly in 3 stages : 46 . expectations Afterwards a core group is prepared to identify issues and prepare an action plan for those issues..

First discussion take place in smaller groups and later there are detailed discussions in the groups about possible solutions. The group then prioritises the issues and tries to solve them 5 DECEMBER 09 47 . Frank and open sharing is necessary.Example of confrontation meeting It is used when there are intergroup problems in the orgnisation. People from different departments come together and discuss important issues which hinder their performance and they also share possible solutions. 48 . team work etc. creativity. motivation. leadership. teamwork.What is survey feedback ? It is a widely used tool of OD here we prepare a scale / questionnaire / schedule to know about following aspects in the organisation : openness. customer relationship.afterschool. We collect feedback about these aspects and provide the feedback to the employees so that they can participate in organisational development processes 5 DECEMBER 09 www.

5 DECEMBER 09 49 .afterschool.Example of confrontation meeting Convene a meeting of all department representatives Assure people about open and frank communication Divide people in small groups adn ask them to identify problems before their department and the organisation each group makes presentation problems are noted down and prioritised .

Groups are formed to discuss the problems and to work out solution for the problems they prepare solutions in an open and frank discussions these solutions are forwarded to top management follow up action 5 DECEMBER 09 50 .afterschool....contd.

afterschool.Example of organisational mirroring 5 DECEMBER 09 51 .

. Here we used two opposite concepts to identify the perception of the respondent example : how do you like the job of manager productive _1_.What is semantic differential scale ? 52 .-9 routine 5 DECEMBER 09 www.3.-9 unproductive challenging1_. Suci ...afterschool. Tanxenbaum (1957) popularised this concept.

which have ability to differentiate people it is the most popular attitude measurement scale 5 DECEMBER 09 www. The statements are prepared on the basis of a sample of 53 .What is summative scale ? It is also called Likert scale (1932) here we prepare a number of statement and ask the person to give rating for those statements the rating may be from most favourable to most unfavourable.

tk 54 .cpp.aspx DIAGNOSIS STUDIES 5 DECEMBER 09 to study organisational culture / climate / job satisfaction? We can use following : questionnaire scale (like litert scale) HRD climate survey FIRO-B http://www. http://www.psychometrics.html 5 DECEMBER 09 www.ADDITIONAL RESOURCES 55 .

How to use these resources ? These resources consist of questionnaire / scales which are given to the 56 . who fill them up and then we analyse these and try to find the level of job satisfaction / HRD climate etc. 5 DECEMBER 09 www.

tk 57 .afterschool.What are the various OD exercises that we can use ? Grid training Role analysis action research TQM BPR MBO T-GROUP Team building intergroup development 5 DECEMBER 09 www.

How should organisations restructure ? Undertake organisational analysis using various perspectives like : 58 . economic analysis 2. sociological analysis / sociometry 5. political analysis 3. behavioural science analysis 4. culture / climate studies 5 DECEMBER 09 www.afterschool.

tk 59 .afterschool.What are the key dimensions of a good culture / climate / ethos ? Level of openness level of collaboration level of trust and suppor level of autonomy and freedom level of proaction in the organisation support for creativity and experimentation level of centrality / peripheral status of employee 5 DECEMBER 09 www.

afterschool. development. and organisation development here we are using two things : action (change in organisation. It is a tool for organisational 60 .What is action research ? It was developed by Kurt Levin in 1947. collective efforts for organistional development) and research (interaction with people to know about what they like and what they dont and their perspective about how to develop organisation) 5 DECEMBER 09 www.

focus on people / communication / human relations a person who is good in both these dimensions is a good leader 5 DECEMBER 09 www. We develop people on 2 dimensions : 1. focus on goal / task / organisational purpose 2.afterschool. There are 6 different stages for development of the organisation in grid training here we start with individual and group development and then for the entire organisation.What is grid traininig? Blake and Mouton popularised 61 .

afterschool.What is BPR ? Business process reengineering : it denotes radical change in the organisational processes and practices so that we are able to completely alter the way we work here we take help of computerisation / automation / reengineering etc. 5 DECEMBER 09 62 .

There are detailed documentation at every stage so that people work as per systems and processes and there is very high level of precision. predictability and awareness across the organisation. where we install a system. 5 DECEMBER 09 63 .What is TQM? Total quality management = it is a philosophy.afterschool. which tries to deliver what is promised. People care for internal and external customers and try to meet the expectations of these.

finds resources / support to execute the role. T. Here we look into dimensions like how well the person understands his role. and how well he is able to integrate the role. This technique has been popularised by Prof Udai Pareek and Prof.afterschool. Rao in India 5 DECEMBER 09 www. feels empowered.What is role analysis / RAT /RNT ? Role analysis technique / role negotation technique / role contribution technique Role analysis enables organisations to study people processes in an 64 . likes the role.V.

It works at the initiative of people 5 DECEMBER 09 www. where employees voluntarily form a quality circle.afterschool. where they discuss about organisational quality problems and try to develop solutions for those issues and suggest them to the 65 .What is quality circle ? It is a Japanese management technique.

This data is then given back to people. so that they can plan to change the situation and improve the organisation it enables people to think about the ideal form of their organisation and enables them to play a proactive role in development of their own organisation 5 DECEMBER 09 66 .What is survey feedback ? Here we take survey of employees of what they think is important / challenging / problematic / critical issue relating to organisation.afterschool.

A number of tools and techniques are used under expert guidance in this method. All the employees gather at a specified location for this exercise for a few 67 . (to some extent similar to beauty contests) 5 DECEMBER 09 www. organisation and overall work culture.What is assessment centre ? Here employees gather for some time and many psychometric tests ar eused to assess and develop people. It is a tool for developing people.

but zero base bugeting requires them to think afresh.What is zero base budgeting ? Here we start budgeting from scratch.afterschool. Traditionally people just inflate the last year's budge and present it back. but what we want to do in future. 5 DECEMBER 09 www. It is futuristic not historic. We dont look at what we had done 68 .

commitment of people so that we can develop the entire organisation 5 DECEMBER 09 www.What is people analysis ? Here we study people processes in the organisation and we try to study people factors. Here we look at motivation. 69 . efficiency.afterschool.

tk 70 .What is benchmarking ? Here we put an external / internal organisation as benchmark for the employees so that they can develop themselves in those lines and try to change the organisation / its processes / culture / techniques citibank tried to benchmark against the work culture and commitment of workers of SEWA in India when it entered in India.afterschool. (read Dabbawala case study) 5 DECEMBER 09 www. 71 . they go for right sizing.What is right sizing? When the organisation has excess manpower. Here they retrench / transfer / relocate / restructure so that they are able to have an appropriate shape of organisation right sizing is a better work for more negative words like retrenchment 5 DECEMBER 09 www.

5 DECEMBER 09 www. The executive tries to take decision and thereafter receives feedback about his decision from his seniors / experts / trainers.afterschool. Executive receives a basket of papers / problems on which decisions must be taken. Here employee is given a number of situation and he has to take decision on each of the 72 .What is in-basket ? It is a game / tool / technique for developing people / executives in organisation.

Here we try to look at the strength of each force. It is the most important tool for organisational change management 5 DECEMBER 09 73 . Later we try to strengthen the forces in favour of change so that we may change the organisation.What is force field analysis ? It is a tool for organisational study / organisational development / organisaitonal diagnosis here we identify forces which are in favour / against the change issue.afterschool.

tk 74 . counselling and announcements 5 DECEMBER 09 www.Prepare a schedule for assessment centre ? Day 1 : orientation day 2 : in – basket exercise day 3 : role play day 4 group discussion day 5 : analysis.afterschool.

In diagnostic 75 .What are diagnostic workshops ? These help us in developing people. we assess the competence of people 5 DECEMBER 09 www.

5 DECEMBER 09 www. task identity.afterschool.What is job designing ? Preparing a job design which is stimulating. motivating and challenging to the employee and adding aspects like skill 76 . interesting. etc.task significance.

it is called QWL 5 DECEMBER 09 www.What is QWL ? Quality of work life when we are able to improve the quality of work life. improve work 77 . work environment.

there is a casual job 5 DECEMBER 09 78 .What is flexibilisation and casualisation Flexibilisation= Creating flexible work culture (employee can choose work as per his convenience) casualisation = here employer may or may not give job in this case.

tk 79 .afterschool.What is ZERO HOUR ? Employer may not give job – during zero hour – it is part of casualisation 5 DECEMBER 09 www.

Jobs are systematically structured. Same working conditions and environment is created all over the world (it is similar to Taylorism of Scientific management) 5 DECEMBER 09 www.What is Macdonaldisation? Here the job is broken in small components and each worker is trained in one small component and thus there is a possibility of replication of work on huge scale. Thus trained workers can produce in huge 80 .

tk 81 .afterschool.What is commodification ? Today we find every product is being converted into commodities work is also converted to commodification by converting the work into a repeatitive activity 5 DECEMBER 09 www.

What is compressed workweek?

Instead of 7 days work, just work for 4 day – but work more per day





Rescheduling work arrangement

People can reschedule their time as per their requirements instead of 10 to 5 work, you may work 7 to 2



tk 85 .afterschool.What is telecommuting ? Here a person can work while travelling or at home laptop and remove equipments help 5 DECEMBER 09 www.

she may divide the work with another lady and continue her job and home responsibilities 5 DECEMBER 09 86 . Suppose a lady is having home responsibility.What is job sharing ? Dividing the job between 2 or 3 persons to complete.afterschool.

tk 87 . 5 DECEMBER 09 www.What is call centre ? Here there is one organisation which provides BPO services and handles customer queries / grievences etc.afterschool.

tk 88 .What are components of QWL Fair compensation good working condition opportunity for growth social integration human capability development social relevance of work life work and social life space 5 DECEMBER 09 www.afterschool.


If people are clear about their role. 5 DECEMBER 09 www. Role may be different from job.What is role analysis ? To study the role in which an employee works and to study the level of understanding of the employee about his / her role is called role 90 . they will be able to get more satisfaction and organisation will also prosper.

customers. superiors. job. subordinates.a module of work assigned to an individual Task – basic element of a job work – productive activities position – a place in the formal hierarchy of the organisation 5 DECEMBER 09 www. ? Role = setof expectations of colleagues. task 91 . and other stakeholders Job : .What is difference between role.afterschool.

What are steps in role analysis ? Identify roles to study prepare a task force / team to study roles identify role sender collect information about expectation from a role identify key performance areas(KPA) (role definition) identify competencies for the KPA identify gaps between capabilities and competencies plan out development activities 5 DECEMBER 09 92 .

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