TEAM 5

SAPNA YADAV
VANDANA SHUKLA
DEEPTI BHADAURIA
ANJALI SINGH
Understanding Teams in Order to Understand Organizational Change: The
OTIC Model of Organizational Change
SUMMARY
According to article focused of 2018 annual editorial was to understand teams
is to comprehend organizational change. The present focus of organizational
change literature is primarily on the organization as a whole and on the affects
and contributions of the individuals within in the drive to create proactive, agile,
adaptive, and flexible organizations. The article explored the role of teams in
organizational change by introducing the OTIC (Organization, Team, Individual,
Change) model. The relationships between the three fundamental
organisational levels are covered by this model.
• Organization- individual nexus
• Individual – team nexus
• Team – organization nexus

KEY PRINCIPLES /PRACTICES:

• The article discussed the role of autonomy at team level can play an
important intermediating role.
• There is a strong tendency to conflate team-level autonomy with
individual employee discretion.
• The article argued that individual and team autonomy interact with each
other.
• The teamwork represents a shift in the nature of control: individuals are
now controlled by the team rather than directly by management.
APPLICATIONS OF PRINCIPLES/PRACTICES:
• Two dominant approaches to organising work teams related to
organisational change are the lean production model of teamwork and
the top-down Theory E approach to change on the other side STS
approach to teamwork as well as the bottom-up the change theory O
approach of change.
• Through comparisons of factors of approaches, there are some
similarities between the dominant approaches to teamwork and
organizational change.
• The development of organizational behaviour focussed on the new ways
of working environment on all the levels of the organizations
1. Hierarchy based organization
2. Leadership, fixed foreman
3. Vertical accountability

KEY TAKEAWAYS:
• Article suggested a renewed emphasis on organizational teams and
teamwork in support of leveraging the benefits of autonomy and (certain
levels of) self-organization.
• The article does not entail simple structural changes, but instead
necessitate the careful implementation of new ways of working at all
levels of the organization.
• In the context of organizational change, the article explain on level of
participation, as well as the role of employee autonomy and
empowerment in increasing awareness, commitment, support, and
change outcomes.