Monday, September 28, 2020

QUICK REVISION OF ODC ( ORGANIZATION DEVELOPMENT AND CHANGE) [PART 1

 


  • ORGANIZATION CHANGE
    ORGANIZATION BEHAVIOR
    ORGANIZATION DEVELOPMENT AND CHANGE
  • DR. SHASHI AGGARWAL
  • MEANING OF CHANGE
  • CHANGE IS MAKING THINGS DIFFERENT. ANY ALTERATION OF STATUS QUO WHICH OCCURS IN THE OVERALL WORK ENVIRONMENT OF AN ORGANIZATION IS CHANGE.
  • ORGANIZATION CHANGE REFERS TO ALTERATIONS IN STRUCTURAL RELATIONSHIPS AND ROLE OF THE PEOPLE IN IT.
  • CHANGE IS POSITIVE APPROACH AND A NECESSARY SIGN FOR GROWTH AND PROGRESS
  • IN AN INDUSTRY SET UP NORMALLY CHANGES ARE RELATED TO MECHANISATION,MODERNISATION,AUTOMATION,COMPUTERISATION,STANDARDISATION AND LATEST CHANGES IN THE MANAGERIAL SYSTEM
  • PEOPLE RESIST CHANGES FOR DIFFERENT PERSONAL AND DIFFERENT REASONS.

 

  • DEFINITION OF ORGANIZATION CHANGE
  • CHANGE MEANS ALTERATION OF STATUS QUO OR MAKING THINGS DIFFERENT.
  • KEITH DAVIS,”THE ORGANIZATIONAL CHANGE REFERS TO ANY ALTERATION WHICH OCCURS IN THE OVERALL WORK ENVIRONMENT OF AN ORGANIZATION.
  • CHANGE AS PROCESS IS SIMPLY MODIFICATION OF THE STRUCTURE OR PROCESS OF A SYSTEM WHICH MAY BE GOOD OR BAD,
  • FEATURES OF ORGANIZATIONAL CHANGE
  1. IT IS THE WHOLE ORGANIZATION WHICH IS AFFECTED BY ANY TYPE OF CHANGE IN THE ORGANIZATION
  2. CHANGES TAKE PLACES IN ALL PARTS BUT AT DIFFERENT RATES OF CHANGES
  3. CHANGES AFFECT PEOPLE,TECHNOLOGY AND OTHER ELEMENTS OF THE ORGANIZATION
  4. CHANGES MAY BE REACTIVE OR PROACTIVE
  5. CHANGES RESULTS FROM THE PRESSURE OF FORCES FROM INSIDE AND EXTERNAL ORGANIZATION
  • NATURE OF THE CHANGE
  • CHANGE IS CONSTANT. IT MANYFEST ITSELF OVER A PERIOD OF TIME. CHANGE IS VERY MUCH NECESSARY FOR GROWTH.
  • KEITH DAVIS HAS STATED THAT THE WHOLE ORGANIZATION TENDS TO BE AFFECTED BY CHANGES IN ANY PART.
  • NATURE OF CHANGE:
  • INDIVIDUAL CHANGE AND ORGANIZATION CHANGE: CHANGES ARE INTRODUCED THROUGH PEOPLE,PEOPLE LEARN TO ADAPT THEIR ATTITUDE AND ARE WILLING TO MEET CHANGING ENVIRONMENT, ORGANIZATION CHANGE REFERS TO PROCESS OF GROWTH,DECLINE AND TRANSFORMATION WITH IN THE ORGANIZATION
  • ORGANIZATION CHANGE CAN BE EITHER THROUGH:-
  • BEHAVIOURAL APPROACH THROUGH INDIVIDUAL AND GROUPS
  • NON BEHAVIOURAL APPROACH THROUGH:-
  • CHANGE IN POLICIES ,STRUCTURES AND
  • TECHNOLOGY,PHYSICAL LAYOUT OF WORK SPACE

o    CHANGES MAY BE EVOLOUTIONARY OR REVOLUTIONARY

o    REACTIVE CHANGE OR PROACTIVE CHANGE:-PROACTIVE CHANGE MEANS PARTICULAR CHANGE IS DESIRABLE AND INITIATED IN PLANNED MANNER

o    REACTIVE CHANGE MAKE IT NECESSARY AND PAASIVE COMPLIANCE TO DEMANDS

 

  • FORCES FOR ORGANIZATION CHANGE
  • EXTERNAL ENVIRONMENT
  • SPECIFIC TASK ENVIRONMENT
  • INTERNAL ENVIRONMENT
  • EXTERNAL ENVIRONMENT
  1. POLITICAL CHANGES:TYPE OF GOVT,ITS IDEOLOGY,PRIORITY
  2. ECONOMIC CHANGES:
  3. CHANGES IN PEOPLE REQUIRMENTS
  4. INTENSE COMPETIION
  5. CHANGES IN TECHNOLOGICAL ENVIRONMENT:_ AUTOMATION,HIGH TECH INDUSTRIES AND TECHNICAL KNOW HOW AND PRODUCTS AND KNOW HOW
  6. CHANGES IN PHYSICAL ENVIRONMENT
  7. CHANGES IN THE GLOBAL ENVIRONMENT
  8. CHANGES IN THE  SOCIAL CHANGES
  • INTERNAL ENVIRONMENT
  1. DEFICIENCY OF EXISTING MANAGEMENT STRUCTURES
  2. CHANGES IN MANAGERIAL STAFF
  3. DIVERSITY OF WORKFORCE
  4. MERGERS AND ACQUISIONS
  5. INTRODUCTION OF AUTOMATION IN THE INDUSTRY
  6. NEW STRATEGIES IN BUSINESS
  7. DOMINO EFFECT
  8. FOR MEETING CRISIS
  • TYPES OF CHANGE
  • REACTIVE CHANGE: BROUGHT BY THE MANAGEMENT UNDER PRESSURE
  • PROACTIVE CHANGE:-PLANNED CHANGE IS PROACTIVE CHANGE. IT IS CHANGE WHICH IS SOLELY TAKEN WITH THE INITIATIVE OF MANAGEMENT
  • PLANNED CHANGE: PLANNED CHANGE WHICH IS PLANNED ALTERATION IN THE EXISTING ORGANIZATIONAL SYSTEM. IT IS IMPLEMENTED WITH THE HELP OF A CHANGE AGENT
  • INDIVIDUAL LEVEL CHANGE: WHICH MAY ARISE DUE TO JOB ENLARGMENT,JOBENRICHMENT,JOBREDESIGNING ETC IT WILL HAVE IMPACT ON THE GROUP

 

  • GROUP LEVEL CHANGE : FORMAL/INFORMAL
  • ORGANIZATIONAL LEVEL CHANGES: AT VERY SENIOR MANAGEMENT LEVEL.
  • STRUCTURAL CHANGES: DIFFERENT TYPES OF ORGANIZATIONAL STRUCTURES-THE PATTERN OF RELATIONSHIP AMONG DIFFERENT POSITIONS AND AMNG VARIOUS POSITIONS HOLDERS
  • PROCESS ORIENTED CHANGE: DUE TO TECHNOLOGICAL CHANGES
  • PEOPLE ORIENTED CHANGE:-GROUP DYNAMICS,GROUP COHESIVENESSM SELF IMPROVEMENT AND SELF ACTUALISATION,HIGH DEGREE OF MOTIVATION
  • STRATEGIC CHANGES: CHANGES IN MISIIONS,AIMS AND OBLIGATIONS ETC
  • PLANNED CHANGE
  • ORGANIZATION DEVELOPMENT AND CHANGE
  • DR. SHASHI AGGARWAL
  • MEANING OF PLANNED CHANGE
  1. “ PLANNED CHANGE IS DELIBERATE DESIGN AND IMPLEMENTATION OF A STRUCTURAL INNOVATION,A NEW POLICY OR GOAL OR A CHANGE IN THE OPERATING PHILOSOPHY,CLIMATE OR STYLE”
  2. PLANNED CHANGE ATTEMPTS AT ALL ASPECTS OF ORGANIZATION WHICH ARE CLOSELY INTERRELATED TECHNOLOGY, STRUCTURE, AND PEOPLE.

 

  • PLANNED CHANGE
  • TECHNOLOGY RELATED CHANGE:-SUM TOTAL OF KNOWLEDGE PROVIDING WAYS TO DO THINGS.
  • CHANGING PROBLEMSOLVING AND DECISION MAKING PROCEDURES
  • INTRODUCTION TO AUTOMATED DATA PRCOESSING
  • CHANGES IN THE METHODS OF PRODUCTION
  • TASK RELATED CHANGES: TECHNOLOGY RELATED CHANGE DETERMINE THE TYPE OF TASK THAT MAY BE REQUIRED TO COMPLETE AN OPERATION.
  • HIGH INTERNAL MOTIVATION
  • HIGH QUALITY WORK PERFORMANCE

 

  • STRUCTURE RELATED CHANGES:- NATURE OF RELATIONSHIP AND INCLUDE:-
  • CHANGING THE NUMBER OF HEIRARCHIACAL LEVELS
  • CHANGING ONE FORM OF ORGANISATION TO ANOTHER FORM
  • CHANGING SPAN OF MGMT
  • CHANGING LINE AND STAFF FUNCTIONAL AUTHORITY
  • PEOPLE RELATED CHANGE
  • SKILL
  • BEHAVIOR
  • PLANNED CHANGE:  OBJECTIVES
  1. ENVIRONMENT ADAPTION
  2. INDIVIDUAADAPTAION
  3. STRUCTURAL ADAPTION
  4. TECHNOLOGY ADAPTION
  5. TASK ADOPTION
  • PROCESS OF PLANNED CHANGE
  1. IDENTIFYING NEED FOR CHANGE
  2. ELEMENTS TO BE CHANGED
  3. PLANNING FOR CHANGE
  4. ASSESSING CHANGE FORCES
  5. ACTION  FOR CHANGE
  6. FEEDBACK
  • ACTIONS FOR CHANGE
  • UNFREEZING: IS THE PROCESSS IN WHICH CASTS ASIDE HIS OLD BEHAVIOUR WHICH IS NOT SUITABLE TO CHANGING ENVIRONMENT
  • THE PHYSICAL REMOVAL OF THE INDIVIDUAL BEING CHANGED FROM THEIR ACCUTOMED ROUTINE,SOURCES OF INFORMATION AND SOCIAL RELATIONSHIP
  • THE UNDERMINING AND DESTRUCTION OF SOCIAL RELATIONSHIP
  • DEMEANING AND HUMILATING EXPERIENCE
  • LINKING OF REWARD WITH CHANGED BEHAVIOUR
  • 2. CHANGING:- LEARN NEW BEHAVIOR,METHOD OF WORKING,NEW THINKING,PERCEPTION ETC
  • RECOGNIZE THE PRIMARY PURPOSE OF CHANGE
  • MAKE INDIVIDUAL RESPONSIBLE FOR THEIR CHANGE
  • ENCOURAGE
  • USE POSITIVE ENERGY

·         3. REFREEZING:-WHAT HAS BEEN LEARNED IS INTEGRATED INTO ACTUAL PRACTICE.

  • RESPONSE TO CHANGE
  • WILLING ACCEPTANCE
  • RESISTANCE
  • FORCED ACCEPTANCE
  • REJECTION

 

 

  • RESISTANCE TO CHANGE
    COPING STRATEGIES
  • ORGANIZATION DEVELOPMENT AND CHANGE
  • DR. SHASHI AGGARWAL
  • RESISTANCE TO CHANGE
  • TWO SIDES OF RESISTENCE TO CHANGE
  1. RESISTANCE AS COST
  2. RESISTENCE AS BENEFIT
  • FACTORS IN RESISTANCE TO CHANGE
  • INDIVIDUAL RESISTANCE

1.       ECONOMIC FACTORS:-

2.       SKILL OBSOLESCENCE

3.       FEAR OF ECONOMIC LOSS

4.       REDUCED OPPORTUNITY FOR INCENTIVES

5.       PSYCHOLOGICAL FACTORS:-

6.       EGO DEFENSIVENESS

7.       STATUS QUO

8.       LOW TOLERANCE FOR CHANGE

9.       LACK OF TRUST

10.    UNKNOWN FEAR

11.    SOCIAL FACTORS:-

  • DESIRE TO MAINTAIN EXISTING SOCIAL INTERACTION
  • FEELING OF OUTSIDE INTERFERENCE
  • GROUP RESISTANCE
  1. NATURE OF GROUP DYNAMICS: REFERS TO THE FORCES WHICH OPERATE IN A GROUP DETERMINING THE BEHAVIOR OF ITS MEMBERS. THESE FORCES DETERMINE HOW EFFECTIVE A GROUP BE IN ACCEPTING OR REJECTING
  2. BOTH CHANGE AGENT AND TARGET PEOPLE BELONGING TO SAME GROUP
  3. DEGREE OF COHESIVENESS
  4. DEGREE OF PRESTIGE OF GROUP
  5. VESTED INTERESTS
  • ORGANIZATION RESITANCE TO CHANGE
  1. COUNTING PAST SUCCESSES
  2. STABILITY OF SYSTEMS
  3. RESOURCE LIMITATION
  4. SUNK COST
  5. INTER ORGANIZATIONAL AGREEMENTS

·         MILES AND SNOW :-

  1. DEFENDERS
  2. PROSPECTORS
  3. ANALYZERS
  4. REACTORS
  • COPING STRATEGIES
  • EFFORTS AT INDIVIDUAL LEVEL:-
  • INVOLVEMENT
  • OBTAINING COMMITMENT
  • LEADERSHIP
  • TRAINING AND PSYCHOLOGICAL COUNSELLING

 

  • EFFORTS AT GROUP LEVEL:-
  1. GROUP CONTACT
  2. PARTICIPATION
  3. GROUP DYNAMICS TRAINING TO CHANGE

Ø  MEANING AND ROLE OF CHANGE AGENT



WWW.GARGSHASHI.COM
ORGANIZATION DEVELOPMENT AND CHANGE

Ø  DR. SHASHI AGGARWAL

  • MEANING OF CHANGE AGENT
  • A CHANGE AGENT IS A PERSON FROM INSIDE OR OUTSIDE THE ORGANIZATION WHO HELPS AN ORGANIZATION TRANSFORM ITSELF BY FOCUSSING ON SUCH MATTERS AS ORGNIZATION DEVELOPMENT, IMPROVEMENT AND EFFECTIVENESS.
  • CHANGE AGENT IS THE PERSON WHO INITIATES CHANGES IN THE ORGANIZATION TO INCREASE ORGANIZATIONAL EFFECTIVENESS
  • PLANNED CHANGE MAY BE CHANGE IN PEOPLE, STRUCTURE AND TECHNOLOGY. CHANGE AGENT WHO MOTIVATES THE EMPLOYEES TO ACCEPT THE CHANGE.
  • AREA OF THE CHANGE AGENT
  • STRUCTURE:-HOW THE TASKS ARE FORMALLY DIVIDED, GROUPED AND CO-ORDINATED. WHEN THE STRUCTURE IS CHANGED ACCORDING TO THE CHANGE IN THE ENVIRONMENT. THERE MAY BE CHANGE IN RESPONSIBILITY,AUTHORITY AND FUNCTIONS
  • TECHNOLOGY:-THE INTRODUCTION OF NEW EQUIPMENT AND WORK PROCESS IS TECHNOLOGICAL CHANGE.MAJOR TECHNOLOGICAL CHANGES REQUIRES THE NEED FOR INTRODUCTION OF NEW TOOLS AND EQUIPMENTS.
  • PEOPLE:-THIS INVOLVES CHANGING ATTITUDES AND BEHAVIOR OF THE MEMBERS THROUGH COMMUNICATION, DECISION MAKING AND PROBLEM SOLVING.
  • PHYSICAL SETTING:-CHANGES IN INTERIOR DESIGN, EQUIPMENT PLACEMENT, PLANT LAYOUT, AND TOOL PLACEMENT. PHYSICAL SETTING CONSIDER FLOW PROCESS, INFORMATION FLOW AND OUTCOME.
  • TYPES OF CHANGE AGENTS
  • EXTERNAL CHANGE AGENTS: GENERALLY THE BEHAVIOURAL SCIENTISTS WHO SPECIALISES IN HUMAN BEHAVIOR AND THEM WORK AS CONSULTANT OR EXPERT FOR DEVISING SUITABLE STRATEGY FOR BRINGING CHANGES IN THE ORGANIZATION.
  • INTERNAL CHANGE AGENTS:-THEY BELONG TO THE ORGANIZATION AND THEY ARE SELECTED FROM DIFFERENT LEVEL AND DEPARTMENTS. THEY ARE CONTINUOUSLY INVOLVED IN THE CHANGE PROCESS AND THEY ARE ALSO TRAINED BY EXTERNAL CHANGE AGENTS.THEY INTRODUCE THE CHANGES WITH IN THE BROAD FRAMEWORK OF CHANGE STRATEGY DEVISED BY EXTERNAL CHANGE AGENT.INTERNAL CHANGE AGENTS ARE CHIEF EXECUTIVE AND CHANGE ADVISORS.

 

 

  • INTERNAL CHANGE AGENT
  • CHIEF EXECUTIVE:-SPONSORS THE CHANGE PROGRAMMES AND PROVIDE SUPPORT AND LEADERSHIP FOR THE SUCCESS. THE CHANG PROGRAMME HAS HIGHER DEGREE OF SUCCESS IT IS SUPPORTED BY CHIEF EXECUTIVE
  • CHANGE ADVISORS: - A CHANGE ADVISOR’S ROLE CONCERNS PRIMARILY WITH THE ORGANIZATION TO ACCEPT THE CHANGE PROGRAMME AND THEY ARE TRAINED BY CONSULTANT. THEY HELP THE MANAGERS TO DEVELOP APPROPRIATE BEHAVIOR AND SKILLS FOR THE CHANGE PROCESS. THE ROLE OF CHANGE ADVISOR IS COMPLEX AS THEY HAVE TO WORK IN THE ADVISORY CAPACITY. THE CHANGE AGENT NEEDS TO DEVELOP SKILLS TO NEGOTIATE, PERSUADE, MOBILISE AND USE POWER FOR THE PROCESS OF THEIR ROLE.

 

  • QUALITES OF THE CHANGE AGENT
  1. DIAGNOSTIC SKILL
  2. BEHAVIORAL SKILL
  3. ATTITUDE OF ACCEPTANCE
  4. PERSONAL QUALITY TO PROVIDE EMOTIONAL SUPPORT AND ASSURANCE
  • WHY EXTERNAL CHANGE AGENT
  1. NOT MUCH AFFECTED BY NORMS OF THE ORGANIZATION
  2. TAKE TOTAL VIEW OF THE ORGANIZATION AS SYSTEM WITHOUT ANY BIASEDNESS
  3. APPOINTED BY ORGANIZATION FOR SPECIFIC TASKS
  4. USE DIAGNOSTIC SKILL AND DEVISE POLICY ACCORDINGLY
  5. THEIR ROLE IS COMPREHENSIVE AND PROCESS CONSULTANT
  6. THEY INITIATE THE CHANGES
  7. THEY HELP THE ORGANIZATION MORE TOWARDS SELF RENEWAL AND GROWTH

 

  • WHY INTERNAL CHANGE AGENT
  1. THEY ACCEPT THE SYSTEM AS GIVEN
  2. APPLY CHANGE PRACTICES SUITABLE TO THE NEEDS
  3. CHANGE AS THE ONGOING PROCESS
  4. USE PROBLEM SOLVING SKILLS
  5. THEIR ROLE IS SECONDARY
  6. THEY PLAY A VITAL ROLE IN IMPLEMENTATION
  7. HELPS TH ORGANIZATION TO MAINTAIN THE COMPETITVE POSITION
  • INTERNAL VS EXTERNAL
  • BOTH HAVE DIFFERENT ROLES AND FOCUS AND OBJECTIVE IS SAME TO MOVE THE ORGANIZATION TO A NEW STATE OF EQUILIBIRIUM WITH BETTER COMPETTIVE  ADVANTAG
  • THEY COMPLEMENT EACH OTHER. WHILE EXTERNAL CHANGE AGENTS ARE SPECIALISED IN THEIR WORK,INTERNAL CHANGE WORK AGAINST UNDER GUIDANCE
  • ROLE OF CHANGE AGENT
  1. FACILITATOR: BY CREATING AWRENESS OF CHANGE
  2. CONSULTANT:-
  3. COUNSELLOR:
  • STEPS ADOPTED BY THE CHANGE AGENT
  1. THE CHANGE AGENT CREATE AWARNESS TO THE EMPLOYEES FOR THE REQUIRMENT OF CHANGE. ALSO DEVISE SUITABLE STRATEGIES FOR RESISTENCE
  2. HE MAKES AN ASSESSMENT OF THE PRESENT SCENARIO IN THE ORGANIZATION, AND CUSOMIZE THE REQUIRED CHANGE AND HELP THE CAOMPANY TO ADAPTING TO THE CHANGING ENVIRONMENT
  3. HE HELPS IN SMOOTHLY CARROUT THE CHANGE PROCESS AND DEVISE CHANGE INTERVENTIONS
  4. PROVIDE TRAINING TO INTERNAL  CHANGE AGENTS TO IMPLEMENT THE CHANGE PROCESS
  5. USES BEHAVIORAL SKILL TO DEAL WITH EMOTIONAL AND SOCIAL PROBLEMS OF THE EMPLOYEES

 

Ø  PROCESS CONSULTATION

Ø  ORGANIZATION DEVELOPMENT AND CHANGE

Ø  DR. SHASHI AGGARWAL

  • MEANING OF ORGANIZATION DEVELOPMENT INTERVENTIONS
  • REFERS TO VARIOUS ACTIVITIES WHICH A CONSULTANT AND CLIENT ORGANIZATION PERFORM FOR IMPROVING ORGANIZATIONAL PERFORMANCE THROUGH ENABLING ORGANIZATION MEMBERS BETTER MANAGE THEIR BEHAVIOUR, THEIR WORK GROUP AND ORGANIZATIONAL CULTURE.
  • OD INTERVENTIONS ARE OD STRATEGIES DESIGNED TO ACCOMPLISH SPECIFIC OBJECTIVES
  • INTERVENTIONS CONSTITUTE THE ACTION THURST OF ORGANIZATION DEVELOPMENT,THEY MAKE THINGS HAPPEN

  • PROCESS CONSULTATION
  • TECHNIQUE FOR INTERVENING IN AN ONGOING SYSTEM
  • CONSULTANT WORKS WITH INDIVIDUALS AND GROUPS IN THE ORGANIZATION TO HELP THEM LEARN ABOUT HUMAN AND SOCIAL PROCESSES AND TO SOLVE PROBLEMS THAT STEM FROM PROCESS EVENTS.
  • EDGAR SCHEIN,” THE SET OF ACTIVITIES ON THE PART OF THE CONSULTANT WHICH HELP THE CLIENT TO PERCEIVE,UNDERSTAND AND ACT UPON THE PROCESS EVENTS WHICH OCCUR IN THE CLIENT’S ENVIORNMENT”
  • OBJECTIVE
  1. TO BRING DESIRED CHANGES IN ORGANIZATION PROCESS:-
  2. LEADERSHIP,COMMUNICATION
  3. GROUP DECISIONMAKING,NORMS,PROBLEM SOLVING AND INTERGROUP COOPERATION AND CONFLICT
  4. TO UNDERSTAND HOW VARIOUS ORGANIZATIONAL PROCESSES CAN BE LINKED TO ACHIEVE OBJECTIVE ACHIEVMENT IN THE ORGANIZATION.

 

  • STEPS IN PROCESS CONSULTATION
  1. INITIATE CONTACT
  2. DEFINE THE RELATIONSHIP
  3. SELECT THE SETTING AND THE METHOD
  4. GATHER DATA AND MAKE A DIAGNOSIS
  5. INTERVENE
  6. REDUCE INVOLVMENT AND TERMINATE
  • EVALUATION
  • INDEPTH ACTIVITY OF OD
  • EFFECTIVE INTERVENTION
  • CRITICISM:-
  1. NO SIGNIFICANT CORELATION BETWEEN THE OUTCOME VARIABLES
  2. INABILITY OF CONSULTANT
  3. ACCEPTANCE OF SUGGESSTIONS BY THE CLIENTS

Ø  PROCESS APPROACHES(MODELS) OF ORGANIZATIONAL CHANGE
WWW.GARGSHASHI.COM
ORGANIZATIONAL DEVELOPMENT AND CHANGE

  • DR. SHASHI AGGARWAL
  • MEANING OF PLANNED CHANGE
  • PLANNED CHANGE MEANS PLANNED ALTERATION IN EXISTING ORGANIZATIONAL SYSTEM. IT IS IMPLEMENTED WITH THE HELP OF CHANGE AGENTS.
  • PLANNED CHANGES MAY BE REQUIRED FOR THE FOLLOWING PURPOSES:_
  • TO INCREASE THE EFFECTIVENESS AND EFFICIENCY OF THE ORGANIZATION BY IMPROVING QUALITY AND PRODUCTIVITY
  • TO CONTRIBUTE TOWARD JOB SATISFACTION AND PROMOTING SOCIAL WELL BEING
  • TO IMPROVE THE MEANS FOR SATISFYING ECONOMIC NEEDS OF THE ORGANIZATIONAL MEMBERS
  • PROCESS APPROACHES(MODELS) OF PLANNED CHANGE
  1. KURT LEWIN’S CHANGE MODEL
  2. ACTION RESEARCH
  3. EXPANDED PROCESS MODEL
  4. A SYSTEM MODEL OF CHANGE
  • A.J LEAVIT’S MODEL INTERACTIVE NATURE OF VARIOUS SUB-SYSTEMS IN A CHANGE PROCESS

  • KURT LEWIN’S CHANGE MODEL
  1. ORIGINATED FROM THE FAMOUS WORK OF KURT LEWIN SOCIAL PSYCHOLOGIST AND DEVELOPED IN 1940
  2. DEVELOPED A THREE-STAGE MODEL OF PLANNED CHANGE WHICH EXPLAINED HOW TO INITIATE,MANAGE AND STABILIZE THE CHANGE PROCESS
  3. LEWIN BELIEVED THAT THE CHANGE FREQUENCY LAST ONLY FOR A SHORT TIME. SO HE SUGGESTED THREE STEP SEQUENTIAL MODEL OF CHANGE PROCESS
  4. UNFREEZING-------CHANGING-------REFREEZING
  • KURT LEWIN’S MODEL
  • UNFREEZING:-DEVELOPING A NEED FOR CHANGE INDIVIDUALS ARE ENCOURAGED TO REPLACE OLD BEHAVIORS AND ATTITUDES WITH THOSE DESIRED BY MANAGEMENT
  • CHANGING:-TRAINING MECHANISM IS USED TO FACILITATE THE CHANGE.LEARNING OF NEW BEHAVIOR PATTERN.
  • REFREEZING:-REINFORCING THE NEW BEHAVIOR. CHANGE IS STABLISED AT THIS STAGE BY HELPING EMPLOYEES INTEGRATE THE CHANGED BEHAVIOR IN THEIR NORMAL WAY OF DOING THINGS.
  • ACTION RESEARCH
  • ACTION RESEARCH REFERS TO AS AN ORGANIZATION CHANGE PROCESS THAT IS BASED ON A DESIGNED RESEARCH MODEL SPECIFICALLY ONE THAT CONTRIBUTES TOWARDS THE BETTERMENT OF THE ORGANIZATION AND TO ADVANCEMENT OF KNWOLEDGE OF ORGANIZATION IN GENERAL
  • IT INVOLVES THREE PROCESSES:-
  1. A CHANGE PROCESS BASED ON SYSTEMATIC COLLECTION OF DATA
  2. FEEDBCK OF DATA
  3. SELECTION OF CHANGE ACTION ON THE BASIS OF DATA

 

  • CHANGE AGENT IS USUALLY AN OUTSIDE PERSON WHO IS INVOLVED IN THE CHANGE PROCESS FROM DIAGNOSIS TO EVALUATION
  • THE PROCESS OF ACTION RESEARCH:-
  1. DIAGNOSIS(DATA IS COLLECTED TO IDENTIFY OR DEFINING THE PROBLEM)
  2.  ANALYSIS
  3. FEEDBACK
  4. ACTION
  5. EVALUATION
  • ACTION RESEARCH
  • THE ACTION RESEARCH MODEL IS USED TO ACTUALLY SOLVE THE PROBLEMS FCED BY THE ORGANIZATION.IT INVOLVES NOT ONLY PARTICIAPTION BUT ALSO ATTEMPTS TO TAP THE COMPETENCIES OF THE EMPLOYEES. THIS SERVES THE DUAL PURPOSE OF CONTRIBUTING SUCCESSFUL CHANGE EFFORTS AND FULFILLS EMPLOYEE NEEDS FOR GREATER INVOLVEMENT.
  • EXPANDED PROCESS MODEL
  • PLANNED CHANGE MODEL FROM THE PERSPECTIVE OF TOP MANAGEMENT
  • ACCORDING TO MICHAEL BEE, TOP MANAGEMENT DEFINES ITS GOALS WHAT OUTPUT WILL BE LIKE AFTER THE CHANGE. ALTERNATIVES FOR CHANGES ARE GENERATED AND ACCEPTABLE ONE IS SELECTED.THE ORGANIZATION MAY USE A CHANGE AGENT FROM INTERNAL OR EXTERNAL IN SOLVING THE PROBLEMS OF THE ORGANIZATION/
  • FORCES FOR CHANGE
  1. RECOGNIZE AND DEFINE PROBLEM
  2. PROBLEM SOLVING PROCESSS
  3. EVALUATE AND CONTROL
  4. IMPLEMENT THE CHNAGE
  • A SYSTEM MODEL OF CHANGE
  • A SYSTEM MODEL OF CHANGE OFFERS MANAGERS A FRAMEWORK TO UNDERSTAND THE BROAD COMPLEXITIES OF THE ORGANIZATION CHANGE.
  • ANY CHANGE HAS A CASCADING IMPACT THROUGHOUT THE ORGANIZATION.
  • LIKE WHEN A NEW WORK GROUP IS ASSIGNED TO INDIVIDUAL THEN IT ALSO AFFECTS THE GROUP DYNAMICS


 

  • COMPONENTS OF SYSTEM MODEL
  • INPUTS:-CONSISTENT WITH AN ORGANIZATION’S MISSION AND THE RESULTING STRATEGIC PLAN. SWOT ANALYSIS IS DONE TO INNER STRENGTH,WEAKNESS AND OPPORTUNITIES AND THREATS IN THE EXTERANL ENVIRONMENT
  • TARGET ELEEMTS OF CHANGE:-COMPONENT OF THE ORGANIZATION
  • GOALS:-DESIRED END RESULTS,PRIORITIES,RESOURCES AND LINKAGE THORUOUT THE ORGANIZATION
  • ORGANISING ARRANGEMENTS:-POLICIES,PROCEDURES,ROLES,STRUCTURES.REWARDS AND PHYSICAL SETTING
  • PEOPLE: KNOWLEDGE,ABILITIES,MOTIVATIONS ETC
  • SOCIAL FACTORS;ORGANIZATION CULTURE/GROUP DYNAMICS/COMMUNCIATION/INTERPERSONAL COMMUNICATIONS
  • METHODS:PROCESSES,TECHNOLOGY.WORK FLOW ETC
  • OUTPUT:-DESRIED REUSLTS OF CHANGE AT ORGANIZATIONAL LEVEL,DEPARTMENTAL LEVEL AND AT INDIVIDUAL LEVEL

 

  • COMPONENTS OF SYSTEM MODEL OF CHANGE
  • EXPLANATION OF A.JLEAVITT’SMODEL
  • ORGANIZATION IS A SYSTEM OF FOUR INTERACTING SUBSYSTEMS
  • CHANGE IN ANY ONE SUBSYSTEM TEND TO HAVE CONSEQUENCES FOR THE OTHERS
  • TECHNOLOGICAL CHANGE DIRECT THE ORGANIZATION TO CHANGE ITS TASKS AND WORKING PATTERN
  • CHANGE IN THE ORGANIZATION STURCUTR MEANS CHANGES IN TH WHOLE SET Of FRELATIONSHIP.WORK ASSIGNEMENT AND AUTHORITY STRUCTURE
  • PEOPLE: [PEOPLE HAVE TO CHANGE TO ADJUST THE CHANGE PROCESS. SUCH CHANGE MAY BE REQUIRED IN LEADERSHIP,WORK STYLES,COMMUNICATION ETC
  • TASK:-TECHNOLOGICAL CHANGES MAY BRING MANY TYPES OF CHANGES IN ORGANIZATIONAL TASKS.
  • A.J LEAVITT’S MODEL
  • A.J LEAVITT’S MODEL
  • D
  • ORGANIZATION DEVELOPMENT MODEL
    OD MODELS
  • DR SHASHI AGGARWAL

  • KURT LEWIN’S CHANGE MODEL
  • ORIGINATED FROM THE FAMOUS WORK OF KURT LEWIN SOCIAL PSYCHOLOGIST AND DEVELOPED IN 1940
  • DEVELOPED A THREE-STAGE MODEL OF PLANNED CHANGE WHICH EXPLAINED HOW TO INITIATE,MANAGE AND STABILIZE THE CHANGE PROCESS
  • LEWIN BELIEVED THAT THE CHANGE FREQUENCY LAST ONLY FOR A SHORT TIME. SO HE SUGGESTED THREE STEP SEQUENTIAL MODEL OF CHANGE PROCESS
  • UNFREEZING-------CHANGING-------REFREEZING
  • KURT LEWIN ‘S MODEL
  • BASED ON THE ASSUMPTION THAT BEFORE ACTUALLY INTRODUCING A CHANGE IN THE ORGANIZATON NEEDS TO
  • BE PREPARED FOR CHANGE
  • BE MOTIVATED TO CHANGE
  • BE STABILISED FOR CHANGE
  • INTEGRATE THE CHANGE INTO BEHAVIOUR OF THE ORGANIZATION
  • KURT LEWIN’S MODEL
  • UNFREEZING:-DEVELOPING A NEED FOR CHANGE INDIVIDUALS ARE ENCOURAGED TO REPLACE OLD BEHAVIORS AND ATTITUDES WITH THOSE DESIRED BY MANAGEMENT
  • CHANGING:-TRAINING MECHANISM IS USED TO FACILITATE THE CHANGE.LEARNING OF NEW BEHAVIOR PATTERN.
  • REFREEZING:-REINFORCING THE NEW BEHAVIOR. CHANGE IS STABLISED AT THIS STAGE BY HELPING EMPLOYEES INTEGRATE THE CHANGED BEHAVIOR IN THEIR NORMAL WAY OF DOING THINGS.
  • GREINER’S EQUENTIAL MODEL
  • CHANGES OCCURS IN TERMS OF SEQUNENTIAL STAGES
  • STIMULUS IN THE EXTERNAL ENVIRONMENT PRESSURISE THE MGMT TO INITIATE THE CHANGE PROCESS
  • MGMT NEEDS TO BE MOTIVATED TO RESPOND THE STIMULUS
  • AFTER THAT IT SHOULD TAKE THE ACTIONS TO INTRODUCE THE CHANGES
  • VARIOUS CHANGES OCCUR IN SEQUENTIAL MANNER:
  1. DIAGNOSIS OF THE PROBLEM
  2. INVENTION OF THE SOLUTION
  3. EXPERIMENTATION WITH THE SOLUTION
  4. REINFORCEMENT FROM POSITIVE RESULT
  • EXPLANATION OF A.JLEAVITT’SMODEL




  • ORGANIZATION IS A SYSTEM OF FOUR INTERACTING SUBSYSTEMS
  • CHANGE IN ANY ONE SUBSYSTEM TEND TO HAVE CONSEQUENCES FOR THE OTHERS
  • TECHNOLOGICAL CHANGE DIRECT THE ORGANIZATION TO CHANGE ITS TASKS AND WORKING PATTERN
  • CHANGE IN THE ORGANIZATION STURCUTR MEANS CHANGES IN TH WHOLE SET Of FRELATIONSHIP.WORK ASSIGNEMENT AND AUTHORITY STRUCTURE
  • PEOPLE: [PEOPLE HAVE TO CHANGE TO ADJUST THE CHANGE PROCESS. SUCH CHANGE MAY BE REQUIRED IN LEADERSHIP,WORK STYLES,COMMUNICATION ETC
  • TASK:-TECHNOLOGICAL CHANGES MAY BRING MANY TYPES OF CHANGES IN ORGANIZATIONAL TASKS.
  • ACTION RESEARCH
  • ACTION RESEARCH REFERS TO AS AN ORGANIZATION CHANGE PROCESS THAT IS BASED ON A DESIGNED RESEARCH MODEL SPECIFICALLY ONE THAT CONTRIBUTES TOWARDS THE BETTERMENT OF THE ORGANIZATION AND TO ADVANCEMENT OF KNWOLEDGE OF ORGANIZATION IN GENERAL
  • MODEL OF OD IS ADVOCATED BY KURT LEWIN,HA SHEPHARD AND W FRENCH
  • IS CARRIED BY AN OUTSIDE CONSULTANT
  • IT INVOLVES THREE PROCESSES:-
  • A CHANGE PROCESS BASED ON SYSTEMATIC COLLECTION OF DATA
  • FEEDBCK OF DATA
  • SELECTION OF CHANGE ACTION ON THE BASIS OF DATA

 

  • CHANGE AGENT IS USUALLY AN OUTSIDE PERSON WHO IS INVOLVED IN THE CHANGE PROCESS FROM DIAGNOSIS TO EVALUATION
  • THE PROCESS OF ACTION RESEARCH:-
  1. DIAGNOSIS(DATA IS COLLECTED TO IDENTIFY OR DEFINING THE PROBLEM)
  2.  ANALYSIS
  3. FEEDBACK
  4. ACTION
  5. EVALUATION
  • THE ACTION RESEARCH MODEL IS USED TO ACTUALLY SOLVE THE PROBLEMS FACED BY THE ORGANIZATION.IT INVOLVES NOT ONLY PARTICIAPTION BUT ALSO ATTEMPTS TO TAP THE COMPETENCIES OF THE EMPLOYEES. THIS SERVES THE DUAL PURPOSE OF CONTRIBUTING SUCCESSFUL CHANGE EFFORTS AND FULFILLS EMPLOYEE NEEDS FOR GREATER INVOLVEMENT.
  • DIFFERENT VARIETY OF ACTION RESEARCH :
  • DIAGNOSTIC ACTION RESEARCH
  • PARTICIPATIVE ACTION RESEARCH: INVOLVMENT OF THE PEOPLE WHO ARE GOING TO TAKE ACTION ARE ACTIVELY INVOLVED IN THE RESEARCH
  • EMPIRICIAL RESEARCH
  • EXPERIMENTAL RESEARCH; CONTROLLED RESEARCH

 LINK FOR  ORGANIZATION DEVELOPMENT :https://www.gargshashi.com/2019/12/organization-development.html

ACTION RESEARCHhttps://www.gargshashi.com/2019/05/action-research-organization.html

 

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