UNIT-II FOUNDATION OF OD Introduction: The Foundation of organization development theory and practice, art and science, which from

the knowledge base upon which OD is constructed. Leader and OD practitioners use this knowledge base to plan and implement effective change programs. In this discussion you will learn what OD practitioners think and how they think as they engage in the complicated task of improving organizational functioning. We will examine the following concepts: Models and theories of planned change Systems theory Participation and empowerment Applied behavioral science Action research

MODELS AND THEORY OF PLANED CHANGE:

Organization development is planned changes in an organization context. The development of models of planed change facilitated the development of OD. Models and theories depict, in word or pictures, the important feature of some phenomenon, describe those features as variable and specify the relationship among the variables. Planned change theories are rudimentary as far as explaining relationships among the variables, but petty good for identifying the important variables involved. Three-stage model of the change process: Unfreezing: Creating motivation and readiness to change through. Disconfirmation or lack of confirmation Creation of guilt or anxiety Provision of psychological safety Unfreezing Changing through cognitive restructuring Refreezing

Changing through cognitive restructuring: Helping the client to see thing, judge things, feel thing, and react to thing differently based on a new point of view obtained through. Refreezing: Helping the client to integrate the new point of view into: First-order changes
Management practices

Identifying with a new role model, mentor, etc. Scanning the environment for new relevant information

The total personality and self-concept Significant relationship

Structure

Systems

Work unit climate

Task requirement

Motivation

Individual needs & values

Individual and organization performance

Second order change:

External environment

Mission & strategy

Leadership

Organization culture

Individual & OP

SYSTEM THEORY: A second function of organization development is systems theory, which views organization as open system in active exchange with their environment. This section explain system theory, describes the characteristics OD system, and shows how systems exchanges the practice of OD. Hanna says a system is an arrangement of interrelated parts. The words arrangement and interrelated describe interdependent elements forming an entity that is the system. Thus, when taking a system approach, one begins by identifying the individual parts and then seeks to understand the nature of their collective interaction. They have two type, they are: Nature of system: The nature, dynamics, and characteristics of open system are well known. Organizations are open system. Therefore, studying open system leads to good understanding of organization. Open system have purposes and goals, the reason for their existence. These purposes must align with purpose or need in the environment. Information is important in system in several ways. Feedback is information from the environment about system performance. System requires two kinds of feedback, negative and positive. Hanna writes:negative feedback measures whether or not the output is on course with the purpose and goals. It is also known as deviation-correcting feedback. positive feedback measures whether or not the purpose and goal are aligned with environmental needs. It is sometimes called deviation-amplifying feedback. Congruence among system element: The congruence model for understanding organizational dynamics and change. This model depicts the organization as an input-throughout-output system. The three major input factors are: Environment: which imposes constraints and opportunities about what the organization can and cannot do. Resources: resources available to the organization, such as capital, people, knowledge, and technology, etc. History: which consists of memories of past successes, failures, important events, and critical decisions that still influence behavior today. Nature of system Congruence among system element

Input Informal organization Environment

Output

System

Resources

Work Strategy

Formal organizatio n

Unit

History People

Individual

The output factors are performance at the total organization level, unit/group level, and individual level. Element of the organization per are labeled strategy, what the organization is trying to accomplish and how it plan to do it; work, the tasks people perform to create products and service markets; people , which include formal structure, process, and system for performing the work; formal organization, which includes formal structure, processes, and systems for performance the work; and informal organization, with includes the organization culture, informal rules and understandings, and how things really work. PARTICIPATION AND EMPOWERMENT: In the participation and empowerment model is participation in OD programs is not restricted to elites or the top people; it is extended through the organization. Increased participation and empowerment have always been central goals and fundamental values of the field. An empowerment is to give someone power, which is done by giving individuals the authority to make decision, to contribute their ideas, to exert influence, and to be responsible. Participation is an especially effective form of empowerment. The participation enhances empowerment, and empowerment in turn enhances performance and individuals well-being. OD interventions are deliberately designed to increase involvement and participation by organization leaders and members. APPLIED BEHAVIORAL SCIENCE: OD is the application in collaboration of behavioral science knowledge, practices, and skills on ongoing systems in collaboration with system members. Although human behavior in

organization is far from an exact science, lawful patterns of events produce effectiveness and ineffectiveness. OD practitioners know about these patterns through research and theory. The aim of this discussion is to look briefly at how behavioral science knowledge become applied behavioral science knowledge. ACTION RESEARCH: Action research model is a data-based, problem-solving method that replicated the steps involved in the scientific method of inquiry underlies most OD activities. Action research involves three processes: Data collection Feedback of the data to the client system members Planning based on the data.

Action research is a method that combines learning and doing: learning about the dynamics of organizational changes and doing or implementing change efforts.

Managing the OD process:

An OD practice is they implement and manage organization programs. By now you know that diagnosis forms a foundation for intervention, and that intervention involves implementing various change-inducing action programs. Thinking that about how to manage this process is the focus of the present discussion. Meaning Diagnosis process Diagnosis model Diagnosis skills Meaning of Diagnosis: Diagnosis is a systematic approach to understanding and discussing the present state of the organization. The purpose of the diagnostic phase is to specify the nature of the exact problems requiring solutions, to identify the underlying causal forces, and to provide a basis for selecting effective changes strategies and techniques.

Diagnosis process: Diagnosis is a cyclical process, which involves data gathering, interpretation, and identification of problem areas and potential action as shown in figure:
Tentative problem areas identified

Collect data

Analyze data

Data feedback

More data need

Problem area identified

Work on problem causes

Client target motivate to work on problem