Organizational Change &

Development

UNIT VII
IMPLEMENTATION AND
ASSESSMENT OF
ORGANIZATION
DEVELOPMENT
1-1
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After studying this chapter you should be able
to:

1. Organization Assessment
2. Basic Components of Assessment of OD
3. Criteria for Assessment
4. Prerequisites to Success of OD
5. Failures in OD Efforts and Assessment of OD
6. Change in Organizational Performance and
Key Points for Implementation of OD
7. OD in the Public Sector.

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Introduction
 Most of the studies reviewed did not utilize
designs rigorous enough to adequately determine
the outcomes of the OD process. The present
underdeveloped state of the art of OD evaluation
demonstrates that practitioners must: (1)
determine appropriate measures for assessing;
(2) develop more adequate instruments for
measuring change related to OD; and (3)
consistently utilize more rigorous designs for
their studies.

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Organization Assessment
 Assessment is concerned with providing feedback to
the practitioner and organisation members about
the progress and the impact of interventions.
 Evaluation process considers both the
implementation success of the intended intervention
and the long-term results it produce.
 Factors influencing choice of an OD intervention to
fit the best in the situation for implementation?
 Selection of an OD intervention is influenced by the
following three factors:
(a) Applicability
(b) Feasibility
(c) Acceptability

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Cont’d

 Applicability: It means the potential of a given intervention to

yield desired results. This is possible when an intervention is
capable enough to address the real problem and holds good
promise of solving it. One way to ascertain applicability of an
intervention is to examine the likely positive and negative
consequences associated with it. What follows from above is
the need for evaluating one’s client system with great care and
concern before actually introducing any intervention.
 Feasibility :It means the suitability of an intervention to suit to
the client system.
 Acceptability: Whatever applicability and feasibility an
intervention carries has no use unless it is acceptable to the
client system. It means an intervention needs to be accepted
by its client system to yield desired results: Experience shows
that an intervention is likely be less acceptable unless sufficient
preparatory work has been done before introducing it.
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Basic Components of Assessment of OD

 In order to undertake an assessment program it is

necessary to identify the basic components of
assessment. They are as follows:
1. Objectives: It is synonymous to mission, goals or aims. The
objective of an assessment at Objectives of intermediate
evaluations at regular intervals are to establish benchmarks.
2. Worth or Value: for the focal variables which can be an
individual, object, situation or a program.
3. Measurement: The technique of measurement of social
variables is done through psychometric tests. It is the
quantitative dimension of the variable.
4. Comparison: The data obtained from the measurement can be
compared from the data measured from other reference.
5. Conclusion: It is arriving at a judgment after comparison is
made

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 Criteria for Assessment
 Efficiency Measurement of Evaluation: The prime
objective in efficiency evaluation to determine
wastage and explore ways.
 Intervention Evaluation: It is concerned with
examination of the transformational process.
 Effectiveness Evaluation: It is the assessment of
outcomes from a given set of inputs through process.
The outcome represents the object from which
organizational effectiveness is assessed. Some
effectiveness criteria are Achieving objectives and
goals, Adapting to the external environment,
profitability and employee satisfaction.
 Cost Benefit Analysis: It is to assess the benefits from
a given level of inputs such as achievement of change
programme, social relevance, contribution to society,
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 Prerequisites to Success of OD
1. Top management awareness of problem: Top management and
other key people must be aware that the organisation has a
problem. The top management actually decides the time, effort
and money to be invested in an OD programme.
2. A behavioral science consultant must be brought into the
picture. It is the consultant job to diagnose the problem.
3. The OD effort should involve the human resource people and
should be in line with the current personnel policies and
practices.
4. The OD effort must be carefully monitored: The change agent
and the organizational personnel's must communicate with each
other so that all understands where the organisation is heading.
5. Action research must be used: The change agent needs to make
a preliminary diagnosis, gather data, feed it back to the
personnel's and develop a plan of action and follow-up.
6. The OD effort in order to be truly successful, must be monitored
in terms of checking on the personnel attitudes regarding what
is going on and determining to the extent to which the problems
are identified and2010
Copyright being resolved.
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 Failures in OD Efforts
 Limitations of organisation development are given
including some by French and Bell:
1. Inadequacy of client-consultant relationship.
2. Non-availability of behaviour science consultant who
has expertise in OD.
3. Lack of knowledge of skillful interventions and
effectiveness of various strategies.
4. Failure in linking of OD changes with other sub-
systems.
5. Innovativeness in bringing about congruence with
other programmes.
6. Top management support and involvement for long
duration as persons may change.
7. There are problems in measuring attitude change.

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Key Points for Implementation of OD
 There are five keys to manage OD. Each can
influence the elements of the social system
and may help the organisation avoid some
of the major problems in managing the
change:
1. Take a holistic view of the organisation.
2. Secure top management support.
3. Encourage participation by those affected by
the change.
4. Foster open communication.
5. Reward those who contribute to change.

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OD IN THE PUBLIC SECTOR

 Trends affecting Public-Sector

Organizations
 Federal, state, and local governments
operate in an environment of competing
political, social and economic forces
 Public-sector organizations are called to
become more citizen focused and to operate
as an efficient business

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Values and Structures of
Public-Sector Organizations

 Values focus on governing toward

greater public good and to
demonstrating responsiveness to public
wants and needs
 Structures are political-administrative
creating an inherent tension within the
organization

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Characteristics of Public-Sector
Organizations
 Multiplicity of decision makers
 Creates difficulty in identifying who is
responsible for different steps in the
governmental process
 Stakeholder Access
 Open to the public, diverse groups of
people with different and competing
interests
 Intergovernmental relations
 Federal, state, and local governments
share power, responsibility and resources
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OD in Public-Sector Organizations
 OD applications have proven to be effective in
public-sector organizations. Public organizations
use OD applications and interventions to transform
themselves into citizen- and customer-driven, high-
performance, results oriented organizations
 Focus on techno structural interventions
 Work flow design and structure

 Tailor interventions to fit highly diverse, politicized

situations
 Continuous improvement, customer focus

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