Introduction to management
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- Figure-25.6 OD Grid Training
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Figure-25.5 Typology of OD Interventions Based on Target Groups (French and Bell, OD)
Target Group Designed to Improve Effectiveness
Individuals - Life
and career-planning activities - Coaching and counseling - T-group (sensitivity training) - Education and training to increase skills, knowledge in the area of technical task needs, relationship skills, process skills, decision making, problem solving, planning goal setting skills - Grid OD phase 1 - Work redesign - Gestalt OD - Behaviour modeling Dyads/Triads -
Process Consultation -Third-party peace-making - Role
negotiation technique - Gestalt
OD Teams and Groups
- Team Building- Task directed and process directed - Gestalt OD - Grid OD phase 2 - Interdependency exercise - Process consultation - Role analysis techniques - Startup team-building activities - Education in decision-making, problem-solving, planning, goal setting in group setting - Team MBO - Appreciation and concerns exercise - Socio-technical system (STS) - Visioning - Quality of Work Life (QWL) programmes - Quality Circles - Force-field analysis - Self-managed teams Inter-group Relations
- Inter-group activities- Process directed and task directed - Organizational mirroring - Partnering - Process consultation - Third-party peace-making at group level - Grid OD phase 3 Total Organization - Socio-technical systems (STS) - Parallel learning structures -
MBO (participation forms) -
Cultural analysis - Confrontation meetings -
Visioning -
Strategic planning/strategic management activities - Grid
OD phases
4,5,6 -
Inter-dependency exercise - Survey
feedback -
Appreciative inquiry
- Search
conferences
- Quality of work life (QWL) programmes - Total
Quality Management (TQM)
- Physical Settings
- Large-scale systems changes 715
Verifiable: The form of presentation should allow recipients to test the validity and accuracy of the data fed back to them. (v) Limited: Too much feedback causes an information overload, and so only significant highlights should be presented. (vi)
Controllable: Recipients should be given information on situations that they can directly control. (vii) Comparative: Comparative data let recipients know where they stand in relation to others. (viii) Inspiring: Recipients must see feedback information as a beginning and a stimulus for action rather than as a final statement. Feedback that meets these criteria should be fed back to organizational subgroups, as the situation allows, until all employees have had a chance to see where and how they fit. At that point, interventions such as life and career planning, skill development, team building, and role analysis can be introduced. 3) Inter-group Interventions Organizational development seeks an intergroup development. Conflict situations between groups are identified and analyzed. Confrontation meeting (mirroring) may be used for inter-department cooperation. Inter-group development seeks to change the attitudes and perceptions that groups have of each other. A popular method for improving inter-group relations is problem solving. In this method each group meets independently to develop lists of perceptions of itself, the other group, and how it believes the other group perceives it. The groups then share their lists, after which similarities and differences are discussed. Differences are
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clearly articulated and the groups look for the causes of the disparities. The groups can now move to the integration phase, i.e. working to develop solutions that will improve relations between the groups. Basically organization mirroring is meant to give feedback to work groups regarding how other groups view each other. The aim of this intervention is to improve inter-group relations and increase organizational effectiveness. 4) Organizational Interventions The important intervention of total organization is-Grid OD intervention is used to bring about change in the entire organization and improve organization effectiveness. It is based on managerial grid of Blake and Mouton (1964). Various six phases of OD grid training are summarized in Figure-25.6
(i) Training (ii) Team Development (iii) Inter-group d l t (iv) Organizational goal- tti (v) Goal attainment (vi) Stabilization 717
(i) Laboratory- Seminar Training: The purpose of this is to introduce the participants to the overall concepts and materials used in grid training. In this first focus on training e.g. manger’s styles-training to managers is imparted so that high score on both, i.e. concern for production and concern for people is achieved which is desirable. (ii) Team Development: Members of the same department are brought together to chart how they are going to attain 9, 9 position on the grid. In this emphasis is on improving both boss-subordinate relationships and team effectiveness. Here focus is laid on diagnosis meetings, task achievement, building relationships, role clarification and mutual expectations. (iii) Inter-group development: Here trust is on improving coordination, cooperation, relieve tensions and solve problems jointly. Here focus is on group-to-group. Conflict situations between groups and identified and analyzed. Another intervention is third party peace making. It is designed as an inter-group intervention where OD consultant acts as a mediator in a conflict situation. (iv)
Organizational goal-setting: Members agree upon the important goals for the organization, in the manner of management by objectives. (v) Goal attainment: In this participants attempt another strategy used is to accomplish the goals which they set. 718
(vi) Stabilization: Stabilize positive changes and identify new areas of opportunity for the organization after evaluation of overall programme is conducted. The other OD intervention strategy is Transactional Analysis, it makes the employees understand themselves. People understand their own ego states and those of others to understand the principles behind the transaction. It suggests more meaningful ways to interact with one another. It is used for developing the managerial personnel and employees. It helps to understand and analyze the transactions with others. The transaction may be complementary, crossed, ulterior or others. It also helps process consultation, third part peacemaking and team building. 3. Follow-up: Effective OD programs do not end abruptly when the intervention phase is completed but, rather, require a carefully monitored refreezing period to ensure lasting change. This follow-up phase has two objectives: the effectiveness of OD interventions needs to be evaluated, and steps need to be taken to maintain the changes that have been introduced. These two objectives are explained below:
system is never easy. A statistical analysis of 126 studies involving OD intervention yields following insights: (i)
combined interventions were more effective at improving employee attitudes and satisfaction than were single technique interventions;
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(ii) team building was the most effective OD intervention for improving attitudes and satisfaction; and (iii) OD intervention tends to have a stronger influence on attitudes than on satisfaction. From a research perspective, objective evaluation should be a part of every OD program, even though they are difficult, time consuming, expensive and hence largely unappealing from an administrative standpoint. Claims of improvement because of an OD program are virtually impossible without an objective evaluation of results. (b) Maintaining positive change: The purpose of any OD program is to induce organizational members to behave differently. Although the various OD interventions are designed to persuade individual to experiments with new modes of behaviour, permanent behaviour change is a different matter. Only skillful unfreezing and exciting, relevant, and innovative OD interventions will generate individual commitment. But after enthusiasm among organization members is achieved and the culture shifts in a positive direction, no barrier to change is too great to be overcome. 25.7 SUMMARY In general OD efforts are designed to bring changes in the conceptual environment of an organization as well as in the outlook of the organizational members. Each member begins to see himself as a resource to others and is willing to lend his support to his colleagues when it is needed. The conceptual 720
environment brings about open and free expression of feelings, emotions and perceptions. The change must be for the better so that it develops the organization and such organizational development should be directed towards improvement in organizational health and welfare of the members. The basic purpose of such development is to improve the operational as well as interpersonal skills of employees and it also helps members to develop interpersonal competence including communication skills and an insight into themselves and others. It improves communication channels at all levels of the hierarchy and build team spirit among workers as that their inter-group relationships are highly cordial. 25.8 SELF ASSESSMENT EXERCISE
1. What do you mean by organizational development? Explain why OD is necessary even in a stable environment. 2. Describe in detail the objectives of OD program. 3. ‘Organization Development process is useful’. Comment. How is it carried out. 4. What do you mean by OD interventions? Describe the various OD interventions and explain as to how they improve the functioning of the organizations? 25.9 SUGGESTED READINGS 1. Louis A. Allen, Management and Organization, McGraw-Hill Kogakusha, Ltd. 2. Jit S. Chandan, Organizational Behaviour, Vikas Publishing House. 3. Fred Luthans, Organizational Behaviour, McGraw-Hill. 4. Stephens P. Robbins,” Organizational Behaviour”, Prentice-Hall India. 5. Laurie J. Mullins,” Management and Organizational Behaviour”, Pitman. Download 1.62 Mb. Do'stlaringiz bilan baham: 
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