Organization Development

1. Organization Development Chapter 14 DeSimone et al. (2002) HRD3e CH14

2. Questions to Consider - 1 • Is it sufficient to focus HRD efforts on individuals, or should we also consider interventions at the group and organizational level? • How can we assist individuals, groups, and organizations in successfully dealing with change? DeSimone et al. (2002) HRD3e CH14

3. Questions to Consider - 2 • Is it really possible to “transform” an entire organization? • What might a “high performance work system” look like? DeSimone et al. (2002) HRD3e CH14

4. Organization Development (OD) Definition: “A process used to enhance both the effectiveness of an organization and the well-being of its members through planned interventions.” DeSimone et al. (2002) HRD3e CH14

5. Organization Development Theories Two main categories of OD theories: • Change process theory – how does change take place? • Implementation theory – how can change strategies be put into practice? DeSimone et al. (2002) HRD3e CH14

6. Organization Development Theories • Change process theory– seeks to explain how organizations improve and change. According to Lewin and Schein, there are three stages: • Unfreezing • Moving/Change • Refreezing DeSimone et al. (2002) HRD3e CH14

7. Organization Development Theories • Implementation theory– how specific intervention strategies are designed and carried out. Four main types: • Human processual theory • Technostructural theory • Sociotechnical systems theory • Organization transformation theory DeSimone et al. (2002) HRD3e CH14

8. Caution About Organization Development Research • Concerns have been expressed about much of the OD research that has been conducted: • Lack of experimental designs. • Lack of resources available. • Limitations in field research designs used. • Potential bias by researchers. • Lack of motivation to conduct strong research. DeSimone et al. (2002) HRD3e CH14

9. What is Needed?A Model of Planned Change Porras & Silvers Model (four parts): Change Organizational Individual Organizational Intervention Target Organizational Outcomes Variables Member DeSimone et al. (2002) HRD3e CH14

10. A Model of Planned Change Porras & Silvers Model: • Change intervention (two categories): • Organization transformation • Organization development • Organizational target variables: • Vision (beliefs, purpose, mission) • Work setting (organizing arrangements, social factors, technology, physical setting) DeSimone et al. (2002) HRD3e CH14

11. A Model of Planned Change Porras & Silvers Model: • Individual organizational member: • Cognitive change (four types): • Alpha change • Beta change • Gamma (A) change • Gamma (B) change • Behavior change DeSimone et al. (2002) HRD3e CH14

12. A Model of Planned Change Porras & Silvers Model: • Organizational outcomes: • Improved organizational performance • Enhanced individual development • Question: What is the value of this model? DeSimone et al. (2002) HRD3e CH14

13. Designing an Intervention Strategy - 1 Specific Roles: • Change Manager • Oversees the design of the strategy; bears ultimate responsibility. • Change Agent • Assists the Change Manager; facilitates the activities involved. • Internal Change Agent (often an HRD professional) • External Change Agent (consultant) • Individuals • Labor Unions DeSimone et al. (2002) HRD3e CH14

14. Designing an Intervention Strategy - 2 Systems Approach: • Diagnose the Environment • e.g., force field analysis • Develop an Action Plan • Objectives, activities, “details” • Evaluate the Results of the Intervention. DeSimone et al. (2002) HRD3e CH14

15. Types of Interventions: Human Processual • Survey Feedback • The systematic collection of survey data. • Fed back to groups to promote problem solving and change. • Team Building • A process to improve a group’s problem-solving abilities. • Example: Process consultation. DeSimone et al. (2002) HRD3e CH14

16. Types of Interventions: Technostructural • Job Enlargement • Adding variety through similar tasks. • Job Enrichment • Increasing responsibility, knowledge of results, and meaningfulness of work. • Alternative Work Schedules • Compressed workweek • Flextime work Schedule DeSimone et al. (2002) HRD3e CH14

17. Types of Interventions: Sociotechnical Systems • Quality Circles • Involving employees in work decisions. • Total Quality Management (TQM) • Continuous improvement efforts. • Self-Managing Teams (SMTs) • Team members have authority to make decisions and regulate the team’s activities. DeSimone et al. (2002) HRD3e CH14

18. Types of Interventions: Sociotechnical Systems • Total Quality Management (TQM) • Five basic components: • Total commitment from senior management. • Quality standards and measures in place. • Training in quality for all employees (including Statistical Process Control). • Programs/ways to reward, recognize, and celebrate quality achievements. • Strong quality communication efforts. DeSimone et al. (2002) HRD3e CH14

19. Types of Interventions: Sociotechnical Systems • Self-Managing Teams • Basic components: • Interdependence among team members. • Individual members have discretion/authority to make important work decisions. • Individual members possess a variety of skills, so that they can perform multiple tasks. • The team receives regular performance feedback. DeSimone et al. (2002) HRD3e CH14

20. Types of Interventions: Organizational Transformation • Cultural Interventions • Efforts to change the values, norms, or ways of thinking in an organization. • Strategic Changes • Fundamental changes in the purpose or mission of an organization. • Becoming a Learning Organization • Beyond TQM, to continuous learning and improvement for all employees. • High Performance Work Systems DeSimone et al. (2002) HRD3e CH14

21. Types of Interventions: Organizational Transformation • Becoming a Learning Organization • Dimensions that support learning: • Organization structure – more collaborative and team-based. • Information acquisition, sharing, and retention – effective knowledge and information sharing. • HRM practices – all reinforce learning. • Organizational culture – promotes learning. • Leadership – supportive (at all levels). DeSimone et al. (2002) HRD3e CH14

22. Types of Interventions: Organizational Transformation • High Performance Work Systems • Eight core principles: • Alignment to organizational strategy. • Clear goals and outcomes (all levels, all aligned). • Work is organized around processes. • Active tracking and management of results. • Work units are linked to identified processes. • Accountability, cycle time, and responsiveness emphasized. • Collaboration, trust, and mutual support are present. • Emphasis on strategic change management. DeSimone et al. (2002) HRD3e CH14

23. Some Concluding Thoughts on Organization Development - 1 • Effectiveness: There is evidence for the effectiveness of particular OD interventions. However, there is much room for improvement (in the research designs used, and the results obtained). • Recent efforts have stressed “change management.” DeSimone et al. (2002) HRD3e CH14

24. Some Concluding Thoughts on Organization Development - 2 • Many HRD applications can be viewed as OD interventions: • Human Processual: career development, coaching, orientation • Technostructural: skills/technical training • Sociotechnical: team and quality training • Organization transformation: EAPs, management development DeSimone et al. (2002) HRD3e CH14

25. Summary • Organization development can be difficult! • Reluctance/resistance to change. • Success is most likely with: • An appropriate model of change. • The appropriate methods/interventions. • A systems approach (e.g., high performance work systems, HRD process model). • Need a dual focus on organizational performance and employee well-being. DeSimone et al. (2002) HRD3e CH14