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VALUES ---
ASSU"$TIO%S ! "eaning
! Assumptions are beliefs that are regarded so valuable and
obviously correct that they are ta&en for granted and rarelye'amined or (uestioned
)LI*S ! "eaning
! A belief is a proposition about ho# #orld #or&s that the
individual accept as true
T+US values, assumptions and beliefs are cognitive facts or
propositions #ith values being beliefs about good and bad and
assumption being strongly held and , relatively une'amined
beliefs accepted as truth
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VALUES ---
Values, assumptions and beliefs provide structure and
stability for people as they attempt to understand the
#orld around them
O D values tend to be humanistic
! These values proclaim the importance of individual,
respect of #hole person, treat people #ith respect and
dignity
! Vie# all people have potential of gro#th and
development
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VALUES -----
! Development of more effective team management so
that functional groups #or& more competently
! Development of better methods of conflict resolution
! Development of organic rather than mechanical
system6 +e clarified that mechanical system rely on 7
authority!obedience relationship8 #hile organic system
rely on mutual confidence and trust
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VALUES ----
b/ ichard )ec&hard 92343/ described severalassumption and nature of functioning oforgani-ation held by O D practitioners 5
! The basic building bloc&s of an organi-ation aregroups and therefore unit of change is grouprather than individual
! elevant change goal is to reduce inappropriatecompetition and development of morecollaborative condition
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VALUES ----
! The goal of healthy organi-ation is to develop open
communication, mutual trust
! $eople affected by change must be allo#ed active
participation and sense of o#nership
c/ obert Tannenbaum Sheldon values in transition as
under5
! A#ay from a vie# of people as essentially bad to#ards
a vie# of people as basically good
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VALUES -----
! A#ay from negative evaluation of individual to#ards
confirming them as valuable human being
! A#ay from resisting and fearing individual differences
to#ards accepting and utili-ing them
! A#ay from distrusting people to trusting them
T+S values and assumption may not seemprofound today but in 23:; and 4; they represented a
radical departure from accepted beliefs and
assumption
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THEORIES AND MANAGEMENT OF
ORGANIATIONAL DEVELOPMENT
This pertains to foundation of organi-ation development
theories and practice It deals #ith the aspect of art and science of O D theories,
#hich form the &no#ledge base on #hich O D is constructed
This &no#ledge base is used to plan and implement
effective change programs
The change programs are indeed a complicated process
and improves org6 functioning
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THEORIES ----
"odels and theories of planned change
The development of models of planned change
facilitated the development of OD
"odels and theories depict the important features of
some phenomenon and variables and describe the
relationships among the variables
They help in understanding as to #hat happens and
ho# it happens in planned change
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T!"#$%"&----
Do everything #ith your #hole mind
and #ith your #hole heart6 If youfocus your rays of energy the #ay a
magnifying glass focuses the rays of
the sun, you #ill burn a#ay everyproblem, every obstacle before you6
12
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T!"#$%"& -----
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T!"#$%"& -----
! right no# is the result of forces pushing inopposing direction
! 0ith the techni(ue called the force field analysis#e can identify the ma.or forces and thendevelop action plans for moving the e(uilibriumpoint in one direction or the other
Le#in=s S>O%D ! idea #as a model of changeprocess itself6 +e suggested that change is athree stage process
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T!"#$%"& -----
+e e'plained three stages as5
a/ Unfree-ingb/ "oving to a ne# level of behavior
c/ efree-ing the behavior
D?A S>+I%
! Too& this idea and improved it byspecifying the psychological mechanisminvolved in each stage as sho#n belo#5
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T!"#$%"& -----
2/ Unfree-ing ! creating motivation and
readiness to change through5a/ Disconfirmation or lac& of confirmation
b/ >reation of guilt or an'iety
c/ $rovision of psychological safety
@/ >hanging through cognitive restructuring
! +elping the client to see things, .udge things
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T!"#$%"& ----
! *eel things and react to things differentlybased on a ne# point of vie# obtainedthrough5
a/ Identifying #ith a ne# model, mentor etc
b/ Scanning the environment for ne# relevant
information/ e!free-ing ! helping the client to integrate
the ne# point of vie# into
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T!"#$%"& -----
a/ The total personality and self concept
b/ Significant relationships Another modification of Le#in=s model
! This #as proposed by onald Lippit, Beanne0atson and )ruce 0estly
! They e'panded the three stage model intoseven stage! model representing consultingprocess5
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T!"#$%"& -----
2/ Developing a need for change ! correspond to
Le#in=s unfree-ing phase
@/ stablishing a change relationship
! In this phase a client system in need for help
and a change agent from outside the system
establish a #or&ing relationship
/ >larifying or diagnosing the client system=s problem
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T!"#$%"& ----
C/ 'amining alternatives routes and goals
establishing goals and intention of action:/ Transforming intentions into actual change
efforts
4/ ?enerali-ing and stabili-ing change
E/ Achieving a terminal relationship that is,
terminating the client 1consultant relationship
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T!"#$%"&------
Total system change
This is comprehensive change model alph
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T!"#$%"& -------
@/ Diagnosing the problem
! Thorough analysis of the problems and situationsfacing the organi-ation
/ Scheduling the trac&
! Involve intervening in five critical leverage points#hich are5
a/ >ulture trac& ! nhances trust, communication, information sharing
and #illingness to change
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T!"#$%"&-----
b/ "anagement s&ill trac& ! $rovide all management personnel #ith ne#
#ays of coping comple' problems
c/ Team building trac&
! stablishes cooperation organi-ation! #ide sothat comple' problems can be addressed
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T!"#$%"&----
d/ The strategy 1 structure trac&
! Develops a completely ne# or a revised
strategic plans and align various divisions, #or&s
groups, .obs and all resources #ith the ne# strategic
direction
e/ The re#ard system trac&
! stablishes a performance based re#ard system that
sustains all improvements and uses of updated
management s&ills
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T!"#$%"&-----
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T!"#$%"&-----
The )ur&e!Lit#in "odel of Organi-ationalchange
This model sho#s ho# to create first order andsecond order change #hich they term astransactional change and transformationalchange
In first order change some features of theorgani-ation change but fundamental oforgani-ation remain the same
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T!"#$%"&------
*irst order change
>hanging structure, management practicesand system causes change in #or& unit climate
#hich changes motivation in turn individual and
organi-ational performance
Transactional leadership is re(uired to maðe change in organi-ational climate #hich
paves the #ay for transformational changes
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T!"#$%"&----
Second order change
In second order change targets are mission andstrategy leadership style and organi-ationalculture
Intervention directed to#ards these factors
transform the organi-ation and cause apermanent change in organi-ational culture#hich produces changes in individual andorgani-ational performance
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T!"#$%"&-----
)ur&e!Let#in is a significance advance in
thin&ing about planned change
The O D practitioner map the change situation,
determine the &ind of change re(uired ei
transactional or transformational and then
target intervention to#ards factors of theorgani-ation that produce the desired change
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T!"#$%"&-----
$orras and obertson "odel of Organi-ational>hange
The basic premise of this model is that O Dintervention alter features of the #or& settingcausing change in individual=s behavior #hich inturn lead to individual and organi-ationalimprovement
The #or& setting plays a central role in thismodel and consists of four factors5
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T!"#$%"&----
2/ Organi-ing arrangements
! ?oals, Strategies, Structure, Administrativepolicies and procedures, re#ards system ando#nership
@/ Social factors
! >ulture, management style, interactionprocesses, Informal patterns and individualattitude
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T!"#$%"&------
/ $hysical setting
!
Space configuration, physical ambience,interior design and architectural design
C/ Technology
! Tools, e(uipment and machinery, Information
technology, Bob design, #or& flo# design,technical e'pertise, technical procedures andsystem
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