By:Shama Gaur Sadhna Varnwal

The knowledge base of organization development is extensive and is constantly growing .here we believe are the most important underpinnings for the field is.
y y y y y y y y

Models and theories of the planned change System theory Participation and empowerment Teams and team works Parallel learning structures A normative-reeducative strategy of changing Applied behavioral science Action research

THEORIES OF PLANNED CHANGE Kurt Lewin·s Organizational change theories y Resultant Theory y Three stage Model Theory Burke Lit win's model of Organization change y First Order Change and Second Order Change Porras and Robertson·s model of Organizational Change y Based on work setting .

µ Method Used : Force Field Analysis .RESULTANT THEORY ´ The current state of things at any point is the result of opposing forces.


Scanning environment for data Refreezing ² Integrating with the new scenario The new personality New Relationships .viewing things differently Identifying a new mentor or new role.THREE STAGE MODEL THEORY Unfreezing ² Creating readiness Lack of confirmation Creation of guilt Psychological Safety Changing .

BURKE²LITWIN MODEL OF CHANGE First Order Change y happens when some features of the organization change y Leads to: transactional change Organizational climate Second Order Change y happens when the organization undergoes certain fundamental changes. y Leads to: transformational change Change in organizational culture .



. Transformational leaders are capable of having a profound and extraordinary effect on the employees. Transactional leaders contribute to normal performance by guiding and motivating the employees towards the goals.BURKE ² LITWIN MODEL CONTD There are two distinct sets of organizational dynamics.

money. Systems operate through the input-throughput. Inputs .SYSTEMS THEORY ´ System is an arrangement of interrelated partsµ.final product/service .Hanna. information etc Through put ² conversion or transformation Output . raw materials. people.output mechanism.


CONGRUENCE AMONG SYSTEM ELEMENTS. Input factors Environment Resources History Organizational Elements Strategy Work People Formal and Informal Organization Output Factors System Unit Individual y y y y y y y y y y .

.ANALYSIS OF THE SYSTEM THEORY Parts of the Organizational System Parts of the Environment Major Variables Relationship between the variables Serious mistakes made in business arise because of neglect of one or more of these four factors.

2. Effective Problem Solving Effective leadership Effective Communication Effective Planning Effective Organizational development Avoiding founder's syndrome. 4. . 5. 6.BENEFITS OF SYSTEM THEORY 1. 3.

present and future y Enabling Foster collaboration y Strengthen others y y Modeling the way Set example y Plan small wins y  Encourage the heart Recognition of the individual y Celebrate accomplishments. y .PARTICIPATION AND EMPOWERMENT  Challenge the process opportunity search y Risk and Experiments y y Inspired Vision y Envision the past.

EMPOWERMENT CONTD« Concept of open Book Management    Understanding the company's financials. Self motivated employees A direct stake in the business .

Features are: 1. Questions the constraints 4. A created structure 2. Operates in parallel 3. Engages inquiry. Ensures Organization effectiveness . initiation and experimentation 5.PARALLEL LEARNING STRUCTURE A supplementing structure coexisting with the usual.

1. 2. Empirical and Rational Strategies Normative and Re educative Strategy Power-Coercive Strategy OD Practioners propose the normative and educative strategy for Organization Development .NORMATIVE-RE EDUCATIVE STRATEGY Change can be brought about by 3 kinds of strategies. 3.

Includes basic understanding of theory. ( Treatment) Illustrates awareness. strategies. models. Theory and Science . practice. principles and concepts. .APPLIED BEHAVIORAL SCIENCE Applied Behavioral Science is a combination of Research . process and paradoxes. observation and interpretation. ( Diagnosis) Includes techniques.

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