MANAGING ORGANIZATIONAL AND CHANGE DEVELOPMENT

MODULE - I

Organizational Change: Meaning- Necessity for Change- Classification of change-factors affecting change-Model of Organizational change- Kurt
Lewin Three Stage Model and Force Field Analysis- Systems theory, Stage models, Burke-Litwin model, Porras and Robbortson. Change Agent-
Role and Skills of a change Agent. HR Role as change agent, Resistance to Change and minimizing the resistance: Impact of change on Human
Resources Planning; quality consciousness as an emerging catalyst for change.

MODULE - II

Organizational development –Concept and evolution-nature and characteristics- First order and second order Change -Foundations of
Organizational Development: Conceptual frame work of OD –Action Research Model-Positive Model-John Kotter’s eight-stage process Model,
Parallel learning structures- Process of organizational development – Organization Diagnosis

MODULE - III

Human Process Interventions-T-group, process consultation, third party interventions, team building; organizational confrontation meeting,
coaching and mentoring, role focused interventions. HRM Interventions- Performance Management & HRD.

MODULE – IV

Structural Interventions -Restructuring organization, BPR Vs TQM, employee involvement, work design. Strategic Interventions – Organization
and environment relationships, competitive and collaborative strategies, organization transformational strategies.

MODULE - V

Contemporary issues and applications – Organizational development in global context, organizational development in service sector, OD
Practioners – role, competencies requirement, professional ethics and value and experiences; Trends in OD.

MODULE - III

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Human Process Interventions-T-group, process consultation, third party interventions, team building; organizational confrontation meeting,
coaching and mentoring, role focused interventions. HRM Interventions- Performance Management & HRD.

INTERVENTION

• The term Intervention refers to a set of sequenced, planned actions or events intended tohelp an organization to increase its effectiveness
• OD interventions involve respect for people, a climate of trust and support, shared power, open confrontation of issues, and the active
participation of stakeholders.
• OD interventions are broader in scope, usually affecting the whole organization (socio-technical systems).
• OD interventions are sponsored by the CEO and supported and “owned” by staff at the different levels of the organization.
• OD professionals must have a solid understanding of the different OD interventions to choose the most appropriate, or “mix and match”
them -based on the expected results and a solid analysis of the organization and its environment.

HUMAN PROCESS INTERVENTIONS

• Human process interventions are geared towards improving interaction among individuals working together and resolve conflict
• It includes:
o T Groups
o Coaching
o Training and Development
o Team Building
o Process Consultation and Team Building
o Third-party Interventions
o Organization Confrontation Meeting
o Inter group Relationships
o Large-group Interventions

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T-GROUP

• A T-group or training group (sometimes also referred to as sensitivity-training group, human relations training group or encounter group)
is a form of group training where participants themselves (typically, between eight and 15 people) learn about themselves (and about small
group processes in general) through their interaction with each other.
• They use feedback, problem solving, and role play to gain insights into themselves, others, and groups.
• Experimental studies have been undertaken with the aim of determining what effects, if any, participating in a T-group has on the
participants.
• T-Group (Training Group) training is a training approach based on experiential learning and involving small, unstructured groups in which
participants learn from their own interactions and evolving group dynamics, about interpersonal relationships, group dynamics and
leadership.
• T-Group training is generally used either for gaining a deeper understanding of self and personal growth or exploring group dynamics and
the relationships between members as a strategy for team building interventions within organizations
• The T (training) -group is a training device.
• In this group 10-20 people meet with no agenda to explore what happens naturally in a group and how the group tries to solve the
problems that evolve.
• The group usually meets for two-three weeks for several times a day.
• There is no leader, but a trainer who tries to help the members of the group observe their behavior and the responses elicited to compare
these with the responses desired and to conceptualize the process
• The basic T Group brings ten to fifteen strangers together with a professional trainer to examine the social dynamics that emerge from
their interactions.

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COACHING

• In coaching, it is often necessary to assess and change the company’s culture over time so that business goals can be achieved and high
performance reinforced at every level.
• The CEO may request a coach to help design a plan for culture change, define key characteristics of the desired future culture, and solve
problems related to the barriers and resistance to change.
• Cultural change is also facilitated by coaching key managers in other areas of the organization, particularly in large and complex
corporations.
• Coaching for culture change at multiple levels should be coordinated at the level of top leadership and very tightly linked to strategy. 
• In other situations, coaching may occur at a department or sub-unit level to bring its culture into alignment with the overall culture of the
company. 
• An important benefit of coaching is the increased effectiveness of leaders to coach those who look to them for mentoring. 

TRAINING AND DEVELOPMENT

• Human resource management regards training and development as a function concerned with organizational activity aimed at bettering
the job performance of individuals and groups in organizational settings.
• Training and development can be described as "an educational process which involves the sharpening of skills, concepts, changing of
attitude and gaining more knowledge to enhance the performance of employees".
• The field has gone by several names, including "Human Resource Development", "Human Capital Development" and "Learning and
Development".
• Large organizations generally provide training to their employees for better utilization of their skills.
• Also, they know the importance of training and development impact on the organization.
• While in case of SME’s they don’t feel much benefit because they concentrate on single amount spend on
the business.
• In training and development process the employees don’t concentrate much on projects in order to attend the
training sessions.
• That may delay the deadline of the projects.
• Despite this fact, a large organization employer doesn’t feel for that, because as employees get highly
skilled the process would be much faster and they can be competitive in the market.
• With lack of skilled employees, the process and strategies utilized will make the overall process slow and
the quality may also get affected.

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What Are The Primary Reasons For Training In An Organization?

• Increased productivity and adherence to quality standards

• Increasing organizational stability and flexibility
• Reduced supervision and direction
• Economical use of resources & Heightened morale
• Increase in productivity & Better industrial relations
• Role & career flexibility & Reduced learning time
• Future manpower needs
• Reduced accidents at workplace
• Globalization & speed of change
• New appraisal techniques
• Reduction of errors & accidents
• Reduction of turnover and absenteeism

What Are The Goals Of Training & Development?

• Improve team morale confidence and hone the skills

• Improve human relations
• Improve organization efficiency
• Reduce monitoring needs
• Improves the organizational viability, scalability, and flexibility.

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TEAM BUILDING

• It is the use of different types of interventions that are aimed at enhancing social relations and clarifying team members role as well as
solving tasks and interpersonal problems that affect team functionality
• It does not have a beginning and ending point
• Team building is a collective term for various types of activities used to enhance social relations and define roles within teams, often
involving collaborative tasks.
• It is distinct from team training, which is designed by a combine of business managers, learning and development/OD (Internal or
external) and an HR Business Partner (if the role exists) to improve the efficiency, rather than interpersonal relations.
• Many team-building exercises aim to expose and address interpersonal problems within the group.
• Over time, these activities are intended to improve performance in a team-based environment
• Team building is one of the foundations of organizational development that can be applied to groups such as sports teams, school classes,
military units or flight crews.
• The formal definition of team-building includes:
o aligning around goals
o building effective working relationships
o reducing team members' role ambiguity
o finding solutions to team problems
• Team building is one of the most widely used group-development activities in organizations.
• Of all organizational activities, one study found team-development to have the strongest effect (versus financial measures) for improving
organizational performance
• Team building is part of the theory and practice of organisational development. Its aim is to help teams work more effectively and
efficiently together while improving and strengthening the relationships between people in the group.
• Most teams go through several stages of development as part of their natural path of growth.
• At the initial stages of development, unclear objectives may create confusion, low morale, poor listening and a general lack of
commitment.
• As a result, hidden agendas, conflicts, confrontation and resentment may develop which in turn could lead to inconsistent performance and
failure.
• By taking a team through a team building experience, we help the team clarify their goals, build ownership for the goals as well as
commitment to the success of the team and its objectives.
• We also help motivate the team members and build stronger working relationships between all individuals.
• This speeds up the normal development of the team, helps set it on the best course and brings it quickly to a stage of agreement, progress
and clarity.
• The overall result is a release of the team’s creativity, motivation, and enthusiasm and thus creates better and quicker outcomes for the
team and everyone involved.

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Objectives Of Team Building

• Establish or clarify goals and objectives

• Determine or clarify roles and responsibilities
• Establish and clarify policies and procedures
• Improve personal relations

Four Approaches

• Setting Goals
o This emphasizes the importance of clear objectives and individual and team goals.
o Team members become involved in action planning to identify ways to define success and failure and achieve goals.
o This is intended to strengthen motivation and foster a sense of ownership.
o By identifying specific outcomes and tests of incremental success, teams can measure their progress. Many organizations
negotiate a team charter with the team and (union leaders)
• Role clarification
o This emphasizes improving team members' understanding of their own and others' respective roles and duties.
o This is intended to reduce ambiguity and foster understanding of the importance of structure by activities aimed at defining and
adjusting roles.
o It emphasizes the members' interdependence and the value of having each member focus on their own role in the team's success.
• Problem solving
o This emphasizes identifying major problems within the team and working together to find solutions.
o This can have the added benefit of enhancing critical-thinking. As
• Interpersonal-relations
o This emphasizes increasing teamwork skills such as giving and receiving support, communication and sharing.
o Teams with fewer interpersonal conflicts generally function more effectively than others.
o A facilitator guides the conversations to develop mutual trust and open communication between team members.

Challenges To Team Building

• The term 'team building' is often used as a dodge when organizations are looking for a 'quick fix' to poor communication systems or
unclear leadership directives, leading to unproductive teams with no clear vision of how to be successful.
• Team work is the best work.
• Teams are then assembled to address specific problems, while the underlying causes are not ignored.

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o Lack of teamwork skills
 One of the challenges facing leaders is to find team-oriented employees.
 Most organizations rely on educational institutions to have inculcated these skills into students.
 Dyer believed however, that students are encouraged to work individually and succeed without having to collaborate.
 This works against the kinds of behavior needed for teamwork.
 Another study found that team training improved cognitive, affective, process and performance outcomes
o Virtual workplaces and across organizational boundaries
 according to Dyer, organizations individuals who are not in the same physical space increasingly work together.
 Members are typically unable to build concrete relationships with other team members.
 Another study found that face-to-face communication is very important in building an effective team environment
 Face-to-face contact was key to developing trust.
 Formal team building sessions with a facilitator led the members to "agree to the relationship" and define how the teams
were work.
 Informal contact was also mentioned.
o Globalization and virtualization
 Teams increasingly include members who have dissimilar languages, cultures, values and problem-solving approaches
problems.
 One-to-one meetings has been successful in some organizations.

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PROCESS CONSULTATION AND TEAM BUILDING

• It focus on improving relationships and maximize productivity

• An interesting intervention to investigate is process consultation
• Process consultation is “ the creation of a relationship that permits the client to perceive, understand and act on the process events that
occur in client’s internal and external environment in order to improve the situation as defined by the client
• It is a mutual understanding between the client and consultant on work in together on specific issues put forth by the client
• Main goal of process consultation is to diagnose the problems facing the organizations, find solutions, and improve the overall
effectiveness of the organization
• It is implemented to establish shared visions
• The relationship b/w OD consultant and client places important decision making in the hands of the client and the consultant’s
responsibility is to pin point problems areas and provide actionable suggestions and feedback
• The process intervention is executed in staged or steps
• It deals with interpersonal and group dynamics and explores how members in an organization interact with each other
• At the group level, the process investigates communication b/w members
• The process also looks into functional roles of group members, problem solving and decision making within the groups, group norms, and
the use of leadership and authority to assess group effectiveness and cohesiveness of working relationships
• Individual interventions are designed to help people effectively communicate with others
• Once feedback is given to an individual it is meant to create awareness of how their behaviour affects others

Focus Of Process Consultant

• Build a relationship
o Permit the consultant and client to deal with reality
o Remove the consultants areas of ignorance
o Acknowledge the consultant’s behaviour as being always an intervention
• Help the client figure out what they should do about the situation
o Clients must be helped to remain proactive
o Clients must own the problems
o Clients know the true complexity of their situation and they know what will work in the culture where they live

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Process Consultant Principles

• Always try to be helpful

• Always stay in touch with current reality
• Access your ignorance
• Everything you do is an intervention
• It is client who owns the problem and solutions
• Go with the flow
• Timing is crucial
• Be constructively opportunistic with confrontive interventions
• Everything is data, errors are inevitable - learn from them
• When in doubt, share the problem

THIRD-PARTY INTERVENTIONS

• Also known as Conflict Resolution

• This change method is a form of process consultation aimed at dysfunctional interpersonal relations in organizations
• Third-party intermediaries are people, organizations, or even nations (in an international perspective) who enter a conflict to try to help the
parties de-escalate or resolve it
• Formal intermediaries are people who are professional conflict resolvers and who are hired specifically to do that job.
• They maybe professional mediators, arbitrators, facilitators, or judges, who work privately or with a government agency.
• Informal intermediaries are people who find themselves in an intermediary role, but it is not something they usually do as a profession

What Specific Objective Third-Party Interventions Aim To Achieve?  

• Third parties can:

o Provide breathing space (i.e. reduce tension)
o Re-establish communication between two parties
o Refocus on substantiative issues
o Repair stained relationships
o Recommend time limits

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 o Salvage sunk costs of stalled negotiations
o Increase level of negotiator satisfaction

When Do You Need Third-Party Intervention?

• Deadlock or impasse between two-parties

• Unproductive tension and hostility
• Anger and resentment overwhelm negotiators
• Mistrust and suspicion are high

ORGANIZATION CONFRONTATION MEETING

• This change method mobilize organization members to identify problems, set action targets, and begin working on problems.
• The confrontation meeting is an intervention designed to mobilize the resources of the entire organization to identify problems, set
priorities and action targets, and begin working on identified problems.
• Originally developed by Beckhard, the intervention can be used at any time but is particularly useful when the organization is in stress and
when there is a gap between the top and the rest of the organization.
• It is conducted by the entire management to look into the organizational health of an organization
• General Electric’s “Work-Out” program is an example of how the confrontation meeting has been adopted to fit today’s organizations

Confrontation Meeting Process /Application Stages

• The organizational confrontation meeting typically involves the following steps:

o A group meeting of all those involved is scheduled and held in an appropriate place. Usually the task is to identify problems about
the work environment and the effectiveness of the organization.
o Groups are appointed representing all departments of the organization.
o The point is stressed that the groups are to be open and honest and to work hard at identifying problems they see in the
organization.
o The groups are given an hour to identify organization problems.
o The group then reconvene in a central meeting place. Each group reports the problems it has identified and sometimes offers
solutions.
o Either then or later, the master list of problems is broken down into categories.

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 o Participants are divided into problem-solving groups whose composition may, and usually does, differ from that of the original
problem-identification groups.
o Each group ranks the problems, develops a tactical action plan, and determines an appropriate timetable for completing this phase
of the process.
o Each group then periodically reports its list of priorities and tactical plans of action to management or to the larger group.
o Schedules for periodic follow-up meetings are established.

Results Of Confrontation Meeting

• Because organization confrontation meetings often are combined with other approaches, such as survey feedback, determining specific
results is difficult.
• In many cases, the result appear dramatic in mobilizing the total resources of the organization for problem identification and solution.
• Beckhard cites a number of specific examples in such different organizations as a food products manufacturer, a military products
manufacturer, and a hotel.
• Positive results also were found in a confrontation meeting with 40 professionals in research and development firm.
• The organization confrontation meeting is a classic approach for mobilizing organizational problem solving, especially in times of low
performance.
• Although the results of its use appear impressive, little systematic study of this intervention has been done.
• There is a clear need for evaluative research.

Steps In Organization Confrontation Meeting

• Climate Setting
o top manager introduces the session by station his/her goals for the meeting, citing the necessity for free and open discussion of
issues and problems, and making it clear that individuals will not be punished for what they say
• Information Collecting
o small group of 7- members are formed with people from different functional areas, the bosses & subordinates are not put together
on the same team
• Information Sharing
o members from each small group reports the group’s complete findings to the total group, which are placed on newsprint on the
walls
• Priority Setting & Goal Action Planning
o this step typically follows a break during which time the items from the lists are duplicated for distribution to everyone
• Immediate Follow Up By Top Team

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 o the top management team meets to plan the first follow up actions steps and to determine what actions should be taken on the
basis of what they learnt

• Progress Review
o a follow up meeting with the total management group is held few weeks later to report progress & to review the actions resulting
from confrontation meeting

ROLE FOCUSED INTERVENTIONS

• an organization depends on how roles are performed

• linkage b/w individual and organization
• that determines both individual & org effectiveness

Types Of Role Based Interventions

• Role Analysis
• Role Negotiations
• Renegotiations

HUMAN RESOURCES MANAGEMENT INTERVENTIONS

• Human resource management interventions focus on individuals’ performance in the organization.

• Human process intervention:
o Developing recruiting process
o Assigning jobs that makes employees job satisfaction
o Improving performance management for an individual career development in the organization
o Improving the diversity programs 
o Recognizing the employees through reward system
• Goal Setting
o This change program involves setting clear and challenging goals.
o  It attempts to improve organization effectiveness by establishing a better fit between personal and organizational objectives.

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• Performance Appraisal
o This intervention is a systematic process of jointly assessing work-related achievements, strengths and weaknesses.
• Reward Systems
o This intervention involves the design of organizational rewards to improve employee satisfaction and performance.
• Career Planning and Development
o It generally focuses on managers and professional staff and is seen as a way of improving the quality of their work life.
• Managing Work Force Diversity
o Important trends, such as the increasing number of women, ethnic minorities, and physically and mentally challenged people in
the workforce, require a more flexible set of policies and practices.
• Employee Stress and Wellness
o These interventions include employee assistance programs (EAPs) and stress management.

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