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OD- process

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Diagnosis
1) Diagnosis

4) Feedback of changes, Monitoring evaluation and making modifications

2) Action plan/strategy through: data feedback Planning changes

3) Implementatio n of interventions 4/22/12

The diagnostic phase involves

Clients top management to recognize the problems and have awareness of the need for change in the organization. The engagement of change agent or consultant by client organization. Diagnosis in OD is a collaborative process which involves the client system and consultants joint collection and analysis of data. OD consultant may make use of tools such as questionnaire and interview. In brief, OD diagnosis attempts to analyze the current state of the organization in terms of various structures, systems 4/22/12 and process in

Action plan/ strategy development

Sharing of joint diagnosis of problems by the consultant and client team to the top management in an OD workshop. In this workshop top management jointly develops action plans and strategies in the form of interventions ( e.g. team building and OD grid) to bring about changes or improvement. Implementation: implementation of action planschanges through interventions. Feedback of changes, evaluation and making modification: this phase consists of monitoring and reviewing the process of the actions by collecting feedback about the changes introduced.

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Six box model of Marvin R. Weisbord

This diagnostic model can help in identifying processes and activities as to which box give signs of problems. Wiesbord identifies six critical areas- purposes, structure, rewards, helpful, mechanisms, relationships and leadership, where things must go right if the organization is to be successful. These areas are affected by environment.

Purposes

Relationship s

Structure

Helpful mechanisms

Rewards 4/22/12

7 S Framework
Structu re

Strateg y Super ordinat e goals Skill

System

Style

Staff 4/22/12

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Structure: Flexible or temporary Strategy: actions are planned in anticipation of environments, competition and for better customer values. Systems: such as capital budgeting systems, training systems, cost accounting procedures to be established. Staff: right people can make organizations work. People are treated as resource. Skills: development of new competencies, capabilities. Super-ordinate goals: a set of values and aspirations to be given higher importance.

v v

When these seven variable are aligned, we have an organized excellent company.

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vThe

Change Management Iceberg of Wilfred Kruger is a strong visualization of what is arguably the essence of change in organizations: dealing with barriers.

vThe

top
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of

vPeople

involved in Change

Opponents have both a negative general attitude towards change AND a negative behavior towards this particular personal change. They need to be controlled by Management of Perceptions and Beliefs to change their minds as far as possible. Promoters on the other hand have both a positive generic attitude towards change AND are positive about this particular change for them personally. They take advantage of the change and will therefore support it. Hidden Opponents have a negative generic attitude towards change although they seem to be supporting the change on a superficial level 4/22/12

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Thank you

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