TRENDS AND FUTURE OF ORGANIZATION DEVELOPMENT

•    TRENDS AND FUTURE OF ORGANIZATION DEVELOPMENT
ORGANIZATION DEVELOPMENT AND CHANGE
TRENDS AND FUTURE OF OD

1.     THERE IS NO SECOND OPINION THAT OLD ORGANIZATIONAL PARADIGM IS DYING, IT DOES NOT WORK WELL IN THIS EMERGING ENVIRONMENT, AUTOCRATICALLY DIRECTED ,RIGID HIERARCHICAL FEAR GENERATING ORGANIZATIONS ARE GIVING WAY TO SOMETHING NEW.

2.     IN THE EARLY DAYS OF OD,THE FOCUS WAS ON MEETING HUMAN NEEDS IN EXISTING ORGANIZATION BUT NOW ON BOTH STRUCTURE AND HUMAN BEHAVIORS NEEDS

3.     ANTICIPATING OF EMPLOYEE ANXIETIES AND DEFENSES MGMT SHOULD GUIDE THE AMOUNT AND STYLE OF COMMUNICATION USED TO INTRODUCE CHANGE  AND TO EMPLOYEE GAIN EMPLOYEE COMMITMENT.

4.     ORGANIZATION TRANSFORMATION NEEDS INNOVATIVE ROLE OF LEADER TRANSACTIONAL ROLE

•    TRENDS AND FUTURE OF OD

•    THE ENVIRONMENT IN WHICH ORGANIZATIONS OPERATE IS INCREASINGLY TURBULENT. PRODUCTION AND COMMUNICATION ,TECHNOLOGY ARE CHANGING AT EXPONENTIAL RATE.

•    THE FIELD OF ORGANIZATION DEVELOPMENT CONTINUES TO GROW. NEW THEORIES AND CONCEPTS ARE BEING DEVELOPED,MORE COMPLEX RESEARCH IS BEING CONDUCTED,NEW METHODS AND NEW INNOVATIONS ARE APPLIED.

•    ESSENTIALLY ANY ORGANIZATION CHANGE/DEVELOPMENT/INNOVATION IS A LEARNING PROCESS. AND ORGANIZATION DEVELOPMENT AN ACCUMULATION OF BEHAVIORAL TECHNIQUE THAT ARE BEING CONSOLIDATED IN A SYSTEM WIDE ATTEMPT TO DEVELOP THE ENTIRE ORGANIZATION. OD IS DEFINED TO IMPROVE AN ORGANIZATIONAL EFFECTIVENESS BY DEALING WITH THE INDIVIDUAL ,GROUP AND OVERALL ORGANIZATIONAL PROBLEMS BOTH TECHNICAL AND HUMAN. OD IS DYNAMIC CONCEPT.

•    EMERGING ORGANIZATION DEVELOPMENT SKILL

•    KRIK PATRICK HAS STRESSED THREE ASPECTS:-

1.     EMPATHY:- MANAGERS SHOULD EMPATHIZE WITH FEELING AND REACTIONS OF THOSE WHO ARE AFFECTED BY CHANGE

2.     COMMUNICATION IS IMPORTANT IN SHARING ABOUT EXPECTED CHANGE AND REASONS FOR IT. IT HAS TO BE WELL IN ADVANCE

3.     PARTICIPATION:-CAN BE IN TWO WAYS:-

1.     TO RECEIVE INPUT FROM SUBORDINATES BEFORE CHANGE IS MADE

2.     ALLOW PARTICIPATION INPUT INTO THE CHANGE IT SELF

•    ERNST AND YOUNG HAVE FOCUSED ON LEARNING APPROACH:-

•    LEARNING AT INDIVIDUAL AND GROUP LEVELS APPLICABLE TO ORGANIZATIONAL CHANGE I.E :

1.     LEARNING APPLYING TO WORK

2.     SHARING LEARNING WITH OTHERS

3.     WE LEARN CONSCIOUSLY

4.     HELPING OTHERS TO SET AND MEET LEARNING GOALS

5.     ESTABLISHING AN ENVIRONMENT CONDUCIVE TO WORK PLACE LEARNING

6.     PROVIDING FEEDBACK TO OTHERS

7.     ENCOURAGING REFLECTION BY ASKING QUESTIONS TO PROMPT THINKING ABOUT ACTIONS

8.     RECORDING AND TRANSFERRING LEARNING

•    SCHEIN FEELS THAT DIALOGUE IS CENTRAL ELEMENT IN ANY MODEL OF ORGANIZATIONAL CHANGE. HE FEELS DIALOGUE IS OPEN COMMUNICATION AND INVOLVES ACTIVE LISTENING

•    SCHEIN OFFERS  SUGGESTIONS TO PRODUCE A  NEW ORGANIZATION CUSTOMERS TO COPE WITH DRAMATIC CHANGES:_

1.     LEADERS MAY UNFREEZE THE PRESENT SYSTEM BY HIGHLIGHTING THE THREATS TO THE ORGANIZATION IF NO CHANGE OCCURS

2.     LEADER MAY ARTICULATE NEW DIRECTION AND PROVIDE NEW ROLES MODEL

3.     KEY POSITIONS MAY BE FILLED BY NEW INCUMBENT WHO HOLD NEW ASSUMPTIONS

4.     LEADER MAY REWARD NEW DIRECTIONS AND PUNISH ADHERENCE TO OLD

5.     MAY EVEN USE COERCION INTO ADOPTING NEW BEHAVIOR

6.     LEADERS TO CREATE NEW RITUALS AND DEVELOP NEW SYMBOLS.

•    TRENDS WITHIN ORGANIZATIONAL DEVELOPMENT

•    TRADITIONAL TRENDS:-

1.     RETURN TO ORIGINAL HUMANISTIC VALUES

2.     INCREASING FOCUS ON PROCESS INTERVENTION

3.     ORGANIZATIONAL PROCESS ARE TRANSPARENT,POSSESS INTEGRITY,TREAT PEOPLE WITH DIGNITY AND SERVE DIVERSE SHAREHOLDER

PRAGMATIC TRENDS:-

1.     INCREASING DEMAND FOR PROFESSIONALIZATION

2.     EMPHASIZE THE VALUES OF EFFECTIVENESS

3.     INCREASING FOCUS ON RELEVANT PRACTICE

§ SCHOLARLY TRENDS:-

1.     RESEARCH CONTRIBUTIONS TO UNDERSTANDING CHANGE

2.     SEARCH FOR VARIABLE THAT EXPLAIN CHANGES AND EFFECTIVENESS

•    CHALLENGES FOR THE OD

•    ORGANIZATION VALUES AND LEADERSHIP:

1.     MUST PLACE HIGH VALUES ON THE EMPLOYEE,GROUP AND THEIR PERFORMANCE

2.     VIEWED AS PLACE PEOPLE LEARN AND ACHIEVE PERSONAL GROWTH

•    AWARENESS ABOUT THE ORGANIZATIONAL DEVELOPMENT:-

1.     LONG TERM CONTINUOUS PROCESS

2.     AIMS AT INDIVIDUAL BEHAVIOR,GROUP DYNAMICS

§ SECOND GENERATION ORGANIZATIONAL DEVELOPMENT:-DISTINGUISH BETWEEN MODEST EVOLUTIONARY AND REVOLUTIONARY

§ MERGERS AND ACQUISITIONS AND ALLIANCES : MORE IMPORTANT TO DUE TO TECHNOLOGY ADVANCES

§ SENSE OF COMMUNITY FEELING:-HEAVILY DEPENDS ON THE BEHAVIOR OF PEOPLE IN THE ORGANIZATION. REQUIRED THAT PEOPLE HAVE A COMMON OBJECTIVE AND TRY TO CHANNELIZE THEIR ENERGIES ,SKILLS.

•    CONCLUSION

•    THE APPLICATION OF OD TECHNOLOGY IS GROWING RAPIDLY. NEW MODELS,TECHNIQUES AND APPROACHES ARE CONSTANTLY BEING DEVELOPED AND OLD TECHNIQUES DISCARDED.

•    SCOPE OF OD IN THE 21 ST CENTURY

1. ORGANIZATION TRANSFORMATION :-THIS RECENT ADVANCE IN CHANGE STRATEGIES IS USED IN SITUATIONS OF DRASTIC ABRUPT CHANGE WHEN THE ORGANIZATION'S SURVIVAL IS AT STAKE. THESE SITUATIONS INCLUDE ,” MERGERS TAKEOVER,PRODUCT CHANGES AND PLANT CLOSURES WHICH OFTEN INVOLVE LARGE SCALE RESTRUCTURING.
2. SHARED VISION:- THIS APPROACH TO ORGANIZATIONAL CHANGE INVOLVES GETTING ALL LEVELS OF MANAGEMENT TO IDENTIFY THE STRATEGIC VISION OF THE FUTURE AND WHAT IT TAKES  TO MAKE IT WORK.
3. INNOVATION:-ARE FOCUSING MORE EFFORT ON INNOVATING CREATING NEW PRODUCTS,GOODS AND SERVICES AND ON NEW WAYS OF ORGANIZING AND RELATING AMONG ORGANIZING MEMBERS.
4. TRUST:-THE CRITICAL FACTOR IN CHANGING ORGANIZATIONS IS THE DEVELOPMENT OF TRUST WITH IN AND BETWEEN INDIVIDUALS ,TEAMS AND ORGANIZATION UNITS AND LEVELS WITH OUT TRUST,THERE CAN BE NO SUSTAINABLE EXCELLENCE WITH IN THE ORGANIZATION

5. EMPOWERMENT: IN ORDER TO DEVELOP HIGH PERFORMING SYSTEM,ORGANIZATION MEMBERS MUST BE EMPOWERED GIVEN THE AUTONOMY TO DO THINGS THEIR OWN WAY TO ACHIEVE RECOGNITION,INVOLVEMENT AND A SENSE OF WORTH IN THEIR JOBS.
6. LEARNING ORGANIZATION:-A CONCEPTUAL FRAMEWORK FOR THE ORGANIZATION OF THE FUTURE,THE LEARNING ORGANIZATION IS THE NOTION THAT LEARNING IS CENTRAL TO SUCCESS.
7. RE ENGINEERING:-THE FUNDAMENTAL RETHINKING AND RADICAL REDESIGN OF BUSINESS SYSTEMS URGES ON OVERHAUL OF JOB DESIGNS,ORGANIZATIONAL STRUCTURES AND MGMT SYSTEMS
8. CORE COMPETENCIES:-THE IDEA OF FOR COMPANIES TO IDENTIFY ORGANIZE AROUND WHAT THEY DO BEST CORPORATE STRATEGY SHOULD BE BASED NOT ON PRODUCTS OR MARKETS BUT ON COMPETENCIES

9. ORGANIZATIONAL ARCHITECTURE:A METAPHOR THAT FORCES  MANAGERS TO THINK MORE BROADLY ABOUT THEIR ORGANIZATION IN TERMS OF HOW WORK,PEOPLE AND FORMAL AND INFORMAL STRUCTURES TOGETHER. OFTEN LEADS TO AUTONOMOUS WORK TEAMS AND STRATEGIC ALLIANCES