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Organizational Behavior

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ORGANIZATIONDEVELOPMENT

&CHANGE

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Change

Work change is any alteration that occurs

in the work environment.

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Kinds of change

Continuum representing

Degree of complexity

Potential resistance

Adaptive Change

Low High

Radical Change1st order change

Incremental

change

2nd order change

Quantum change

Fundamental change

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Kinds of change

Timing

Proactive Change

Reactive Change

Nature

Strategic Change

Structural Change

Process Oriented change

Cultural Change

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Resistance to change

Implicit (covert)/ Explicit (overt)

Immediate/Deferred

Continuum of Resistance to change

Acceptance

Indifference

Passive resistance Active resistance

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Sources of Individual Resistance

HABIT

ECONOMIC

FACTORS

SECURITYFEAR OF

UNKNOWN

SELECTIVEINFORMATIONPROCESSING

SOCIALFACTORS

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Sources of OrganizationalResistance

STRUCTURALINERTIA

LIMITED FOCUSOF CHANGE

GROUPINERTIA

THREAT TOEXPERTISE

THREAT TOESTABLISHED

POWER RELATIONS

THREAT TOESTABLISHED

RESOURCEALLOCATION

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Approaches to managing

change Kurt Lewins Three Step Model

Force field Analysis

Action Research

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LEWINS THREE STEP PROCESS

Step ofreinforcement

Integrate new

attitudes, practice

into normal

routine

Provide positivereinforcement

Additional

training where

required

Learning new ideas &practices

Provide adequate info

on change

Give opportunity to

learn & practice new

systems

Provide role models,

benchmarks,

guidance etc.

Unlearning earlierpractices

Create motivation

to change

Reduce barrier to

change

Disconfirm

usefulness of

present practice

UNFREEZE REFREEZEMOVE TO CHANGE

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Force Field Analysis

Current levelof groupperformance

Desired levelof groupperformance

Driving forces

High performancegoals

New equipment

Competition

Employees withnew skills

Desire for increasedinfluence and rewards

Group norms for output

Familiarity withpresent equipment

Complacency

Need to learn new skills

Fear of reducedinfluence and rewards

Resisting forces

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Action Research

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ORGANIZATION DEVELOPMENT

An approach to organizational change in which the

employees themselves formulate the change

thats required and implement it, usually with the

aid of a trained consultant.

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OD Interventions

Planned activities in which clients &

consultants participate during the course

of OD program.

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Sensitivity Training

Laboratory/ T- group Training

To increase participants insight into their

own behavior and that of others by

encouraging an open expression of

feelings in a trainer-guided group.

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Survey Feedback

An OD technique in which questionnaires and interviewsare used to collect information about issues of concern

to an organization. This information is shared with

employees and is used as the basis for planning

organizational change.

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Process Consultation

Structured activities guided by OD consultant to

improve specific aspects, e.g., norms,

communication, cohesiveness

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Team Interventions

The process of improving the effectiveness of a

team.

Series of activities to collaboratively examine how

the group functions and how it could function

better.

Cover four substantive areas:

Problem Diagnosis

Task Accomplishment Maintaining team relationships

Improving team & organization processes

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Formal Group Diagnostic Meeting

A general critique of team.

Initial discussion: leader, consultant, members

Formal meeting for gathering information &

analyzing it.

As total group, sub-groups or pairs.

After discussions the group is informed of all

issues.

Issues classified, discuss possible actions.

Team prepares plan for implementing actions.

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Gestalt Approach: Team Building

Gestalt therapy: by Fredrick S Perls

Belief that persons function as whole total

organisms & not as fragmented beings.

Robert Herman: Goals of Gestalt Therapy are:

Awareness

Integration

Maturation

Authenticity Self- regulation

Behavior Change

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Steps in OD

Warner Burkes Model: 7 Phases:

Entry

Contracting

Diagnosis

Feedback

Planning Change

Intervention

Evaluation