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8/6/2019 ORGNL DEVPT

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HUMAN REOURCE MGT-7

Organization DevelopmentDefinitionsAs per Warren G Bennis A complex educational strategy

intended to change the beliefs ,attitudes, values,structure of organizations so that they can better adaptto new technologies, markets and challenges.

As per Dale Beach a complex educational strategydesigned to increase organizational effectiveness andwealth through planned intervention by consultant usingtheory and techniques of applied behavioural science.

As per Wendell L.French a long range effort to improve anorganizations problem solving and renewal processeswith special emphasis on the culture of formal teams.


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FACTORS OF OD

OD is broader concept, includes managementdevelopment and training as it subsystems asthe primary objective of OD is to change the

nature of total organization OD is not separate discipline but it draws from

other other disciplines like psychology,sociology, anthropology etc

OD is based on research and theory OD is concerned with people for increasing

organizational effectiveness


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FACTORS OF OD

OD is broader concept, includes managementdevelopment and training as it subsystems as theprimary objective of OD is to change the nature of totalorganisation

OD is not separate discipline but it draws from otherother disciplines like psychology, sociology,anthropology etc

OD is based on research and theory

OD is concerned with people for increasingorganisational effectiveness

OD is also concerned with improving organisationalclimate and culture


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OD- Its a response to change

OD-Its a Educational strategy to change

the beliefs, attitudes, values and structure

OD- It uses bahavioural

science,knowledge system, improvementin planning and self analysis.

OD happens with change Agent, or

Catalyst


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Characteristics of OD

OD focuses on the whole organisation to assure that allparts of the organisation are well co-ordinated

It interacts and interrelates among its sub systems

It uses one or more change agents who stimulate andcoordinate the change with in group

Its a problem solving approach, not just discussing

It emphasizes learning by experience

It utilizes group processes group discussion, intergroup

conflicts, collaborate and cooperate OD is long term approach to organizational effectiveness

Most interventions on research based


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VALUES OF OD MOVEMENT

Assumption of people are Basically good

Need for Confirmation and Support: New employee is tobe taken into confidence, is associated with privatemeetings and discussions

Accepting Differences among People: People havedifferent backgrounds, experiences opinions and ideas,personality, Orgn should benefit from it

Expressing Feelings and Emotions: Allow the people to

rational, express feelings sentiments emotion angertenderness. Full range of expression of feelings result inhigh motivation, commitment and creative ability.


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VALUES

Authenticity, Openness and Directness: Honesty anddirectness enable people to put their energies into thereal problems and improve effectiveness. Most of thepeople tell half truths and mask their truth.

Fostering Cooperation: Should develop and createcooperation among employees

Giving Attention; For process activities

Confronting Conflict: Identifying the root causes of theproblem and working out a satisfactory solution rather

suppressing the conflict.


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OD PROCESS

It takes minimum of one year and may continuefurther. Following steps are important

1)Initial Diagnosis: Inadequacies are corrected.

The consultants adopt various methodsincluding interviews, questionnaires, directobservation, analysis of documents and reportsfor diagnosing

2)Data Collection: Survey method is used collectthe data and information for determiningorganisational climate and identifying thebehavioural problems.


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OD process

3)Data feed back and confrontation: Collected datais analyzed and reviewed by various work

groups formed from this purpose and mediate in

the area disagreement or confrontation of ideas

or opinions

4)Selection and Design of Interventions:

Introduced into the system to accomplish

desired changes and improvements.


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OD processes

5)Implementaion of Intervention: Selected intervention isimplemented in the form of workshops, feedback of datato the participants, group discussions, written exercises,on the job activities etc. Interventions are implementedsteadily to achieve lasting change.

6)Action Planning and Problem Solving: Data collectedused for recommending specific action planning

7)Team Building: Consultants encourage the employees toform groups and teams for action planning ,explaining

the advantage of teams, by arranging joint meetings withemployees and managers


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OD process

8)Inter group Development: The consultants

encourage the intergroup meetings andinteraction etc after the formation of

groups/teams9)Evaluation and Fallow up: To find out their

utility ,develop the programes further forcorrecting the deviations and improvedresults.


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OD Intervention Techniques

Techniques created by OD professionals.

Single organisation or consultants use all

They use intervention depending on requirement andneed

1) Survey Feedback: Provides data information tomanagers. Attitudes about wage level, and structure,hours of work, working conditions and relations arecollected

2) Process Consultation: Process consultants meet the

members of work teams observes their interactions,problem identification skills, problem solvingprocedures. He coaches and counsels individuals andgroups in moulding their behaviour


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Intervention Techniques

3)Goal setting and Planning: Each division

unit sets the goals or formulates the plans

relating to profitability, market share,human resource productivity. A set of

organisation-wide goals thus thereafter

4)Managerial Grid: Blake Mountandeveloped this on Ohio state study


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ORGANIZATION STRUCTURE

An organization Structure consists of activitiesTask allocation, coordination and supervisionwhich are directed towards organisational aims

Organization structures are mostly hierarchicalstructures.

The Organization structure will determine themodes in which operates and performs

It allows the expressed allocation of

responsibilities for different functions for differentfunctions and processes to different entities suchas branch, department, work group andindividual


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Definition

Formal and Informal frame work of policies and

rules, within which an organization arranges its

lines of authority and communications, and

allocates rights and duties. Organizationalstructure determines the manner and extent to

which roles, power , and responsibilities are

delegated, controlled , and coordinated, how

information flows between levels ofmanagement. An Organization chart illustrates

the organizational structure.


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Types of Organizational structures

The form of structure determines the hierarchy

and reporting structure in the organization.

Nothing but Organization chart

It based on geographical regions, products orhierarchy.

Its planned work and systematic arrangement of

work

Company chooses the one that best suits their

needs


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Traditional Structures

Based on functional division and department

1)Line structure: Approvals and Orders come fromtop to bottom in line. Hence line structure. Easydecision making, informal in nature anddecentralised

2) Line and staff Structure: suitable for small one.It is centralized, Decision making becomesslower because of line staff layers

3)Functional Structure: Classifies as perprofessional functions, sales ,customer services,accounting and administration


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Divisional structures

Based on the Divisions

1) Product Structure: Based on organizingemployees and type of work on products. Ifthe company produces three different types ofproducts, they will have different divisions forthese products

2) Market Structure: Grouped into on the basis ofspecific market company sells. Market wise

divisions will be made3) Geographic Structure: Offices could be a north

zone, west zone and east zone, then structurewill fallow a zonal region structure


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s

Some more structures

1)Pre-Bureaucratic structures:Not involved in standardized tasks and their

hierarachy is centralized2)Bureaucratic Structures: Tall organisation structures, enforce standardization

of tasks and best for complex and large organisations

3)Matrix Structure: Characterized by grouping employees on the basis ofproducts and function. Three Types

a)Weak Matrix: project manger is given limited authority to supervise cross

functional project

b)Balanced Matrix: Authorities and responsibilities are equally sharedbetween project n functional mangers

c) strong matrix: Project Manager is whole and sloe authority with functional

managers extending tech. assistance and resources


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Some more structures

Team Structures: Vertical and horizontal working teamsdecided based on individual processes and functions

Network structures: Project Managers are givenresponsibility of coordinating and controlling externalcollaborations and relations via Electronic media

Virtual Structures: Net work structure basically. Itmaintain the different divisions of all over world. No

maitenance of phisical and manual infrastructure. Itsboundary less organisation and depends on internet


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Business Process Reengineering

Its an analysis and design of work flow and processeswithin Organization

Its set of logically related tasks performed to achieve adefined out come.

Some of the subjects of BPR are enterprise resourceplanning, supply chain management, groupware andcollaborative systems, knowledge management systems,Human Resource management systems, customerrelationship management.

Cross functional teams to integrate processes.

Known as Business Process Redesign, BusinessTransformation, Business Process Change Management


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Business process reengineering

-Michael Hammer(1990) Professor of computer sciencebrought the concept

-Should obliterate non value adding work rather usingtechnology automating it.

-Most of the work customer does not pay, such workshould be removed

-Companies should reconsider their processes tomaximise customer value.

-Thomas H Davenport and J Short (1990), E&Y alsoadvocated to review the business processes


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BPR

Began in private sector technique help organization to rethink howthey do their work to improve customer service, cut operationalcosts and become world class competitors.

Deployment sophisticated information system.

This has become a boon for those companies which are striving forrenewed competitiveness to gain lost business due to entry offoreign competitors.

With accelerating pace, all fortune 500 companies implemented this,by 1993.


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BPR

Reengineering starts with high level assessment ofOrganizations mission, strategic goals and customerneeds.

Its a fundamental redesign and rethinking on existingresources.

Its a assessment about what it should be doing and go

to decide how best we should we do it


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BPR

Reengineering identifies, analyses, and radical redesign,made to organisations existing resources. Its more thanbusiness improving.

Within the frame work of assessment of Goals ,Mission,reengineering focusses on the steps and procedureshow resources are used to create products and servicesthat meet the customer needs and markets.

Total attention on cost, quality, service and speed


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CRITIQUE-BPR

It resulted in massive lay offs

Companies have downsized for Reengineering

Reengineering starts the process of

performance improvement in clean slate

ignoring status quo.

It does not provide an effective remedies on

constraints. It never changed management thinking which is

larger cause for failure


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Critique-BPR

Under estimation of resistance to change

Exaggerated expectations regarding thepotential benefits from BPR initiative andconsequently failure to achieve the expected

results. Poor Project management

Over trust in technology solutions

So called best practice does not fit specificcompany needs


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MULTI SKILLING

In work systems and business processes,

working for company with variety of skills.

Its compatible with computer and internet.

This is possible because system replaces the

people

What is used to take in months now done in

minuts Distances have shrunk and homogeneity of

products and services replaced ethinicity


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Multi skilling

Managers are happy to recruit multi talentedwork force to orgnl challenges

Multi skilling is strategy in meeting challengesmarket scenarios and competition.

Multi skilling is gaining importance as companiesspread out, mergers and takeovers have madecompanies enter into unknown sectors.

Companies have become multi dimensionrequiring multi skills


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Multi Skilling

-With changing industry scenario, globalization, Employees have tomulti skill themselves to make more talent available.

-Multi skilling has helped influx of new ideas, out box thinkingcreative solution generation by role reversal and lateral moves.

-Drawbacks may be to stretch to limits, lead to frustration.

-Without proper counselling, and training ,Multiskilling may backfire,,uncomfortable with changes, employees to be guided andsupported.


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