Organization Design &

development
 Organisation Design
• Module 1: Organization (6 sessions)

• Module 2: Organisation design (7 sessions)

• Module 3: Structural dimensions of organisation design (5 sessions)

• Module 4: Contextual dimensions & structural options (10

sessions)
 Organizational development

• Module 5: Overview & foundations of Organizational

Development (10 sessions)

• Module 6: Managing the OD process (6 sessions)

• Module 7: OD interventions (6 sessions)

• Module 8: The Future of OD (6 sessions)

Organizational
Development
 Learning Objectives
of Module 1

• To provide a definition of OD.

• To describe the historical development of OD.
• First order & second order change
• To understand Values assumptions & believes in OD
• Characteristics of OD
• Foundations of OD
 OD Is:
• Systematic process
• For applying behavioral science principles
& practices in organisations
• To increase individual & organizational
effectiveness.
• Behavioural science (or Behavioral science)
involves the systematic analysis and
investigation of human behaviour through
controlled and experimental observations
 Burke’s Definition of OD

OD is a planned process of change in

an organization’s culture through the
utilization of behavioral science
technology, research, and theory.
 French’s Definition of OD
OD refers to a long-range effort to
improve an organization’s problem-
solving capabilities and its ability to
cope with changes in its external
environment with the help of external
or internal behavioral-scientist
consultants.
 Beckhard’s Definition of OD
OD is an effort (1) planned, (2)
organization-wide, and (3) managed from
the top, to (4) increase organization
effectiveness and health through (5)
planned interventions in the organization’s
“processes,” using behavioral science
knowledge.
 Why OD…………..?
Most cited reasons for beginning change
program:
• The level of competition.
• Survival.
• Improved performance.
 How does OD Work?
Lewin’s 3 Phase OD Model
UNFREEZING

Resistance to change lessened,

need for change created
(Equilibrium disturbed)
MOVING

From old behavior

to the new
(Changes)

REFREEZING

Change made
permanent
 History of
Organizational
Development
 History of OD
• Relatively new field of study – 40’s & 60’s
• No unifying theory – just models of practice
• Emerged from study of group dynamics &
planned change. Late 40’s
• T-groups – training groups, behavioral skills
and individual insight into problem solving
 Four Stems of OD

Survey
Socio-
Laboratory research Action
technical
Training and Research
Approaches
Feedback
 Laboratory Training
• NTL – National Training Laboratory
T-Group (Training)
L-Group (Learning)
RCGD (research center for group dynamics)
– Other universities set up training labs
– Invention of flip chart
• Next 10 years were tough – frustration at inability to
transfer NTL to real world – began to train teams.
• Major Contributors
Kurt Lewin (T-Group)
Kenneth Benne, Leland Bradford and Ronald Lippitt. (L-
Group)
• Chris Argyris
– 1957, Yale, First to conduct team building sessions
with CEO’s.
• Douglas McGregor
– 1957, MIT – Started program in org studies
– Union Carbide – transfer t-groups to complex
organizations
• Robert Blake
– served in Psych unit of Army Air force
– Looked at systems rather than individuals in system
on one-on-one basis
– Managerial Grid – win/lose dynamics
• Warren Bennis
– Only T-grouper to actually try to reshape an organization
from the top.
– Led to his study of leadership
• The Term OD
– Emerged from Baton Rouge T-groups called Development
Groups
“At that time we wanted to put a label on the program at
General Mills. We didn’t want to call it management
development because it was total organization-wide, nor
was it human relations training. We didn’t want to call it
organization improvement because that is a static term, so
we labeled the program “organization Development”
meaning system-wide change efforts.” – Richard Beckhard
Survey research/feedback and OD
– Is a specialized form of Action research
– Developed by staff at survey research centre
of Michigan university
– Rensis Likert . Floyd Mann
– The problem of how the company could
best use the data from the survey to bring
improvement in management &
performance
 Action Research stem
Key executive
perception
Data gathering
of problems
Action (new (reassessment of
behaviours) state of system)
Consultation with
behavioural
scientist consultant Action planning
(determine objectives Feedback
and how to get there)
Data gathering and
diagnosis by
consultant Discussion and work
Discussion and work
on data feedback and
on feedback and
data by client group
emerging data
Further data gathering

Feedback to key client Feedback to client Action planning

or client group group

Action
Joint action planning Data gathering
(objectives of OD
programme and means
of attaining goals, eg
team building
Socio-technical & Socio-clinical OD
W.R.Bion, Rickman- 1960
• Travistock clinic , England
• Initial focus was group work
• Moved to organizations and communities
• Experiments with soldiers in group work
• Formed theories of group behavior
Eric Trist
• Coal mines At Haighmoor
• leaderless groups 1947 resulted in a new approach to
solve mine problems
• Industrial democracy, open systems & socio-technical
systems
 2nd Generation OD

1. Interest in Organizational Transformation

(Amir Levy & Uri Merry)
• qualitative, radical, discontinuous change involving a
paradigmatic shift.
2. Interest in the Learning organization
• Argyris, Schon, Senge-
• They developed considerable interest in the
Conditions under which individuals, team and
organizations learning took place
 Cont….
• Senge – Importance to Systems thinking (defined,
as an approach to problem solving, as viewing "problems" as parts
of an overall system, rather than reacting to present outcomes or
events and potentially contributing to further development of the
undesired issue or problem.)
– Learning disabilities that plague the organizations
– Different ways to think about complex problems.
– Used games & exercises to create an awareness of
these disabilities & to develop different ways of
thinking about complex problems.
– The origin of the vision is much less important than
how it is shared
3. Interest in TQM
– Deming, Juran
– Ciampa -Total quality is typically a
countrywide effort seeking to install & make
permanent climate where employees
continuously improve their ability to provide
on demand products & services that
customers will find of particular value
Ciampa then goes on to say that one element that
separates successful TQ efforts from less successful
ones is
….a particular set of values about the individual
and the individuals role in the organization.
Total quality efforts in the companies encourage
true employee involvement, demand teamwork,
seek to push decision making power to lower
levels in the company, and reduce barriers
between people. . . These values are at the core
of OD as well.
 4. Interest in Visioning & future search

• Senge believes “Origin of vision is much less

important than the proceedings whereby it
comes to be shared”
• He argues , visions should be connected with
personal visions of people throughout the
organizations
5. Rediscovering large meetings & getting the whole
system in the room
Bechard writes about… Getting total management
group of an organization together in a one day session
to diagnose the state of the system & to make plans
for quickly improving conditions

6. Others directions & areas of interest

OD practitioners & theories were attracted towards
BPR & core process designs
 Warner Burke & George Litwin
• Transactional change
• Transformational change
Transactional change ( First order change)
• This includes
– Evolutionary,
– adaptive,
– incremental, or continuous change
• Here The features change but fundamental nature of
organization remains the same
• OD interventions are directed towards changes in
– organization structure,
– Management practices &
– systems including policies & procedures
Transformational change ( Second order change)

• This involves
– revolutionary
– Radical,
– discontinuous change
• In this type of change the nature of organization is
fundamentally & substantially altered
• Here the OD interventions are directed towards
revisiting mission & strategy, leadership &
organization culture
• The interventions help organizations to redefine its
vision , mission & strategy
OD Practioner
 OD PRACTIONER

THE ROLE OF THE OD PRACTIONER IS

TO STRUCTURE ACTIVITIES TO HELP
THE ORGANIZATION MEMBERS SOLVE
THEIR OWN PROBLEMS AND LEARN
TO DO THAT BETTER.
What Do OD Practitioners Do?

• create an organizational vision and mission

• set goals and make decisions
• lead
• attract and retain good employees
• reduce turnover and absenteeism
• improve productivity
• resolve conflict
Cont…..

• design work
• coordinate departments and share
information
• more effectively develop and implement
change strategies
• change the organizational culture
• relate to the external environment
• anticipate and prepare for the future
 The Organization
Development Practitioner
• Internal and External Consultants
• Professionals from other disciplines
• Managers and Administrators
 Competencies of an OD Practitioner

• Intrapersonal skills
– Self-awareness
– Manage stress.
• Interpersonal skills
– Ability to work with others and groups
– Needs to understand point of view
– Practitioner must establish trust and rapport.
Cont….

• General consultation skills

– Ability to manage consulting process
– Ability to design changes.
• Organization development theory
– Knowledge of change processes
– Understand their own role in the field of OD.
 Case Study
• Identify the problems in this case
• What kinds of changes were prescribed by
Mr Rao & why?
• Discuss why the changes did not produce
the desired results in this situation
• If you were Mr Rao how you would have
handled the situation?
 Lewin’s Change Model

Unfreezing

Movement

Refreezing
 Action Research Model
Problem Identification
Joint diagnosis

Consultation with a
behavioral scientist Joint action planning

Data gathering & Action

preliminary diagnosis

Data gathering after

Feedback to Client action
General model of planned change

Planning & Evaluating &

Entering &
Diagnosing Implementing Institutionalizing
contracting
change change
 CHARACTERISTICS OF
ORGANIZATIONAL DEVELOPMENT
Wake up Time