Organisational change and development - an African perspective - Rica Viljoen
GSGM7324 Organisational Development and Change …
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GSGM7324 Organisational Development and Change Management Lecture 5 DR. SAFIAH RASHID
Transcript of GSGM7324 Organisational Development and Change …
GSGM7324 Organisational Development and Change
ManagementLecture 5
DR. SAFIAH RASHID
OD STAGE 4ACTION PLANS, STRATEGIES, AND
TECHNIQUES
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Factors OD practitioner needs to consider when selecting the right intervention strategy:
❑ What specific objective does the intervention address?❑ No of employees involve in the intervention❑ How the intervention be promoted?❑ How long will the intervention take?❑ Will this Intervention be offered at multiple locations?❑ At what level will the intervention be offered?❑ What will be the total cost to deliver the intervention?❑ Are there legal issues and/or waivers what need to be considered?❑ How will the intervention be evaluated?
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• Two (2) Approaches:• Interpersonal & Group
Process• Organizational Process
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Group Process
Process interventions concentrates on:
• How groups and individuals within groups behave/interact.
Process is the how of the group.
• How it functions.
Content is the what of the group.
• The work it does.
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The Process Intervention Focus on Five Areas
• Communication.
• Member roles and functions in groups.
• Group problem-solving and decision-making.
• Group norms and growth.
• Leadership and authority.
Communications
Observing:
Length of time member talks.
Who talks to whom.
Who interrupts
whom.
Analyzing communication process within group.
Member Roles and Functions
Roles divided into 3 categories:
Group task.
Group building and maintenanc
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Individual.
Observing roles and functions of members.
Group Problem Solving andDecision Making Group consensus is:
All members share in making decison and will support it.
Helping group understand how it makes decisions.
Group Norms (informal guidelines & code of conduct) and Growth Group will improve decision
making as members grow.
Assisting group in understanding:
Its norms andHow they affect decision making.
Leadership and Authority – [leader emerge from each task assign (exchange position as leader-follower)]
Group understands impact of leadership and authority.
Roles of formal and informal leaders clarified.
Leadership functions shared among group members.
Third-Party Interventions
• Focuses on conflicts arising between two or more people within the same organization.
• Conflicts is inherent in groups and organizations can arise from variety of sources: differences in personality, task orientations, perceptions among group members, competition from scarce resources, work methods, conditions of employment, etc.
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Third-Party Interventions
• Conflict can enhance motivation and innovation and
lead to greater understanding of ideas and views.
• On the other hand, it can prevent people from working
together constructively, destroying necessary task
interactions among group members.
• Consequently, third-party intervention is used primarily
in situation in which conflict significantly disrupts
necessary task interactions and work relationship
among members.
• Third-party intervention varies considerably depending
on the kind of issues underlying the conflict.
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Process of Third-Party Interventions
TEAM BUILDING
❑ Team building is the process of helping awork group become more effective inaccomplishing the task and in satisfyingthe needs of the group member.
❑ Team building as it implies, is the processby which differences in organization areironed out through sectional solutions ofmisunderstanding within vertical groupsand horizontal groups and intra-verticaland horizontal groups of suchorganizations.
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❑ It may relate to task issues, such as the waythings are done, the needed skills toaccomplish task, the resources allocationsnecessary for task accomplishment or it mayrelate to the nature and quality of therelationship between the team members orbetween members and the leaders.
❑ Team building is about providing the skills,training and resources that your people need,so that they can work in harmony. But, to betruly effective, it needs to be a continualprocess, embedded into your team andorganization's culture.
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TEAM BUILDING
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Organization Process Approach
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Large Group Interventions
• Future Search Conference (Weisbord)
• Open-Space Meeting (Owen)
• Open System Planning (Beckhard)
• Real-Time Strategic Change (Jacobs)
• The Conference Model (Axelrod)
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Techno-structural Interventions
• Involves:
• Structural design
• Downsizing
• Reengineering
• Employee Involvement
• Work Design
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Structural Design
• This change process concerns the organization’s division of labour – how to specialize task performances.
• Diagnostic guidelines exist to determine which structure is appropriate for particular organizational environments,
technologies, and conditions.
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Downsizing
• This intervention reduces costs and bureaucracy by decreasing the size of organization through personnel layoffs, organization redesign, and outsourcing.
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Reengineering
• Restructure the organization around the new business process
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• Involves the radical redesign of core business to achieve dramatic improvements in productivity, quality, etc.
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Employee Involvement
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