Chapter 13

Werner & DeSimone (2006) 1

Organization Development and Change

Chapter 12


Learning ObjectivesAfter 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.


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.”


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?



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



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


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


Model of Planned Change

By Permission: Porres & Silvers (1991)


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)



Porras & Silvers Model:3. Individual organizational member:

Cognitive change Behavior change



Porras & Silvers Model:4. Organizational outcomes:

Improved organizational performance Enhanced individual development

Question: What is the value of this model?


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


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


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

problem-solving abilities Example: process consultation


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


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


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


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.”


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


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

Chapter 13

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Transcript of Chapter 13