Foundations of Od

Organizational Development
1.
Introduction
2.
Foundation
3.
OD Process
4.
Intervention Techniques
5.
Ethics
6.
Politics
FOUNDATIONS OF OD
1.
Planned Change
2.
Systems Theory
3.
Collateral Structures
4.
Team Work
5.
Educative Strategy
6.
Applied Behavioral Science
7.
Action Research
FOUNDATIONS OF OD
1.
Planned Change
2.
Systems Theory
3.
Collateral Structures
4.
Team Work
5.
Educative Strategy
6.
Applied Behavioral Science
7.
Action Research
Theories of Planned
Change
Kurt Lewins Organizational change theories
Burke Litwins model of Organization change
Resultant Theory
Three stage Model Theory
First Order Change and Second Order Change
Porras and Robertsons model of Organizational

Change
Based on work setting
Resultant Theory
The current state of things at any point is the
result of opposing forces.
Method Used : Force Field Analysis
Three Stage Model theory

Unfreezing
Changing
Refreezing
Unfreezing Creating readiness

Lack of confirmation
Creation of guilt
Psychological Safety
Changing - viewing things differently
Identifying a new mentor or new role.
Scanning environment for data
Refreezing Integrating with the new
scenario
The new personality
New Relationships
BurkeLitwin Model of
Change
First Order Change
happens when some features of the organization change

Leads to:
transactional change
Organisational climate
Second Order Change
happens when the organization undergoes certain

fundamental changes.
Leads to:
transformational change
Change in organizational culture
Transactional Factors
Transformational Factors
Burke Litwin Model
Burke Litwin Model Contd
There are two distinct sets of

organizational dynamics.
Transactional leaders contribute to normal

performance by guiding and motivating
the employees towards the goals.
Transformational leaders are capable of

having a profound and extraordinary
effect on the employees.
Porras and Robertson

Model
This model states that OD Interventions alter

features of work setting causing changes in
individual and organizational improvements.
The work setting plays a central role in this

model and consists of four factors.
Work Setting Factors
Systems Theory
System is an arrangement of interrelated

parts- Hanna.
Systems operate through the inputthroughput- output mechanism.
Inputs- money, people, raw materials,
information etc
Through put conversion or transformation
Output - final product/service
Features of Open Systems
Goal Oriented
Follows law of Entropy
Emphasis on feedback
Coded information
Dynamic Homeostasis
Existence of Subsystems
Differentiation
Equifinality
System in Interaction
Congruence among
system elements.
Input factors
Environment
Resources
History
Organizational Elements
Strategy
Work
People
Formal and Informal Organization
Output Factors
System
Unit
Individual
Congruence among
System Elements
Analysis of the System

Theory
Parts of the Organizational System

Parts of the Environment
Major Variables
Relationship between the variables
Serious mistakes made in business arise because of
neglect of one or more of these four factors.
Benefits of System Theory

1.
2.
3.
4.
5.
6.
Effective Problem Solving

Effective leadership
Effective Communication
Effective Planning
Effective Organizational development
Avoiding founder's syndrome.
Participation and
Empowerment
Challenge the process
Inspired Vision
Foster collaboration
Strengthen others
Modeling the way
Envision the past, present and future
Enabling
opportunity search
Risk and Experiments
Set example
Plan small wins
Encourage the heart
Recognition of the individual

Celebrate accomplishments.
Empowerment contd
Concept of open Book

Management
Understanding the company's financials.
Self motivated employees
A direct stake in the business
Parallel Learning Structure

A supplementing structure coexisting with
the usual.
Features are:
1.
A created structure
2.
Operates in parallel
3.
Questions the constraints
4.
Engages inquiry, initiation and
experimentation
5.
Ensures Organization effectiveness
Normative-Re educative
Strategy
1.
2.
3.
Change can be brought about by 3

kinds of strategies.
Empirical and Rational Strategies
Normative and Re educative Strategy
Power-Coercive Strategy
OD Practioners propose the normative
and educative strategy for
Organization Development
Applied Behavioral
Science
Applied Behavioral Science is a combination

of Research , Theory and Science .
Includes basic understanding of theory,
practice, principles and concepts.
( Diagnosis)
Includes techniques, strategies, models,
process and paradoxes. ( Treatment)
Illustrates awareness, observation and
interpretation.

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Organizational Development

Applied Behavioral Science

Applied Behavioral Science

Kurt Lewins Organizational change theories

Burke Litwins model of Organization change

First Order Change and Second Order Change

Porras and Robertsons model of Organizational

Based on work setting

Three Stage Model theory

Unfreezing Creating readiness

happens when some features of the organization change

Second Order Change

happens when the organization undergoes certain

Burke Litwin Model

Burke Litwin Model Contd

There are two distinct sets of

Transactional leaders contribute to normal

Transformational leaders are capable of

Porras and Robertson

This model states that OD Interventions alter

The work setting plays a central role in this

Work Setting Factors

System is an arrangement of interrelated

Features of Open Systems

Analysis of the System

Parts of the Organizational System

Benefits of System Theory

Effective Problem Solving

Challenge the process

Modeling the way

Envision the past, present and future

Encourage the heart

Recognition of the individual

Concept of open Book

Parallel Learning Structure

Change can be brought about by 3

Applied Behavioral Science is a combination

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