Org Change

Topics: Business process, Change management Pages: 13 (2771 words) Published: April 6, 2013
OD (def): a system wide application of behavioural science knowledge to the planned dev & reinforcement of org strat, structures & processes for improving an org’s effectiveness. It is associated with incremental & planned change; it is a type of change

- unfreezing: recognise the need for change. Combat resistance to change - changing: transform people, tasks, structure, technology
-refreezing: assess results. Make needed modifications

Action research model: A cyclical process where action is guided by data. Feed back loops allow change to be process between gathering info, making changes & then gathering more info
Sequence of planned change:
1. entering, contacting & diagnosing:
-the problem is identified
-org makes commmitment of time & resources
-role of OD practitioner is clariefied
-data is gathered
2. planning & implementing:
-agreeing on an approach to the change
-planning the process
-motivating & sustaining the process to achieve the change
3. evaluating & institutionalising
-determining success & limitations of the change
-embedding change through feedback, training & rewards

The positive model:
-rather than focus on wht is not working, it focuses on wht is working -uses an approach known as appreciative inqury (AI)
-everyone is involved in creating the positive vision & so is more motivated to be commited to making the change happen

Comparison of 3 planned change models:
- P. Change is preceded by diagnosis or preparation
- All involve organisation members in the change process
- All have an evaluation at the end of each process
- The role of the O.D. specialist
- Approach to fixing problems vs. building on strengths approaches

lecture 3

why use an OD consultant?
-special knowledge and skills
-intensive professional help on a one off or ongoing basis -impartial outside viewpoint
-justification of management decision
-learning & competence development
challenges for the OD practitioner
1.consultant client relationship: accountability, mutual expectations, resources 2.position: interna vs external to the org
3.marginally (a good thing): ability to stand on both sides, maintaining independence & flexibility 4.emotional demands
5.use knowledge & experience

Internal-save time (inside looking out)
-intimate knowledge of the org & its culture
-ready access to clients
-access to a variety of info
-less threatening than outsiders
-better able to establish relationship & trust-lack of objectivity -overly cautious, likely when dealing with internal power structure -may be part of the prob & resistant to its change
-may lack certain skills & experience in facilitating org change external-expertise tht is unavailable internally (outside looking in) -more obj perspective
-ability to probe difficult issue & to question the status quo (nothing to hide cause they r outsiders -they r also afforded some respect & power
-non bias, professional-extra time required to familiarise themselves with the org -org may be wary of trusting outsiders
-perception within the org tht outsiders hv little invested in outcomes -perception tht “they don’t knw wht it’s like here”

Professional values
b.building trust & collaboration
c.concernd for employee growth & their development
d.creating a culture of openness
e.commitment values
a.concerned with org effectiveness & performance

Model for ethical dilemmas
Ethical dilemmas in OD process:
1. misrepresentation: claiming tht an intervention will lead to particular result tht r unreasonable 2. confidentiality/ misuse of data: pinitive use of info collected about others; leaking personal/ org info (even insider trading) 3. Coercion: not giving people the choice of being involved in the change 4. value & goal conflict: wht happens when the consultant & client disagree over an org...
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