Prepared By
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Manu Melwin JoyAssistant Professor
Ilahia School of Management Studies
Kerala, India.Phone – 9744551114
Mail – [email protected]
Key concepts – Organizational Change
• Organization change is the process of learning and behaving differently, in order to achieve new and better outcomes, by reordering the system structures that drive behavior.– Organization change is a departure
from the status quo.– It implies movement toward a goal,
an idealized state, or a vision of what should be and movement away from present conditions, beliefs, or attitudes.
Key concepts –Change Agent
• Cummings and Worley (2005) define a change agent “as a person who attempts to alter some aspect of an organization or an environment. – Change agents may come from
inside an organization, in which case they are called internal consultants, or they may come from outside an organization, in which case they are called external consultants.”
Key concepts –Client
• The client is the organization, group, or individuals whose interests the change agent primarily serves.– A key question for any OD
consultant to consider is “Who is the client?” (Varney, 1977).
– On occasion, the “client” may not be the one who originally sponsored or participated in the change effort.
Key concepts –Culture & Climate
• One focal point of OD is making changes in an organization’s culture.
• Culture should not be confused with climate. Culture refers to the overall organization.
• Climate refers more specifically to how things are done in a local team, department, or site.
Key concepts – Intervention
• Cummings and Worley (2005) define intervention as “any action on the part of a change agent.
• [An] intervention carries the implication that the action is planned, deliberate, and presumably functional.”
Key concepts – Sponsor
• A sponsor is one who underwrites, legitimizes, and champions a change effort or OD intervention.
Key concepts – Stakeholder
• A stakeholder is anyone who has a stake in an OD intervention. – Stakeholders may be
customers, suppliers, distributors, employees, and government regulators.
Basic Organization Development Model
Diagnosis of Situation
Introduction of interventions
Progress Monitoring
Feedback
Organization Development Interventions
OrganizationDevelopment
Structural TechniquesRelationship Techniques
T-group Training
Team Building
Survey Feedback
Job Redesign
Management by Objectives
Supplemental Organizational Processes
Organization Development Across Cultures
EthnocentricAttitude andStereotyping
Flexibility
Knowledge ofSpecific Cultures
InterpersonalSensitivity