Transcript Chapter12 - ernitaniusbiz

Organization Development
and Change
Chapter 12
Werner & DeSimone (2006)
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Learning Objectives
After learning this chapter, you should be able to:
Define the organization development (OD).
Understand the basic theories and concepts of OD.
Describe the planned-change model.
Explain the roles of the change agent, manager, and
people within the system in developing an intervention
strategy.
Understand the basic steps involved in designing an
implementation strategy.
Describe several types of intervention strategies.
Explain the different types of organization transformation
intervention strategies.
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Organization Development
(OD)
Definition:
“A process used to enhance both the
effectiveness of an organization and
the well-being of its members through
planned interventions.”
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Organization Development
Theories
Two main categories of OD theories:
Change process theory
– How does change take place?
Implementation theory
– How can change strategies be put
into practice?
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Organization Development
Theories
Change process theory – seeks to
explain how organizations improve and
change. According to Lewin and
Schein, there are three stages:

Unfreezing

Change through cognitive restructuring

Refreezing
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Organization Development
Theories
Implementation theory – how specific
intervention strategies are designed
and carried out. Four main types:

Human process-based theory

Technostructural theory

Sociotechnical systems theory

Organization transformation theory
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Caution About Organization
Development Research
Concerns have been expressed about much
of the OD research that has been conducted:
 Lack of experimental designs

Lack of resources available

Limitations in field research designs used

Potential bias by researchers

Lack of motivation to conduct strong
research
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Model of Planned Change
By Permission: Porres & Silvers (1991)
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Model of Planned Change – 2
Porras & Silvers Model:
1. Change intervention (two categories):


Organization transformation
Organization development
2. Organizational target variables:


Vision (beliefs, purpose, mission)
Work setting (organizing arrangements,
social factors, technology, physical setting)
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Model of Planned Change – 3
Porras & Silvers Model:
3. Individual organizational member:


Cognitive change
Behavior change
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Model of Planned Change – 4
Porras & Silvers Model:
4. Organizational outcomes:


Improved organizational performance
Enhanced individual development
Question: What is the value of this
model?
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Designing an Intervention
Strategy
Specific Roles:
Change Manager

Oversees the design of the strategy; bears
ultimate responsibility
Change Agent

Assists the change manager; facilitates the
activities involved
 Internal Change Agent (often an HRD professional)
 External Change Agent (consultant)
Individuals
Labor Unions
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Designing an Intervention
Strategy – 2
Systems Approach:
Diagnose the Environment

e.g., force field analysis
Develop an Action Plan

objectives, activities, “details”
Evaluate the Results of the Intervention
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Types of Interventions:
Human Process-Based
Survey Feedback


The systematic collection of survey data
Fed back to groups to promote problem
solving and change
Team Building


A process to improve a group’s problemsolving abilities
Example: process consultation
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Types of Interventions:
Technostructural
Job Enlargement

Adding variety through similar tasks
Job Enrichment

Increasing responsibility, knowledge of
results, and meaningfulness of work
Alternative Work Schedules


Compressed workweek
Flextime work schedule
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Types of Interventions:
Sociotechnical Systems
Quality Circles

Involving employees in work decisions
Total Quality Management (TQM)

Continuous improvement efforts
Self-Managing Teams (SMTs)

Team members have authority to make
decisions and regulate the team’s
activities
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Types of Interventions:
Organizational Transformation
Cultural Interventions

Efforts to change the values, norms, or ways of
thinking in an organization
Strategic Changes

Fundamental changes in the purpose or mission
of an organization
Becoming a Learning Organization

Beyond TQM, to continuous learning and
improvement for all employees
High Performance Work Systems
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Some Concluding Thoughts on
Organization Development
1. Effectiveness: There is evidence for
the effectiveness of particular OD
interventions. However, there is
much room for improvement (in the
research designs used, and the
results obtained).
2. Recent efforts have stressed “change
management.”
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Some Concluding Thoughts on
Organization Development – 2
3. Many HRD applications can be viewed
as OD interventions:




Human Process-Based: career
development, coaching, orientation
Technostructural: skills/technical training
Sociotechnical: team and quality training
Organization transformation: EAPs,
management development
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Summary
Organization development can be difficult!

Reluctance/resistance to change
Success is most likely with:



An appropriate model of change
The appropriate methods/interventions
A systems approach (e.g., high performance
work systems, HRD process model)
Need a dual focus on organizational
performance and employee well-being
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