ORGANIZATIONAL

DEVELOPMENT AND LAMIA FARHA

CHANGE SMC,BIM

MANAGEMENT
 ORGANIZATIONAL
DEVELOPMENT

OD is a process used to enhance both the effectiveness of an

organization and the well-being of it’s members through planned
interventions.
 KEY POINTS
OD enhances the effectiveness of an organization.- it refers to
achieve organizational goals and objectives.

OD enhances the well-being of organization members- it refers to

both personal and work satisfaction.

OD enhances the effectiveness of organization and individual

well-being through planned intervention- it refers to sets of
structured activities for organizational improvements and change.
 OD THEORIES & CONCEPTS

OD theories are divided into two categories:

Change process Theory

Implementation Theory
ORGANIZATIONAL
CHANGE
Organizational change is the process by which
organizations move from their present state to some
desired future state to increase their effectiveness.

Goal is to find improved ways of using resources and

capabilities in order to increase an organization’s ability
to create value.
 KURT LEWIN’S THREE STEPS
CHANGE MODEL
Unfreezing (readiness) – The status quo, changing to overcome
the pressure of both individual resistance and group
conformity (creating need for change, guilt, anxiety, recognize
problem exists).
Changing (adoption)–Desire end state, a change process that
transforms the organization from the status quo to a desired
end state (change behavior, values, attitudes through change
process).
Refreezing (institutionalization) –the new change to make
it permanent, stabilizing a change intervention by balancing
driving and restraining forces (use goals and rewards to establish
new behaviors and attitudes to replace old ones)
DRIVING AND RESTRAINING
FORCES

Restraining Forces Resistance to Change

Driving Forces Pressure to Change

 SOURCES OF RESISTANCE TO
CHANGE
Individual sources:
Fear – tolerance for uncertainty
Vested interests
Security
Misunderstandings
Assessments of impact of change – different viewpoints
CONT’D…
Organization Sources:
Limited focus on change,
organization structural inertia,
threat to expertise,
threat to established power relationship,
threat to established resource allocation
Inter-organizational agreements – union contracts
 REDUCING RESISTANCE TO
CHANGE
Education and communication
Selection people who accept change
Implementing change fairly
Participation and involvement
Negotiations – power of resisters
Manipulation and Cooptation
Top management support
IMPLEMENTATION THEORY

Human Process-Based Intervention Theory – focus on

modifying attitudes, values, problem-solving, interpersonal
styles
Technostructural Intervention Theory - improving work
content, methods, work flow, performance factors
Sociotechnical Systems Designs – fit between technology and
social structure of work units
Organization Transformation Change – organization as
complex, human system with its own culture and value system
HUMAN PROCESSUAL
INTERVENTIONS
Survey feedback
 Organizational variables to measure
 Design and implementation of survey
 Presentation of results
Team building
 Preliminary diagnosis for need
 Change agent with wide range of knowledge
 Change manager and agent should develop general approach
TECHNOSTRUCTURAL
INTERVENTIONS
Job enlargement
Job enrichment – Job Characteristics Model
 Greater effect on productivity

Alternative work schedules

 Moderate effect on work output
 Withdrawal
 Effects on attitudes
HACKMAN & OLDHAM JOB-
ENRICHMENT MODEL
Skill variety Five Job Characteristics
Task identity Autonomy Feedback
Task significance
Growth Need Strength

Three Critical Psychological States

Experienced Experienced Knowledge of
meaningfulness responsibility for work actual work
of work outcomes results

Personal and Work Outcomes

High internal High quality High Low
work work satisfaction absenteeism
motivation performance with the work and turnover
SOCIOTECHNICAL SYSTEMS

Quality circles
Total quality management
Self-managing teams
ORGANIZATIONAL
TRANSFORMATION
Cultural interventions
Strategic changes
Learning organization
 Collaborative structure
 Information sharing
 HRM resources and HRD practices
 Organizational culture
 Leadership
 HRD APPLICATION AS OD
INTERVENTIONS
Level Emphasis HRD Application

Human Process Based Human needs, Job Career Development, Stress

Satisfaction, Management, Coaching,
Individual Cross Cultural Training,
Differences, Orientation, Socialization,
Norms & Values, Team Training
Team Effectiveness
Techno-structural Job Competencies Skills & Technical Training

Sociotechnical Self-Managed Teams, Team Building Training,

Total Quality Quality Training
Management
Organization Reorganization, Employee Assistance Program,
Transformation Continuous Learning Management Development, High
Performance Work Systems.
INTERVENTION ROLES

Role of change manager – overall responsibility.

Role of change agent – assists in designing and implementing

– internal and/or external – advocate, technical specialist,
trainer, problem solving, fact finder, process specialist,
reflector.
 DESIGNING THE
INTERVENTION STRATEGY
Diagnose the environment – readiness of target group for
change
Develop an action plan – specific targets and techniques
Evaluation of the results of the intervention
FORCE-FIELD ANALYSIS MODEL
Driving Forces

Current
Situation

Restraining Forces

1. Identify the current state of the situation.

2. Envision the desired state.
3. Identify the forces restraining change.
4. Identify the forces that support or encourage change.
5. Assess the strength of the forces.
6. Develop strategies to:
reduce the forces restraining change
increase the forces for change (or capitalize on existing drivers).
LIMITATIONS OF OD RESEARCH
Lack of experimental designs
Lack of resources
Limitations of field design research
Bias by OD evaluators
Lack of motivation to do job correctly
Uniqueness of organization and intervention techniques
Lack of model of planned change