Organization Development and Change

1. Organization Development and Change Chapter 14 Human Resource Development

2. Change Process Theory • Unfreezing – creating need for change, guilt, anxiety, recognize problem exists • Changing – change behavior, values, attitudes through change process • Refreezing –use goals and rewards to establish new behaviors and attitudes to replace old ones

3. Driving and Restraining Forces Restraining Forces Resistance to Change Driving Forces Pressure to Change

4. Driving Forces Current Situation Restraining Forces Force-field analysis model 1. Identify the current state of the situation. 2. Envision the desired state. 3. Identify the forces restraining change. 4. Identify the forces that support or encourage change. 5. Assess the strength of the forces. 6. Develop strategies to: reduce the forces restraining change increase the forces for change (or capitalize on existing drivers).

5. Sources of Resistance to Change • Fear – tolerance for uncertainty • Vested interests • Misunderstandings • Assessments of impact of change – different viewpoints • Inter-organizational agreements – union contracts

6. Reducing Resistance to Change • Education and communication • Participation and involvement • Negotiations – power of resisters • Cooptation • Top management support

7. Implementation Theory • Human processual intervention theory – focus on modifying attitudes, values, problem-solving, interpersonal styles • Technostructural intervention theory- improving work content, methods, work flow, performance factors • Sociotechnical systems designs – fit between technology and social structure of work units • Organization transformation change – organization as complex, human system with its own culture and value system

8. Limitations of OD Research • Lack of experimental designs • Lack of resources • Limitations of field design research • Bias by OD evaluators • Lack of motivation to do job correctly • Uniqueness of organization and intervention techniques

9. Intervention Roles • Role of change manager – overall responsibility • Role of change agent – assists in designing and implementing – internal and/or external – advocate, technical specialist, trainer, problem solving, fact finder, process specialist, reflector

10. Designing the Intervention Strategy • Diagnose the environment – readiness of target group for change • Develop an action plan – specific targets and techniques • Evaluation of the results of the intervention

11. Human Processual Interventions • Survey feedback • Organizational variables to measure • Design and implementation of survey • Presentation of results • Team building • Preliminary diagnosis for need • Change agent with wide range of knowledge • Change manager and agent should develop general approach to sessions-

12. Technostructural Interventions • Job enlargement • Job enrichment – Job Characteristics Model • Greater effect on productivity • Alternative work schedules • Moderate effect on work output • Withdrawal • Effects on attitudes

13. Hackman & Oldham Job-Enrichment Model Five Job Characteristics Skill variety Task identity Task significance Feedback Autonomy Three Critical Psychological States Growth Need Strength Experiencedmeaningfulness of work Experiencedresponsibility for work outcomes Knowledge of actual work results Personal and Work Outcomes High quality work performance High internal work motivation High satisfaction with the work Low absenteeism and turnover

14. Sociotechnical Systems • Quality circles • Total quality management • Self-managing teams

15. Organizational Transformation • Cultural interventions • Strategic changes • Learning organization • Collaborative structure • Information sharing • HRM resources and HRD practices • Organizational culture • Leadership