^vnvvinv ìnc OI

)·o.c..
!74.088
All OD programs have three basic
components
1. Diagnosis Continuous collection of data about the
total system
. Action ctivities and interventions designed to
enhance org productivity
. Program Management ctivities to ensure the
success of the prog
hat to Diagnose in the system?
1) hat are its strengths
2) Problem areas
3) Unrealized opportunities
4) Discrepancy any between the vision of the
desired future and the current situation
Accord to Beckhard:
Development of a strategy for systematic improvement
of an org demands an examination of the present state
of things
Diagnosing the System, Ìts Subunits and Process
Diagnosis of the various subsystems
Diagnosis of the organizational process
Diagnosing Org Subsystems
1) Total org
2) Functional Areas HR / Markt / Fin
3) Small, simple & relatively homogenous subsystem
4) Ìnter group sub system
5) Ìndividuals
6) Roles
Diagnosing Organizational Process
1) Communication patterns, styles, flows
2) Goal settings
3) Decision making, problem solving & Action planning
4) Conflict resolution & mgt
5) Superior subordinate relations
6) Technological & engineering systems
Diagnosing Organizational Sub - Systems - Total Org
08
Methods of
Diagnosis
%otaI system -
Entity AnaIyzed
- AIso environment,
Group / forces
Customer, suppIiers/
Govt reguIation
The Total
System having
common mission
& structure
Diagnostic
Target
What are the
inf sought
orms of the org
CuIture,
Attitudes & feeIings
%owards compensation,
org goaIs
Supervision,
& top mgt
Questionnaire Surveys,
Examination of org records
RuIes, poIicies etc
Diagnosing Org Sub-Systems - Large Complex
08
Methods of
Diagnosis
Refers to
Major units within org
Divisions, operations
& functional depts
HR / Markt/ Mfg
Large Complex
&
Heterogeneous
/ various
subsystem
Diagnostic
Target
What are the
inf sought
Subsystem views the whole
& vice versa
Unique demands of Sub sys
Prob being confronted
Are the subsystem goals
in line with org goals
Questionnaire Surveys
if widely dispersed,
Ìntv / Observation
Examination of org records
To infer org performance
Diag Org Sub-Systems- Small & homogeneous / same
system
08
Methods of
Diagnosis
The top mgt team, managers
And key subordinates,
Task force teams
ormal
work groups
/ teams -
Diagnostic
Target
What are the
inf sought
Questions on culture,
climate, attitude & feeling
Major probs
How to improve team
Effectiveness
Awareness of org goals
Are the Grp's process effective
Ìndividual Ìntv,
followed by group meeting,
Questionnaires,
Observation of staff meeting
Diag Org Sub-Systems-Inter-group / interface
08
Methods of
Diagnosis
Consists of
subsets
of the total
system
Interface /
Inter - group
subsystems
Diagnostic
Target
What are the
inf sought
1) How do they view each others
2) Methods they use to link
3) How to improve their
collaboration further
4) Are goals, subgoals,
areas of authority clear
5) Climate
Confrontation meeting
between both grps
Flow charting of critical
processes is used
Diag Org Sub-Systems-Dyads / Sub
08
Methods of
Diagnosis
Sup/ sub pairs,
interdependent peers,
linking pins
ie,
persons who have
Multiple grp membership
Dyads
Diagnostic
Target
What are the
inf sought
Quality of relationship
Possess necessary skill
Are they competitive
Are they supportive of each other
Are they effective as a subsystem
Separate Ìnterview
followed by
meeting of parties
to view any discrepancy
Diag Org Sub-Systems-Individuals
08
Methods of
Diagnosis
All individuals within Org
Individuals
Diagnostic
Target
What are the
inf sought
Do emp perfom accord to org exp
Problems typically that arise
Are they competitive
Career opportunities they have
Pain they are experiencing
Ìnterviews &
information's
from diagnostic meeting
Diagnosing Org Process - Communication Pattern
08
Methods of
Diagnosis
ho talks to whom
About what
ho initiates
Ìt it one way or two way
Does inf get to the right places
Ìn timely manner
Communication
Pattern, styles
& flows
rg Process
What are the
inf sought
Ìs the communication directed
Upward, downward, laterally?
Are communication filtered
hy & How
Climate of communication
Ìs it Open or closed comm
Observations especially in
meetings
Diagnosing Org Process - Decision making, Prob Solving &
Action Planning
08
Methods of
Diagnosis
Evaluating the alternatives
Establishing priorities,
evaluating alternatives
& Ìmplementation alternatives
Decision Making rg Process
What are the
inf sought
ho makes the decision
Are they effective
Are all available sources used
Add problem solving skills needed
Are org emp satisfied
Observation of
prob solving meetings
Analysis of video taped session
Org records
The Six Box Org Model
PURPOSE
hat business are we in
eadership
Does someone
keep the
Box in
balance
S%RUC%URE
How do we divide
the work
REWARDS
Do all needed tasks
have incentives ?
HELPFUL MECHASMS
Have we adequate Tech
RELA%OSHPS
How do we manage conflicts
a) ithin people
b) ith technology
Thanks
One of the four conditions give rise to OD interventions
a) Org has a problem
b) Org sees an unrealized opportunity
c) Features of org are out of alignment
d) Vision guiding org changes are obsolete
OD nterventions
OD interventions are sets of structured activities in which selected org
units engage in a sequence of tasks that will lead to org improvement
Ìnterventions are actions taken to produce desired changes
OD Ìnterventions have two goals
a) An Educational
b) Accomplishing a task
OD focuses on real problem rather than ob hypothetical problems
The Program Management Component
Phases of OD Programs
1) Entry
2) Contracting
3) Diagnosis
4) Feedback
5) Planning Change
6) Ìntervention
7) Evaluation
Model of Managing Change:
Cummings & orley identify 5 sets of activities for effective change
1) Motivating Change
Creating readiness for change
Overcoming resistance to change
2) Creating a Vision
Mission
Valued outcomes
3) Developing Political Support
Assessing change agent power
Ìdentifying key stakeholders
Ìnfluencing stakeholders
4) Managing the Transition
Activity planning
Commitment planning
Management structures
5) Sustaining Momentum
Providing resources for change
Building support system for change agents
Developing new competencies and skills
Reinforcing new behaviors
Some pitfalls & How to Avoid Them
1) Not making enough sense of urgency
2) Not creating a powerful enough guiding coalition
3) Lacking a vision
4) Not removing obstacles to the new vision
5) Not planning systematically
6) Not anchoring changes in the corporations culture

!74.088 
5747,28,;09700-,8. .425430398  

,3488 

4393:4:8.40.94341/,9,,-4:990  

949,88902 .943
.9;908,3/3907;039438/0830/94 03,3.047574/:.9;9 !747,2,3,02039 .9;90894038:7090 8:..0884190574

70988970398 !74-02.9.994..3.70.8434190 /0870/1:9:70.943 .705.3-0900390.8 &370.:7703989:..3/90.0/455479:3908 8.348039088902     .

74:88:-889028 .347/02..9434190570803989.90 41938 .045203941.30..348390$8902 98$:-:398..34884190..2574.02039 41.3/!74.897.47/940.574.088 .943.9014788902.3/8.088 .7/ 0.23.3.9.3488419047.

8#..3483 7$:-889028       %49.70.47 :3.943.

79..

0424034:88:-88902 3907 74:58:-88902 3/.8 #408 . 8250 70./:.3 $2.9.

9435.344.9435. 0330073889028 .088       422:3.809938 0.943.3483 7.3 574-0284.3.9070.!74.3 .990738 8908 148 4..9438 %0.97084:943 29 $:50747 8:-47/3...333 431.8432.

7432039 74:5.3.9:70 $89028 %49.0/ 8403.709 %0%49. 7 .7090 3184:9 %49.3 .3483 7.88902 3993.3489.9..$:- .4224328843 897:.943.. %. $8902.

08 :894207 8:55078.147.

0809.08 .23.425038.843 94529 .47/8 #:08 54.7/8.3488 4728419047 :9:70  999:/08 10038 %4.943414770.970:. 4. 094/841 .8 $:507.943  474.70$:7.943 08 ":089433.

3483 7$:.$89028 .704250 090740304:8 .704250 ..3489.709 . %.

943..47:3989347 .74:8 8:-88902 #0107894 .9438 1:3../0598 #.8438 4507.

79..

08 1/0/850780/ 39.70$:7.9.1 08 .7090 3184:9 ":089433..

8 .0 094/841 . &36:0/02.43174390/ 70908:-889024..3/841$:-88 !74--03..23.0.078.47/8 %43107475071472.3.089040 .943 .943414770. -807.8 3309474.3488 $:-88902.

 4240304:8.$89028 $2.. 7$:.

8.709 472.20 88902 . %.3489. 4774:58 .

7090 3184:9 3/.47574-8 4942574.2 110.9.9.2.:9:70 .28 08 .28 %09452990.090.708 -807.0 .078 3/08:-47/3.90 .3488 ":08943843.2 2.9434189.9..03088 .0880110.39.8 709075 8574.90.8147.999:/0 1003 .70308841474.  1440/-74:520093 ":089433.908 %.1120093 094/841 .090.3./:.

 7$:.$89028 3907 74:5..

..0 39071.0.39071.

8 8:- 4.088088:80/ 094/841 .9431:7907  704.79341.70.79. 88902 08 .7090 3184:9 4317439. 3907 74:5 8:-889028 .9..709 43889841 8:-8098 4190949.-47.94320093 -09003-49758 4..841.4.7  2.00.0.90 .0907 . 574. %..3488  4/490.8  .3489.:9479.49078  094/890:80943  4942574.

/8. 7$:..$89028 .

$:./8 $:5.

0 1440/- 20093415.3488 ":.8:-88902 . 094/841 .78 7090.4907 70900110.3.94170.903907.709 $05. %.0 70908:55479.78  3907/0503/03950078  33538 0  50784384...9.9.8.0 :95075202-0785 08 .0410.7908 94.705.7090 3184:9 .0.088.3489.425099.7.0.3/8.8:-5.94385 !48808830.

9./:..3488 4025507142..8 3/.893 7 08 3907..9.8 .7090 3184:9 .390.7007455479:390890.$89028 3/.47/944705 !74-02895.9.780 7090.943 8 1742/.3489. 7$:.3 .0 !.70050703. %.709 3/.08  31472./:..3489.425099..20093 094/841 .0 ./:.

99073 422:3.3483 7!74..943 89 50347.943 !.3488 890..3 200938 094/841 .422:3.99073 8908 148 49.7/ /43.422:3.90/ &5..422 .943!.08 39202.422:3..89442 -4:9.943/70..4794...480/.907.9 439.94380850.9041.3307 08 .088 422:3.7090 3184:9 7!74. 70.9. 40831099490795.94319070/  4 2..908 99430..7/ .088 -807.

9810/ ..9073.08:80/ //574-0284.843 70900110..943!.08 2502039.9.3488 42..0890/0.943.3 .3200938 3.8841.088 0.94341 574-84.47/8 094/841 .:..50/808843 770..3483 7!74.843.7090 3184:9 -807.9.9.3  7!74.93.388300/0/ 70470258.9..0 70.:..08 08 .9390.-084:7.9.3 !74-$4.088 .333 0.9073.08 89../049.8432.9073.-835747908 0.

.03.%0$4 74/0 !&#! $ ..9-:83088.00.0 !&$$ .7003 #% $!$ 4/402.90%0.08 . 9350450 990.300/0/9.88 .344 $%#&%&# 4/40/./0785 4088420430 00590 43 -.3.039.98 .3./0 9047 0. ##$ 4.431./06:.0..

%.38 .

30419014:7.704:941.0/455479:39 0.704-84090 .9:7084147.078094 3907..574-02 78008.308.8.039438 .3:370.32039 '843:/347.43/9438. . / 7.

039438 .039438 .3907. 800.9  0. - ../ 94 47 2574.70 .. 574-02 7..943.0 /0870/ .8 3 /:.70 8098 41 897:.039438 ..039438  3907.9:70/ . 574-028 .0 94 4.02039 3907. 9.907 9.42583 .03 94 574/:..88 9.54909. 806:03.9.9438 9...308  3907.:808 43 70. .3 4.0 41 9.90/ 47 :398 03.0 3 .908 3 .8  14.

:.93 .3488 00/-.0203942543039 !.80841 !747..28        397 4397.%0!747.. !.30 3907..943 .2.333.3.03943 .

389.30    49.30 70.'843 8843 '..0.3.30 :2238 470/0391809841.094.0395407 /03913089...9370.42370889.3..:0/4:9.04/078 .30 70.07.$:55479 880883.0453!49.3.04/078 31:03.9..93.9081470110./3088147.4208 0..4/041.9.30..93.30 .

08147..95.38943 .3342039:2 !74. .08./37084:7.045330.3/88 #03147.3.30.4250903..390%7.02039897:.333 422920395..478 .333 .9:708  $:89.3.0398 0.9.330-0.30 :/38:5547988902147.

3.3034:8038041:703..843 497024.$420591.943 .9438.70...843 495. 49.34-89.08949030.4..9.473.3.8 494.47547.:9:70 .93.4/%02       492.308390.33388902..54071:034::/3. 49.

Sign up to vote on this title
UsefulNot useful