ORGANIZATIONAL CHANGE

AND DEVELOPMENT
- Semester 3

Dr. Anjali John

Assistant Professor
 Organization - Overview

• An organisation typically comprises a group of experts who

work together to attain short-term and long-term objectives.
• It is most likely to succeed when all invested members are
aware of its goals.
• Studying how an organisation works can help you gain
insight into the aspects that can motivate employees and
increase the overall performance of a business.
•
Slide Title

• It is that it is a systematic arrangement of labour among

members of an institution, with clear identification of power
and duties, to accomplish collective goals.
• The planning process can be productive if employees'
responsibilities and relationships with peers, superiors and
subordinates are clear.
• Organisations may be able to accomplish their goals with ease
if they follow effective organisational principles.
 Characteristics of an
Organisation
• Clear division of work
• Well-defined organisational goals
• Co-operative relationships
• Dynamic processes
• Hierarchy
 Characteristics of an
Organisation
a. Clear division of work
• Division of work involves separating a complex work process
into several components or tasks, each of which a different
individual or group of individuals may perform.
• By dividing labour among two or more individuals or groups
of employees, an organisation can function more efficiently
and effectively.
• Employees and teams can focus on certain aspects of the
operation rather than on the overall process.
• Division of work can help reduce wastage of resources and
maximise productivity.
• It is one of the core organisational concepts of an assembly line
and typically applies to all systems of mass production.
b. Well-defined organisational goals
• An organisation that lacks a clear purpose or objective can
quickly become disorganised.
• A common purpose brings employees or staff members
together and ensures that everyone understands the
importance of their work in achieving an overarching goal.
• A major duty for managers is to ensure that the resources
and information necessary to achieve a collective goal are
accessible to employees.
• Managers convey goals by informing employees about the
company's overall strategy, mission statement, values and
short-term and long-term goals.
c. Co-operative relationships

• An organisation fosters cooperative relationships among its

members. Organisations rarely consist of a single individual.

• They typically involve the participation of at least two people.

• The organisational structure may be in such a way that it encourages
individuals to work together to complete their tasks.

• Workplace synergy improves through teamwork. Team members

may feel a stronger sense of accomplishment since they are partially
responsible for the outcomes.

• This can provide them with the motivation to perform well and
develop professionally.
d. Dynamic processes
• Organisations comprise people and expand their
knowledge and experience over time.
• Changes can influence various functions of an
organisation.
• As a result, organisations may not behave or function
the same way for extended periods of time.
• Successful organisations evolve in response to changing
consumer demands and business situations.
• For example, new technology often has the potential to
create or eliminate job roles in an organisation.
e. Hierarchy
• An organisation comprises several positions in a
hierarchy with well-defined powers and
responsibilities for each.
• A central authority is typically present, from which a
chain of authority extends throughout the
organisation.
• The routes of communication and patterns of
interaction follow the relative hierarchy of
organisational positions or designations.
 Different Perspectives

• Organizations can be understood and analyzed from

various perspectives, each offering a unique lens through
which to view their functioning and dynamics.
• These perspectives help individuals and analysts better
comprehend how organizations operate and evolve.
 Different Perspectives
a. Strategic perspectives
b. Political perspectives
c. Cultural perspectives
a. Strategic Design Perspective:

• Focus: The strategic design perspective emphasizes the rational and

structured aspects of an organization. It views the organization as a
well-designed and purposeful system.

Key Concepts:
• Strategy: This perspective prioritizes strategic planning and the
development of clear goals and objectives. Organizations analyze
their external environment, set strategic directions, and make
decisions accordingly.
• Structure: Organizational structures are designed to align with the
chosen strategy. This includes the allocation of resources, roles and
responsibilities, and reporting relationships.
• Efficiency: A key goal is to maximize efficiency and effectiveness in
pursuing the organization's objectives. This perspective often relies on
data, analysis, and performance metrics.
• Examples: A corporation focusing on market expansion might adopt a
hierarchical structure and invest heavily in research and development.
• Organisations are machines
• An organisation is a mechanical system crafted to
achieve a defined goal
• Parts must fit well together and match the demands of
the environment
• based upon the future Action comes through planning
b. Political perspectives
• Focus: The political perspective views organizations as arenas for
power struggles and conflict. It recognizes that individuals and
groups within an organization have different interests and engage
in political behavior to advance their agendas.
Key Concepts:
• Power: This perspective places a strong emphasis on power
dynamics. Who has power, how it is used, and how it is
distributed within the organization are critical considerations.
• Conflict: Conflicts and disputes are seen as inherent to
organizational life. They can arise from competition for
resources, differences in goals, or clashes of personalities.
• Influence: Political behavior involves tactics such as coalition-
building, manipulation, and negotiation to influence decisions and
outcomes.
• Examples: In a nonprofit organization, different departments may
compete for limited funding, leading to internal power struggles
c. Cultural Perspective:
• Focus: The cultural perspective highlights the role of shared values,
norms, and beliefs in shaping organizational behavior and identity. It
views organizations as social systems driven by culture.
Key Concepts:
• Organizational Culture: The culture of an organization reflects its
shared values, customs, and rituals. It influences how employees
interact, make decisions, and perceive their roles.
• Socialization: New members of an organization are socialized into its
culture. They learn the unwritten rules and norms that guide
behavior.
• Cultural Change: Organizations can actively work to shape and
change their culture, which can impact employee engagement,
innovation, and adaptability.
• Examples: A tech startup might have a culture that values risk-taking,
experimentation, and informality, fostering an environment where
employees feel encouraged to innovate
Organizational development
• Organizational development is a planned,
systematic change in the values or operations of
employees to create overall growth in a company or
organization.
• It differs from everyday operations and workflow
improvements in that it follows a specific protocol that
management communicates clearly to all employees.
• It encompasses a range of planned interventions and
strategies designed to enhance an organization's capacity
to achieve its goals, adapt to change, and thrive in a
dynamic environment.
• OD is closely tied to the concepts of growth, relevance,
and the history and evolution of organizations.
• Critical and science-based process.
• Build capacity to change and achieve greater effectiveness.
• Developing, improving, and reinforcing strategies,
structures, and processes.
• Organizational change and development can be a long,
sometimes overwhelming process, but companies usually
begin with several goals in mind:
a. Ongoing improvement.
• Changing company culture to view new strategies as a
positive growth opportunity allows for ongoing improvement
and encourages employees to become more open to change
and new ideas.
• New strategies are introduced systematically through
planning, implementation, evaluation, improvement, and
monitoring.
b. Better or increased communication.
• Organizational development that leads to increased feedback
and interaction in the organization aligns employees with the
company’s vision.
• Employees feel that they have more ownership in the
company’s mission and may be more motivated as a result.
c. Employee development.
• In today’s business world, employees must constantly adapt to
changing products, platforms, and environments.
• Employee development comprises training and work process
improvements that help everyone keep up with shifting demands.

d. Product and service improvement.

• Organizational development leads to innovation, which can help
improve products and services.
• This innovation often comes as the result of intensive market
research and analysis.

e. Increased profit.
• Organizational development helps increase profits by optimizing
communication, employee processes, and products or services.
• Each serves to increase a company’s bottom line.
 Process of Organizational Development

a) Identifying an area of improvement.

b) Investigating the problem.
c) Creating an action plan.
d) Creating motivation and a vision
e) Implementing.
f) Evaluating initial results.
 Process of Organizational Development

a. Identifying an area of improvement

• Organizational change begins with identifying a need
that aligns with business goals.
• Companies often know that need right away, but they
may consider a data-driven approach to identify
problems through formal surveys and feedback.
• This approach allows for a more thorough
understanding of the area for improvement.
• Companies should ask themselves what they want to
change, and why that change is necessary.
b. Investigating the problem
• Once the area for improvement is identified, companies
conduct an investigation to learn why the problem exists,
what the barriers to improvement are, and what solutions
have previously been attempted.
• This step can also include surveys or focus groups and
individual consultations
c. Creating an action plan
• The company then creates a plan with allocated resources
and clearly defined employee roles.
• This plan will include specific support for individuals
involved and identify a measurable goal.
• During this step, companies should think about how
they’ll communicate changes to staff and manage
feedback.
d. Creating motivation and a vision
• Once the company has clearly defined and
communicated a plan, its leaders must motivate their
employees to share in a vision.
• This step involves leaders acting as enthusiastic role
models while helping employees understand the
plan’s big-picture goals and desired impact.
e. Implementing
• While stability is necessary during implementation,
supporting employees during the transition with
mentoring, training, and coaching is equally
important.
• When thinking about such support, management
should consider what new skills employees will need
and what delivery methods will be most effective.
• Ongoing feedback and communication can help make
the change process easier
f. Evaluating initial results.
• Once the company has implemented a plan, its
leaders may create space for shared reflection,
asking themselves and their employees if the change
effectively met the business goals.
• They’ll also evaluate the change management
process and consider what could be done differently.
• This step can’t be overlooked; if the company
doesn’t evalu`ate the changes, it won’t know
whether interventions have been effective.
g. Adapting or continuing
• Depending on the evaluation of the initial results, the
company may choose to adapt its plan.
• If the results show success, it may continue with the
current plan to keep improving.
GROWTH AND RELEVANCE OF OD

Growth Of Organization Development

Major factors making organizations to grow includes:

a. Globalization
b. Information Technology and
c. Managerial innovation
a. Globalization
• Is the process by which businesses or other organizations
develop international influence or start operating on an
international scale.
• Globalization has impact on markets and environment in
which organization operates and the way they function
• The following components have direct or indirect impact:
– Govt. policies
– New leadership
– New market
– New competitors
b. Information Technology
• IT is redefining the traditional business model.
• IT is changing how work is performed, how knowledge is
used, and how the cost of doing business is calculated.
• IT helps in collecting and transmitting the information and
increase the value and quality of products and services.
• Growth in IT foster innovation in business.
– E-commerce
– Electronic data interchange
– Internet and the World wide web
c. Managerial Innovation
• Managerial innovation has responded to the
globalization and IT trends.
• It has resulted in new organizational forms:
– Networks
– Strategic alliances and
– Virtual corporations.
• These provide organizations with new ways of thinking
about how to manufacture goods and deliver services.
• New methods of change, such as, downsizing or
reengineering have emerged which reduced the size of
organizations and increased their flexibility.
• Growing number of organizations are untaking the changes
to survive and prosper in such a changing environment.
• They are taking the initiative in innovating and managing
change, rather than simply responding it
 Relevance of OD
OD is playing a significant role in helping organizations:
• To change themselves
• To assess themselves and their environments and revitalize
and rebuild their strategies, structures, and processes.
• To go beyond surface changes
• To transform underlying assumptions and values governing
organizational member’s behaviors.
.
• To become more responsive and relevant to organizations need
to operate effectively in a highly competitive world.

• OD is highly relevant to anyone having to work with and

through others in organizations
 Theories of Planned Change

• Kurt Lewin’s Change Management Model

• Lippitt, Watson and Westley Seven-step Theory
• Action Research Model
1. Lewin’s Three-Step Change Theory
• Kurt Lewin was an eminent Gestalt Psychologist
who developed the influential Field Theory.
• Lewin's field theory emphasized that behaviour is
the result of the individual and his interaction with
his entire field or the environment.
• According to Lewin, for change to take place, the
total situation has to be taken into account.
• If only part of the situation is considered, a
misrepresented picture is likely to develop that
will hinder the change process.
• In 1951 Kurt Lewin introduced the three-step
change model the Lewin’s Three-Step Change
Theory.
• This provides a general framework for understanding change in the
dynamic systems.
• Lewin discussed forces that can affect change.
• He views behaviour as a dynamic balance of forces- the ‘driving
forces’ and the ‘restraining forces’ that work in opposing directions.
• Driving forces facilitate change because they push system in the
desired direction, pushing it forward for change.
• Restraining forces hinder change because they push it in the opposite
direction.
• In fact the restraining forces maintain status-quo of the system. Hence
it is essential to analyse both the forces.
• Lewin’s three-step model helps shift the balance in
the direction of the planned change.
• This involves increasing forces pushing for change
while decreasing forces maintaining the current state
that resist change and hence produce less tension.
• Lewin identified three stages through which change
agents traverse before change becomes part of that
system.
• The three stages show that change involves a
movement or change from one static state to another
static state via a progressional shift.
• This is also known as Unfreeze-Change-Refreeze
Theory of Change.
 Stage 1- Unfreezing:
• This stage involves creating the right conditions for change to
occur.
• The purpose of this stage is to unfreeze the status quo or the state
of equilibrium. Unfreezing requires the systems to come out of
the existing situation, overcome the strains of group conformity
and individual resistance.
• People may resist change by attaching a sense of identity to their
environment. In this state even the beneficial alternatives
initially cause discomfort.
• The challenge is to simply move people from this ‘frozen’ state
to a ‘change ready’ or ‘unfrozen’ state.
• Unfreezing can be achieved by the use of three methods.
• The first is to increase the driving forces that direct behaviour
away from the status quo or the existing situation.
• Second requires decrease of restraining forces that negatively
affect and prevent movement from the existing equilibrium
negatively.
• Third method involves finding a combination of both the two
methods listed above. Identify some activities that can assist
in unfreezing and also motivate participants by preparing
them for change.
• This also includes building trust with the client, recognition
for the need to change, active participation in recognizing
problems and brainstorming solutions within a group.
 Stage 2- Movement

• Lewin’s second step in the process of changing behaviour is

movement.
• It is a transitional ‘journey’ and typically a period of
confusion.
• People are in a state of confusion since their old set ways
are challenged but they have no clear understanding of the
new ways that will replace the old ones.
• It is necessary in this step, to move the target system to a
new level of equilibrium.
• The end goal of this stage is to get people to the ‘unfrozen’
state and keep them there.
• Three actions that assist in the movement include:
a. persuading individual or community or the organization to
agree that the status quo is not beneficial to them and
encouraging them to view the problem from a fresh
perspective,
b. work together and gather new, relevant information, and
connect the views of the group to well-respected, powerful
leaders that also support the change.
c. and finally planning and implementing the action for change
 Stage 3- Refreezing
• The third step in Lewin’s three-step change model is
refreezing.
• The end goal of this stage is to reach the stage of
‘refreeze’.
• This means that the change that has been
implemented becomes sustained or “sticks” over
time.
• If this step is not taken then it is highly likely that the
change will be short lived and the system will revert
back to its old behaviours or equilibrium.
• At this stage new set of values acquired are actually
integrated with the existing values and traditions of the
system.
• This requires re- establishing stability and elevating
the comfort levels of the systems by reconnecting
them back to their safe and familiar environment.
• In this last and final stage in Lewin’s theory is to
reinforce new set of values and patterns of behaviour
by institutionalizing them through both formal and
informal mechanisms including formulation of
relevant policies and procedures.
• Refreezing takes the dynamic system from a period of low
productivity in the movement or the transitional state to that of
individual/organisational effectiveness and sustainable
performance.
• Refreezing exhibits the effects of forces that either promote
change (driving force) or inhibit it (restraining force).
• Specifically, driving forces promote change while restraining
forces oppose change.
• It can be concluded that change occurs when the strength set
offorces(driving forces) is greater than the strength of the
opposing forces (restraining forces).
 2. Lippitt, Watson and Westley Seven-step Theory

• Lippitt, Watson, and Westley (1958) extended Lewin’s Three-

Step Change Theory and proposed a seven-step theory of
change.
• This theory rather than putting forth the evolution of the
change focuses on the roles and responsibilities of the change
agent in the process of change.
• Change agent is very important in this theory.
The stages in the Seven-step Theory are:
1. development of a need for change,
2. establishment of a change relationship,
3. working toward change,
4. the clarification or diagnosis of client systems
problem,
5. the examination of alternative routes and
goals/establishing goals and intentions of action,
6. transformation of intentions into actual change efforts,
and
7. the generalization and stabilization of change and
achieving a terminal relationship.
 a. Development of a need for change
• This stage according to Lippitt et al. (1958) aligns with
what Lewin’s ‘unfreezing’ stage. Lippitt et al. describes
three ways in which this first phase might occur.
• First the change agent notices that an intervention or
change would benefit the system and opens a dialogue to
make others aware of the situation and offers assistance.
• Second, a third party that is related to the change agent
and the potential group affected by the change brings the
two parties together.
• Third, a person or group in need of assistance sees the
need for change and seeks help for change from an
outside source.
 b. The establishment of a change relationship

• In the second phase the change agent gains the

trust of the group.
• How the group perceives the change agent and the
potential change is an important aspect at this
stage according to Lippitt et al. (1958).
 c. Working toward change

• Working toward change Lippitt et al’s (1958)

working toward change coincides with Lewin’s
second stage that is labelled as ‘moving’.
• It actually encompasses stages three, four and
five.
• The third stage encompasses information
regarding the situation dynamic systems-
individual, group or organization and how they
would be benefited by change.
 d. Clarification or diagnosis of client systems problem

• One of the most important tasks in the change process is

diagnosis of the problem when many interlinked, intricate
facts may emerge.
• The client system has to collaborate in the diagnosis of
problem.
• They have to be available alongside the change agent for
observations, testing, interviews or questioning as the case
may be, depending on the tools being used for the diagnosis of
the problem.
• Simultaneously the vested group in the community may start
to put pressure because of the threat that they perceive due to
the process of change.
• This group may hence try to sabotage or smash the process of
change.
• This can affect the change process and the client system may
even turn hostile towards change agent.
e. Examination of alternative routes and goals/establishing
goals and intentions of action

• During this stage the diagnosed problem is translated into ideas about
change.
• Lippitt et al. (1958) caution that as the change agents begins
formulating actual intentions and specified actions problems related to
motivation may arise in the process.
• These motivation problems occur due to anxiety about the change or
fear of failure.
• Such anxieties can however be overcome to some extent by use of trial
procedure involving the change.
• This may help to alleviate all anxieties and foster the adoption of the
idea.
• Unfortunately, most of the time, many change relationships are broken
off before this phase is reached and client system is left to cope alone
with the diagnosis & recommendations which have to be otherwise
presented by the change agent.
 f. The transformation of intentions into actual change efforts

• During this phase, the change agent works to ensure that the
intended goals are transformed into actual change efforts.
• In this stage the change agent also ensures that the dynamic
system should feel fully supported and encouraged.
• Success at this stage means that the plans and intentions are
transformed into actual achievements.
• The problems at this stage may be securing acceptance for
change process by the various subparts of the system.
• Many times the relationship between change agent and client
system may have indeed ended.
• In such a situation either the client system imagines what a
change agent may have done at this juncture or re-elicits
support from the change agent for continued action.
• In cases where relationship continues between the change
agent and the client system they may need to change their
modus operandi, or way of functioning in a manner that there
may be no direct contact of the system with the change agent.
• Another problem may be is obtaining adequate feedback on
the effect, outcome or consequences of change effort.
 g. The generalization and stabilization of change and achieving
a terminal relationship

• The change becomes integral part of the dynamic system the

change agent is removed from the relationship.
• Many times effort tends to disappear after the change
process ceases and the system reverts back to old ways of
working.
• One critical factor in the stabilization of change is the
spread of change to the neighbouring systems, or to the
subparts or supports of the client system.
• One important aspect about the process of change is the
stability &permanency of process of change.
• Many systems are such that they tend to perpetuate a change
once it has attained certain state of equilibrium.
• This is the process of institutionalization where the change
process supersedes the restraining forces and the
retrogressive tendencies.
• Terminal relationship does not connote “termination of
relationship”.
• According to Lippitt et al. (1958) the termination of the
change agent’s involvement in the change process can
be as early as the third phase of the change process.
• The goal of this stage is that the client system becomes
completely independent of the change agent or
continues to be in consultation with the change agent
even after the change relationship has ended.
 3. Action Research Model

• Action research is a problem-solving and change-oriented

approach that involves systematically studying and improving
practices within an organization or community.
• The Action Research Model of Planned Change is a
framework for implementing planned change within an
organization or group.
• It is often used in educational, healthcare, and business
settings to address specific problems or challenges and
improve processes.
• Planned change is a cycle, and the action research model focuses
on the planned change as the cycle.
• The primary research about the organization gives information to
guide further action.
• The results are assessed to provide information to guide further
action.
• Action research has the objective of assisting companies with
implementing their planned change.
• Also, it is aimed at developing general knowledge gathered from
implementing the planned change so that it can be applied to
other companies as well.
• The action research was developed to have a two focus on
changing and knowledge generation; it has been changed and
adopted to efforts in which the primary emphasis is on the
planned change.
Key components of the Action Research Model of
Planned Change

• Problem Identification:
• Data Collection:
• Action Planning
• Action Implementation:
• Data Analysis:
• Reflection and Feedback:
• Evaluation:
• Adoption or Adaptation:
• Documentation and Sharing:
 4. Positive Model
• The positive model aids members in understanding their
organization when it is at its best, and then builds up
those capabilities for the achievement of better results
(Cummings and Worley, 1997).
• Through the process of appreciative inquiry, the positive
model has been applied to planned change
• Appreciative enquiry encourages a positive orientation
to the way change is conceived and managed.
• It promotes broad member involvement in creating a
shared vision about the organization’s shared potential.
• The positive model of planned change involves five phases:
 initiate the inquiry (determines the subject of change),
 inquiry into the best practice,
 discover key themes,
 envision a preferred future,
 design and deliver ways to create the future (describes the
activities and creates the planes necessary to effectuate the
vision)
Phases of a positive model of planned
change
1. Discovery: This phase involves identifying and understanding
an organization's strengths, successes, and positive aspects. It
encourages individuals within the organization to share their
stories of success and explore what is working well. Discovery
typically involves interviews, surveys, and other methods to
gather positive stories and insights.
2. Dream: In this phase, stakeholders are encouraged to envision
an ideal future for the organization based on the strengths and
successes identified in the discovery phase. This process
encourages creativity, innovation, and collective visioning.
Participants are asked to describe the organization they want to
create.
3. Design: With the dream in mind, participants work
together to design concrete strategies and action plans for
achieving the envisioned future. This phase includes
brainstorming, planning, and decision-making to outline the
steps and resources needed for change.
4. Destiny (or Delivery): In this phase, the designed
strategies are put into action. Change initiatives are executed,
and progress is monitored. Leadership plays a key role in
supporting and facilitating the implementation of the change
efforts.
5. Appreciation: Throughout the entire process, it is
important to continuously appreciate and celebrate the
positive aspects and achievements of the organization. This
helps reinforce the positive mindset and creates a culture of
General Model of Planned Change
• The framework describes the four basic activities that
practitioners and organization members jointly carry out
in organization development.
• The arrows connecting the different activities in the
model show the typical sequence of events, from
entering and contracting, to diagnosing, to planning and
implementing change, to evaluating and
institutionalizing change.
• The lines connecting the activities emphasize that
organizational change is not a straightforward, linear
process but involves considerable overlap and feedback
among the activities
General Model of Planned Change
• The framework describes the four basic activities that
practitioners and organization members jointly carry
out in organization development.
a. Entering and Contracting:
• The first set of activities in planned change concerns entering and
contracting.
• Those events help managers decide whether they want to engage
further in a planned change program and to commit resources to
such a process.
• Entering an organization involves gathering initial data to
understand the problems facing the organization or the positive
opportunities for inquiry.
• Once this information is collected, the problems or opportunities
are discussed with managers and other organization members to
develop a contract or agreement to engage in planned change.
• The contract spells out future change activities, the resources that
will be committed to the process, and how OD practitioners and
organization members will be involved.
• In many cases, organizations do not get beyond this early stage
of planned change because disagreements about the need for
change surface, resource constraints are encountered, or other
 b. Diagnosing:
• In this stage of planned change, the client system is carefully studied.
Diagnoses can focus on understanding organizational problems,
including their causes and consequences, or on identifying the
organization's positive attributes.
• It includes choosing an appropriate model for understanding the
organization and gathering, analyzing, and feeding back information to
managers and organization members about the problems or
opportunities that exist.
• Analyzing problems explore three levels of activities.
– Organization issues represent the most complex level of analysis
and involve the total system.
– Group-level issues are associated with department and group
effectiveness.
– Individual-level issues involve the way jobs are designed.
• Gathering, analyzing, and feeding back data are the central change
activities in diagnosis.
• Describes how data can be gathered through interviews, observations,
survey instruments, or such archival sources asmeeting minutes and
organization charts.
 c. Planning and Implementing Change

• In this stage, organization members and practitioners jointly

plan and implement OD interventions.
• They design interventions to achieve the organization's
vision or goals and make action plans to implement them.
• There are several criteria for designing interventions,
including the
– organization's readiness for change,
– its current change capability,
– its culture and power distributions,
– the change agent's skills and abilities.
Depending on the outcomes of diagnosis, there are four major types
of interventions in OD:

1.Human process interventions at the individual, group, and total

system levels.
2.Interventions that modify an organization's structure and technology.
3.Human resource interventions that seek to improve member
performance and wellness.
4.Strategic interventions that involve managing the organization's
relationship to its external environment and the internal structure and
process necessary to support a business strategy.

• Implementing interventions is concerned with managing the

change process.
• It includes motivating change, creating a desired future vision of
the organization, developing political support, managing the
transition toward the vision, and sustaining momentum for
 d. Evaluating and Institutionalizing Change:

• The final stage in planned change involves evaluating the

effects of the intervention and managing the
institutionalization of successful change programs.

• Feedback to organization members about the intervention's

results provide information about whether the changes should
be continued, modified, or suspended.

• Institutionalizing successful changes involves reinforcing

them through feedback, rewards, and training.

• It demonstrates how traditional planned change activities,

such as entry and contracting, survey feedback, and change
planning, can be combined with contemporary methods, such
as large-group interventions and high levels of participation
 Types of planned change
• individual,
• group, and
• organisational
 Types of planned change
a. Individual
• Change in job assignment
• Transfer of an employee to a different location
• Change in the maturity level of a person in the
organisation
 Types of planned change
b. Group Level
• Trade unions
• Inefficient work design
• Lack of communication in the organisation work
environment
 Types of planned change
c. organisational
• Strategic change
• Structural change
• Process-oriented change
• People-oriented .
 Types of planned change

a. Magnitude of Change
• Planned change efforts can be characterized as falling along a
continuum ranging from incremental changes that involve fine-
tuning the organization to fundamental changes that entail radically
altering how it operates.

• Incremental changes tend to involve limited dimensions and levels of

the organization, such as the decision-making processes of work
groups.

• They occur within the context of the organization’s existing business

strategy, structure, and culture and are aimed at improving the status
quo.
• Fundamental changes, on the other hand, are directed at
significantly altering how the organization operates.
• They tend to involve several organizational dimensions,
including structure, culture, reward systems, information
processes, and work design.
• They also involve changing multiple levels of the
organization, from top-level management through
departments and work groups to individual jobs.
 Types of planned change
b. Degree of Organization
• Planned change efforts also can vary depending on the degree to which
the organization or client system is organized.

• In over-organized situations, such as in highly mechanistic, bureaucratic

organizations, various dimension such as leadership styles, job designs,
organization structure, and policies and procedures are too rigid and
overly defined for effective task performance.

• Communication between management and employees is typically

suppressed, conflicts are avoided, and employees are apathetic.

• .
 Types of planned change

• In under-organized organizations, there is too little

constraint or regulation for effective task performance.
Leadership, structure, job design, and policy are poorly
defined and fail to direct task behaviors effectively.
• Communication is fragmented, job responsibilities are
ambiguous, and employees’ energies are dissipated because
they lack direction.
• Typically found in areas like product development, project
management, and community development, where
relationships among diverse groups and participants must be
coordinated around complex, uncertain tasks.
• In over-organized situations, planned change is generally aimed
at loosening constraints on behavior.
• Changes in leadership, job design, structure, and other features
are designed to liberate suppressed energy, to increase the flow of
relevant information between employees and managers, and to
promote effective conflict resolution.
• Typical steps:
– entry,
– diagnosis,
– intervention,
– and evaluation

intended to penetrate a relatively closed organization or department and

make it increasingly open to self-diagnosis and revitalization.
• In under-organized organization, planned change
is aimed at increasing organization by clarifying
leadership roles, structuring, communication
between managers and employees, and specifying
job and departmental responsibilities.
• Typical steps:
• Identification
• Convention
• Organization
• Evaluation
c. Domestic vs International Settings
• Planned change efforts have traditionally been applied in
north American and European settings, but they are
increasingly used outside of these cultures.
• Cultural differences can make OD more difficult to
implement.
• An OD process that encourages openness among
individuals, high levels of participation, and actions that
promote increased effectiveness is viewed favorably.
 Critique of planned change
a. Resistance to Change:
• One of the most significant criticisms is the assumption that employees
will readily accept and adapt to planned changes. In reality, individuals
and groups within an organization may resist change due to fear,
uncertainty, or a lack of understanding about the reasons behind the
change.
b. Rigidity and Inflexibility:
• Planned change models often follow a linear and structured process.
Critics argue that this rigidity can be a drawback, as it may not account
for the dynamic and unpredictable nature of organizations and their
environments. The world is in a constant state of flux, and rigid plans
may become outdated quickly.
c. Unintended Consequences:
• Critics argue that planned change initiatives may lead to unintended
consequences. Changes in one area of the organization can have ripple
effects throughout, potentially causing disruptions, conflicts, or
negative impacts on other aspects of the business that were not
adequately considered in the planning phase.
 Critique of planned change
d. Overemphasis on Leadership:
• Some critiques suggest that planned change models place too
much emphasis on leadership and top-down decision-making.
This approach may not fully leverage the collective intelligence
and creativity of all members of the organization, leading to
missed opportunities for innovative solutions.
e. Time and Resource Intensive:
• The process of planning, implementing, and evaluating change
can be time-consuming and resource-intensive. Organizations
may face challenges in terms of costs, employee time, and
disruptions to regular operations, which can impact overall
productivity.
f. Cultural Insensitivity:
• Planned change models might not adequately address the cultural
aspects of an organization. Cultural factors, such as values, beliefs,
and traditions, can significantly influence how change is received and
implemented. Ignoring or underestimating these factors can lead to
resistance and failure.
g. Inability to Handle Complex Environments:
• In rapidly changing and complex environments, planned change may
struggle to keep pace. The need for quick adaptation and flexibility
may be better addressed by more agile and iterative change
management approaches.
h. Lack of Employee Involvement:
• Some critics argue that employees are often seen as recipients of
change rather than active participants in the change process. Involving
employees in the decision-making and planning phases can contribute
to a more inclusive and successful change initiative.
i. Overemphasis on Formal Structures:
• Planned change models may prioritize formal structures and
processes, neglecting the informal networks and
relationships within an organization. Informal
communication channels can significantly influence how
change is perceived and adopted.
j. Focus on Symptoms, not Root Causes:
• Critics argue that planned change processes sometimes focus
on addressing symptoms rather than addressing the root
causes of organizational issues. This can result in superficial
changes that do not lead to long-term improvement.
Employee behavior and motivation

• Employee behavior and motivation are critical

aspects of organizational success.
• Understanding and effectively managing these
elements contribute to a positive work
environment, increased productivity, and overall
employee satisfaction
Employee Behavior:
a. Organizational Culture:
– The culture of an organization significantly influences employee behavior.
A positive and inclusive culture promotes teamwork, innovation, and a
sense of belonging.
b. Leadership Style:
– Leadership plays a crucial role in shaping employee behavior. A
supportive and communicative leadership style fosters trust and
encourages positive behavior.
c. Clear Expectations:
– Clearly defined expectations and job roles help employees understand
what is required of them, reducing confusion and promoting positive
behavior.
d. Feedback and Recognition:
– Regular feedback, both constructive and positive, is essential for guiding
employee behavior. Recognition for a job well done reinforces positive
actions.
e. Communication Channels:
– Open and transparent communication channels contribute to a
healthy work environment. Employees should feel comfortable
expressing concerns and seeking clarification.
f. Conflict Resolution:
– Prompt and fair resolution of conflicts prevents negative behavior
from escalating. It's crucial to address issues in a constructive
manner.
g. Training and Development:
– Providing opportunities for skill development and continuous
learning can positively impact employee behavior by enhancing
their capabilities.
h. Work-Life Balance:
– Supporting a healthy work-life balance helps prevent burnout and
stress, contributing to positive behavior both inside and outside the
workplace.
5. Workplace Environment:
– A comfortable and positive workplace environment contributes
to employee motivation. Factors like office design, amenities,
and overall atmosphere play a role.
6. Meaningful Work:
– Employees are often motivated by work that is meaningful and
aligned with their values. Connecting their roles to the broader
mission of the organization can be powerful.
7. Flexibility:
– Offering flexible work arrangements can be a significant
motivator, as it accommodates employees' personal needs and
enhances their work-life balance.
8. Regular Feedback:
– Continuous, constructive feedback on performance helps
employees understand their strengths and areas for
improvement, fostering a motivational environment.
5. Workplace Environment:
– A comfortable and positive workplace environment contributes to
employee motivation. Factors like office design, amenities, and overall
atmosphere play a role.
6. Meaningful Work:
– Employees are often motivated by work that is meaningful and aligned
with their values. Connecting their roles to the broader mission of the
organization can be powerful.
7. Flexibility:
– Offering flexible work arrangements can be a significant motivator, as it
accommodates employees' personal needs and enhances their work-life
balance.
8. Regular Feedback:
– Continuous, constructive feedback on performance helps employees
understand their strengths and areas for improvement, fostering a
motivational environment.
Implications for managing change and OD
• Managing change and organizational development (OD)
involves understanding and addressing the implications

for
both employees and the overall structure of the organization.
Implications for Managing Change:
1. Resistance to Change:
– Employees often resist change due to fear of the unknown, loss of
familiarity, or concerns about their roles. Effective change
management involves acknowledging and addressing this resistance
through communication, involvement, and support.
2. Communication Strategy:
– Clear and transparent communication is crucial during times of
change. Leaders should communicate the reasons for the change, the
expected benefits, and the impact on individuals and teams.
3. Leadership Involvement:
– Strong leadership is essential for successful change management.
Leaders should actively champion the change, set an example, and
provide support to employees as they navigate through the transition.
4. Employee Involvement:
– Involving employees in the change process fosters a sense of
ownership and can lead to more successful implementation. Seek
input, address concerns, and provide opportunities for collaboration.
Implications for Managing Change:
5. Training and Development:
– Change often requires new skills and competencies.
Providing training and development opportunities ensures
that employees have the tools they need to adapt to new
processes and technologies.
6. Cultural Alignment:
– Ensure that the proposed changes align with the
organization's values and culture. Misalignment can lead to
resistance and hinder the successful integration of new
practices.
7. Flexibility and Adaptability:
– Cultivate a culture of flexibility and adaptability within the
organization. This helps employees embrace change as a
constant, making future transitions more manageable
 The human relations, social
A. Human Relations in Organizational Development:
1. Employee Engagement:
Human relations play a vital role in employee engagement, a key aspect of
organizational development. Engaged employees are more likely to
contribute to the success of OD initiatives, as they feel a stronger connection
to the organization.
2. Team Dynamics:
Effective team dynamics, a part of human relations, are crucial for
successful organizational development. Teams that communicate well, trust
each other, and collaborate effectively are better positioned to adapt to
change.
3. Leadership Development:
Human relations principles are often applied in leadership development
programs within OD. Developing leaders who understand and value positive
interpersonal relationships contributes to a healthy organizational culture.
4. Communication Strategies:
Human relations theory emphasizes the importance of clear and open
communication. In OD, effective communication is essential for conveying
the purpose and goals of development initiatives, reducing resistance, and
fostering understanding.
B. Social Aspects in Organizational Development

1. Cultural Transformation:
Social aspects, such as organizational culture, are a focus of many OD efforts. Transforming
or shaping the culture of an organization often involves addressing social norms, values, and
behaviors to align them with strategic goals.
2. Change Management:
Social dynamics come into play during change management processes. Understanding how
people interact, their social networks, and the informal structures within an organization is
crucial for navigating change successfully.
3. Diversity and Inclusion:
Incorporating diversity and inclusion practices is a social aspect that is increasingly
recognized in organizational development. Ensuring that OD initiatives consider diverse
perspectives contributes to innovation and effectiveness.
4. Social Responsibility:
OD can include efforts to enhance an organization's social responsibility. This may involve
aligning development initiatives with ethical practices, sustainability goals, and community
engagement.
5. Stakeholder Relationships:
Social relationships extend beyond the organization's boundaries.
Managing relationships with external stakeholders, such as
customers, suppliers, and the community, is a social aspect that can
impact organizational development.
6. Learning Organizations:
Building a learning culture, a key component of OD, involves social
aspects. Encouraging knowledge sharing, collaboration, and a
willingness to learn from failures contribute to the development of a
learning organization.
7. Social Media and Technology:
The integration of social media and technology in OD can facilitate
communication, collaboration, and knowledge sharing. Leveraging
these tools effectively requires an understanding of social dynamics
in the digital space.
OD and reinventing the organization.
• Organizational Development (OD) and reinventing the organization
are closely connected concepts, both aimed at enhancing an
organization's effectiveness, adaptability, and overall success.
• Organizational Development is a planned, systematic process of
implementing effective organizational change. It involves diagnosing
organizational issues, developing strategies for improvement, and
implementing interventions to enhance organizational effectiveness.
• OD typically addresses areas such as leadership development, team
building, change management, employee engagement, and cultural
transformation. The goal is to create a more agile and resilient
organization capable of responding to internal and external challenges.
• The OD process often follows a structured approach, including
assessment, planning, implementation of interventions, and evaluation.
It is driven by a commitment to continuous improvement and learning
within the organization
• Reinventing the organization involves a fundamental and often radical
transformation of its structure, processes, and culture. It goes beyond
incremental improvements and seeks to create a fundamentally different
and more innovative organization.
• The focus of reinvention is on creating an organization that is agile,
innovative, and responsive to changing market conditions. This may
involve reimagining business models, embracing new technologies, and
fostering a culture of experimentation.
• Reinvention often requires strategic shifts, such as entering new markets,
adopting disruptive technologies, or redefining the organization's core
purpose. It involves challenging existing assumptions and being willing
to depart from traditional ways of doing things.
OD and reinventing the organization.
1. Cultural Transformation:
Both OD and reinvention involve cultural transformation. OD initiatives
may focus on creating a culture of continuous improvement, while
reinvention often demands a cultural shift towards innovation, risk-taking,
and adaptability.
2. Change Management:
Change management principles are integral to both OD and reinvention.
Effectively managing the human aspects of change, including
communication, training, and addressing resistance, is crucial for success.
3. Learning Organizations:
The concept of a learning organization, promoted in OD, aligns with the
need for continuous learning and adaptation in a reinvented organization.
Both emphasize the importance of fostering a culture of learning and
improvement.
4. Leadership Development:
Leadership development is a common element in both OD and reinvention.
Leaders must guide the organization through change, inspire innovation, and
create an environment that supports the reinvention process.
5. Flexibility and Adaptability: