Organizational

development

and IT’s

theories
 About Organization Development
(OD)
1. Relatively new field of study – 50’s & 60’s.
2. OD is about how organizations and people function and how to get them
function better.
3. Start Point – when the leader identifies an undesirable situation and
seeks to change it.
4. Focus – Making organizations function better (total system change).
5. Orientation – Action (achieving results through planned activities)
6. No unifying theory – just models of practice
7. OD is an organization improvement strategy.
 Focus
Change
First
order change (making
 Change new state of things, moderate adjustments)
different from old state of things.
Second order change
 Can be viewed as an opportunity (reinvent, reengineer,
rewrite)
or as a threat.
Orientation

This process is known as

Diagnosing
‘Action Research’.
Three ingredients:
Taking Action 1. Participation.
2. OD consultant (as collaborator &
colearner).
3. Iterative process of diagnosis & action.
Re-Diagnosing
• Change occurs based on the actions
taken.

Taking New Action • New knowledge comes from examining

the results of the actions.
 Definition(s) of O.D.
 Organization Development is an effort (1) planned, (2) organization-wide, and (3)
managed from top, to (4) increase organization effectiveness and health through (5)
planned interventions in organization’s “processes”, using behavioral science
knowledge. …Beckhard, 1969

 Organization Development is a process of planned change – change of an

organization’s culture from one which avoids an examination of social processes
(especially decision making, planning and communication) to one which
institutionalizes and legitimizes this examination.
........ Burke & Hornstein,
1972
 Organization Development is a systematic application of
behavioral science knowledge to the planned
development and reinforcement of organizational
strategies, structures, and processes for improving an
organization’s effectiveness.
…Cummings & Worley,1993

 Organization development is a planned process of

change in an organization’s. culture through the
utilization of behavioral science
technologies,research,and theory.
........Burke ,1994
History of O.D. (1) . T-Group
Four major stems of O.D. are Participants learn from their own
as follows ... actions and the group's evolving
dynamics.
• T-Group (2).Survey Feedback
• Survey Feedback Technology Technology
• Action research
• Sociotechnical & Socioclinical Developing reliable questionnaires,
approaches collecting data from personnel, analyzing
it for trends, and feeding the results back
to everyone for action planning
 Action Research
• Diagnosing, taking action, re-
diagnosing and taking new action.

Sociotechnical &
Socioclinical approaches

• Integrate social requirements of

employees with technical requirements
needed to do work in provided
environment.
 Revolutionary Values
& Beliefs of O.D.
• Organic systems (mutual confidence & trust) rather than mechanical systems (authority-
obedience) ..…….(Warren Bonnis

• Basic units of change are groups, not individuals . ………... (Richard Bockhard)

• Away from resisting and fearing individual differences towards accepting and utilizing them
. .....( Robert Tannenbaum)
• Radical departure from accepted values and beliefs of
1960's
• Trust and respect for individual.
*. • Open communication

• Decentralized decision making.

*. • Collaboration and cooperation.

• Appropriate use of powers.

*. • Authentic interpersonal relationships.
 Second-Generation O.D.
• Organization Transformation.
- OD professionals have to distinguish between
modest or revolutionary efforts that should be
taken to improve the efficiency of organization.

• Organizational Culture.
- There are certain interventions to help leaders
and employees to identify cultural assumptions.
There must be exploration of artifacts ,and
questionnaires to deal with norms.
 .
• Learning Organization.
-there may be learning disabilities like focusing on one’s own job with little sense of
collective product . There should be certain workshops ,exercises and games to create
awareness of these disabilities.
• Total Quality Management.
-creating environment for employees to continuously improve their ability and provide on
demand products so that customer finds it of particular value.
• Visioning and Future Search.
• The Quality of work life.
 HENRI FAYOL
Father of Administrative
Management
 Thoughts and Profile of Henri Fayol
 Henri Fayol was born in 1841 at Istanbul Turkey.

 He was a French management theorist.

 Fayol was one of the most influential contributors to modern concepts of management.

 Fayol has been described as the father of modern operational management theory

 The nineteen-year old engineer started at the mining company ultimately acting as its
managing director

 Based largely on his own management experience, Fayol developed his concept of
administration.
 Major Contributions of Henri Fayol
First recognized that successful managers had to understand the basic
managerial functions and believed specific management skills could be
learned and taught.
He mentioned Six activities of an enterprise:

 Technical (production, manufacture, adaptation)

 Commercial (buying, selling, exchange)
 Financial (search for an optimum use of capital)
 Security (protection of property and persons)
 Accounting (Stock taking, balance sheets, cost statistics)
 Managerial: Fayol's universal management functions
Planning
 Organizing
 Commanding
 Coordinating.
Controlling
 Fayol's General Principles Of Management
 Division of work  Centralization
 Authority and responsibility  Scalar chain
 Discipline  Order
 Unity of command  Equity

 Unity of direction
 Subordination of individual  Stability
interest to the common good  Initiative
 Remuneration of personnel  Esprit de corps
 MANAGERIAL DUTIES THAT A MANAGER HAS TO
PERFORM
For Fayol, "The Art of Commanding” relies
upon certain personal qualities and upon the
knowledge of management general principles.
It has, like all other arts, its degrees. The
manager in charge of a commandment must:
1. Have a deep knowledge of his staff;
2. Cull the incapables;
3. Well know the conventions binding the
organisation and its members;
4. Give the good example (by his attitude);
5. Conduct regular inspections of the
« corps social »;
6. Get together his main partners in
conferences (meetings) to prepare the
Unity of Direction and the Focus of
Efforts;
7. Not be distracted by details;
8. Aim to make prevalent among his
staff, energy and initiative
 The 9 Levels
Fayol was representing an organisation like a
living body (« corps social», i.e. "social body")
with main organs hierarchically structured as
follow:
1. Shareholders,
2. Board of Administration,
3. General Direction and its General staff
(advisors),
4. Regional/local Directectors,
5. Main Engineers,
6. Services Managers,
7. Workshops Managers,
8. Foremen,
9. Workers.
The Theory of Bureaucratic

Management by

Max Weber
 BRIEF BIOGRAPHY
 Full Name: Maximilian Karl Emil Weber

 Birthdate: April 21, 1864

 Birthplace: Erfurt, Province of Saxony, Prussia

 Parents: Max Weber Sr. ,Helene Fallenstein Weber

 Education: University of Heidelberg

 Degree: Law
 THEORIES OF MAX WEBER

BUREAUCRATIC (MANAGEMENT) THEORY.

• Bureaucracy is an organizational structure that is characterized by many rules, standardized

processes, procedures, and requirements, number of desks, meticulous division of labor and
responsibility, clear hierarchies and professional, almost impersonal interactions between
employees.
6 PRINCIPLES:
4. Rules and Requirements
1. Task Specialization
5. Impersonal
2. Hierarchal Authority
6. Career Orientation
3. Formal Selection
1.Specialization (Labour division): without Labour division
people woupd have to do many tasks that they are not
equipped for, and everything becomes incomplete or
unorganized because there isn't enough time to complete
them all simultaneously as another task begins.
2.Hierarchal Authority :
i) Chains of command ,and
ii)Positional roles or functions in an organization
These two components form whats called authority
3.Formal Selection : The management can inspire workers
to develop a long term career in the company by providing
them with job security and performance based rewards.
4.Rulesd Regulations :The documents on which these
rules and regulations rest includes Manuals,
Directives , Handbook, Instructions, Policies etc .
they provide a clear definitions of what needs to
happen for an organisation to function.
5. Impersonal :The rules are there to prevent
favoritism,nepotism, and paticipation of outsiders or political
interference with the organisation's
6. Career Orientation : Employees should be given career
path where they can grow into different roles over time ,
while still getting opportunities to try new things ,this way
everybody winst
THEORIES OF MAX WEBER
•IRON CAGE THEORY

A term coined by Max Weber for the increased

rationalization inherent in social life, particularly in
Western capitalist societies.

Traps individuals in systems based purely on

teleological efficiency, rational calculation, and
control.
 POWER
• Power is one of the means/medium to influence others for getting results.
Influence process occurs in a particular way when it is attempted by the use of
power.
• Power is used not only in getting certain result achieved but also
includes negative decisions or the action of non decisions.

• Power is not the act of changing the other persons attitudes or

behaviour, it is only the potential to do so.

• Power variable a relational one.

 i
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•m fp The possible responses to the user of
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Resistance:
 The largest person on whom the
power is exercised may resist the
influence and may not behave in
accordance to influencers
wishes.
 The attempt of influence may be
threated by the person
Obedience
 The person may succumb to
influence though he would rather
not.
 When people are forced to
behave against their wishes it is
referred to as obedience.
Compliance
 The person may comply with the
desire of the influencer.
 Compliance refers to a persons
acceptance of influence because
he is expected to be a rewarded
for responding to a request or
punished for not responding to it.
Conformity
 The person may conform to the
influencer's desire.
 Conformity refers to acceptance
of influence because people
desire to be in mainstream
 Some one who can distribute
rewards others view as valuable
will have power over them.
 Commitment
 Commitment is one of the superpowers of
True Believers and where we take
responsibility .
 The belivers believes in the vision of a
particular who is excercising the power
and is commited towards him/her. Beliver
become clear about what we want and
work productively until they finish.
 Commitment comes as a result of your
conviction — your belief in your vision. ...
It's the power of a personal promise.
 Legitimate power

 It represent the formal authority to

control and organizational resources
based on structural position in the
organization.

 It includes members acceptance of the

authority of a position.
 Types of power.

Types of power… 1. FORMAL POWER

1. Formal power. • Formal power also known as

COERCIVE POWER is based on
an individuals position in an
2. Personal power. organization.
• It can come from the ability to
coerce or reward or from formal
authority.
• Formal forms of power exist in
politics, business, religion etc.
 2. PERSONAL POWER
 It comes from an individual’s
unique characteristics .
 There are two basis of personal
power expertise i.e. respect and
admiration of others.
• There are two types of personal power.
(a) Expert power.
 It influence as result of expertise special
skills or knowledge.
 This power is based on the famous proverb
“knowledge is power”
 Computer specialist tax accountants,
economist, and other specialist power as a
result of their expertise.
 It is easy to loose expert power. If one uses
their expert power in a situation where their
judgment proves to be bad then this situation
can threaten their power.
 (b) Referent Power.
 It based on identification with a person
who has desirable resources or personal
trails.

 A person with referent power can be

someone whose opinions are always
valued.

 This power develops out of admiration of

another and a desire to be like that
 Power tactics

1)Legitimacies
• Relaying on your authority position or saying a request
accords with organizational policies or rules.

2)Rational persuasion
• Presenting logical arguments and factual evidence to
demonstrate a request is reasonable.

3)Inspirational appeals
• Developing emotional commitment by appealing to a targets
values needs hopes and aspirations.
 4)Consultation
6)Personal appeals
 Increasing the targets support by  Asking for compliance or loyalty.
involving him or her in deciding how
you will accomplish your plan.
7) Pressure
 Using warnings, repeated demands and
5)Exchange
threats.
 Rewarding the target with benefits or
favours in exchange for following a
request.
 For More Detalied Studies
• About Organizational Developement .

• About Henri Feyol and it’s Theoires.

• About Max Weber and it’s Management Theory.

• About Power.

• About Power Tactics.

End Of The
Presentation........

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