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Organization Development and Change

Chapter 12

Werner & DeSimone (2006)

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.

Werner & DeSimone (2006)

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.

Werner & DeSimone (2006)

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 Vision (beliefs, purpose, mission) Work setting (organizing arrangements, social factors, technology, physical setting)
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2. Organizational target variables:


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

Change Agent

Oversees the design of the strategy; bears ultimate responsibility Assists the change manager; facilitates the activities involved

Individuals Labor Unions

Internal Change Agent (often an HRD professional) External Change Agent (consultant)

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Designing an Intervention Strategy 2


Systems Approach: Diagnose the Environment

e.g., force field analysis objectives, activities, details

Develop an Action Plan

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 A process to improve a groups problemsolving abilities Example: process consultation
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Team Building

Types of Interventions: Technostructural


Job Enlargement

Adding variety through similar tasks

Job Enrichment

Increasing responsibility, knowledge of results, and meaningfulness of work Compressed workweek Flextime work schedule
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Alternative Work Schedules

Types of Interventions: Sociotechnical Systems


Quality Circles

Involving employees in work decisions Continuous improvement efforts

Total Quality Management (TQM)

Self-Managing Teams (SMTs)

Team members have authority to make decisions and regulate the teams 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 Fundamental changes in the purpose or mission of an organization

Strategic Changes

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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