OD FIVE STAGE MODEL AND DHL

AS we know every organization pass through change process, Organization development is a

continuing process of long-term organizational progress consisting of a series of stages; the
emphasis is placed on a combination of individual, team, and organizational relationships. Each
stage is dependent on the preceding one, and successful change is more probable when each of
these stages is considered in a logical sequence. In this section we see if, then how DHL
organization passes through change process and through any of two stages of its five stage
model. But first we go with the detail of these two stages.
Stage 1: Anticipate a Need for Change:
Before a program of change can be implemented, the organization must anticipate the need for
change. The first step is the manager's perception that the organization is somehow in a state of
disequilibrium or needs improvement. The state of disequilibrium may result from growth or
decline or from competitive, technological, legal, or social changes in the external environment.
There must be a felt need, because only felt needs convince individuals to adopt new ways.
Managers must be sensitive to changes in the competitive environment, to "what's going on out
there."

Stage 3: The Diagnostic Phase:
After the OD practitioner has get involved and developed a working relationship with the client,
the practitioner and the client begin to collect data about the system. The collection of data is an
important activity in organizational change that provides the organization and the practitioner
with a better understanding of system problems: the diagnosis.

What is Diagnosis?
So the question basically is what is Diagnosis? It is the process of understanding how the
organization is currently functioning, and it provides the information necessary to design change
interventions. It help OD practitioners and client in determining organizational issues to focus
on, how to collect and analyze data to understand them, and how to work together to build up
action steps from the diagnosis. It is a collaborative process between organization members and
the Organizational development consultant to collect relevant information, analyze it, and draw
conclusions for action planning. Diagnosis may be aimed at finding the causes of specific
problems; be focused on understanding effective processes; or be directed at evaluating the
overall functioning of the organization or department to discover areas for future development.
Diagnosis provides a systematic understanding of organizations so that suitable interventions
may be developed for solving problems and enhancing effectiveness.

Organizational diagnosis is a major practitioner skill. It usually examines two broad areas. The
1
st
area of diagnosis concerns the various interacting sub elements that make up the
organization. These include departments, products, and the relationships between them. The
diagnosis may also include a comparison of the top management, middle management and lower
levels of management in the organization. The 2
nd
area of diagnosis concerns the organizational
processes. These include communication networks, team problem solving, decision-making,
leadership styles, goal-setting and planning methods, and the management of conflict and
competition.


DIAGONOSTIC PROCESS:
Diagnosis is a cyclical process that involves data gathering, interpretations, and identification of
problem areas and possible action programs. Phases of organizational diagnosis are given below.

TENTATIVE PROBLEM INDENTEFICATION:
A primary objective of this phase is to determine which units of the system (individual, group
and organization) will participate in the diagnosis and to determine where the problem is, and
how to solve this problem.

Data collection:
The primary objectives of data collection are to gather valid information about the nature of the
system systematically and to prepare an analysis of that data for delivery to respondents during
feedback. Collection of data proceeds from (unstructured observation) to more structured
methods (questionnaires) to produce more valid data. It is better to take a case history of the
organization before observational data collection. The case history should cover the followings
points:
1. Identification of data: It includes organization name, location, and type of
organization, organization size (financial condition, stockholders, and employees).
2. Historical data: Complaints, duration and possible determinants, short-range and long-
range problems, major crisis of the organization (loss of key personnel, labour problems,
financial emergencies, and technological changes), product service history (change and
development of organizational goals, sequence of development in product or service).
3. Structural data: Organizational chart, formal job description, financial structure,
personnel (size, various educational levels, average tenure, range or skills, absentee rate,
turnover rate, accident rate), structure for handling personnel (recruitment, orientation,
training, growth of the job, promotion, compensation, performance analysis), rules and
regulations (medical, safety, retirement, recreation, other fringe benefits).
4. Organizational functioning: Organizational perceptions, organizational knowledge
(acquisition, use and dissemination of knowledge), organizational language, emotional
atmosphere of the organization and organizational action.
Tentative
Problem Area
Identify
Collect
Data
Analysis
Data
Data
Feedback
More
Data
Proble
m Area
Identifi
Client
Motivat
No Change
at
NO
NO Yes
Diagnoses
Work on
Problem
Result
Monitored
Yes
5. Attitudes and relationship: Attitudes towards the task agents, relations to things and
ideas, attitudes about self, inter-organizational relationships.
6. Analysis and conclusions: Appraisal of the effect of the environment on the
organization, appraisal of the effect of the organization on the environment, reactions,
appraisal of the organization, impairments and level of integration.
Feedback
Primary objective of feedback is to promote increased understanding of the client system by its
members. Effective feedback design relates the content of the feedback to the process by which
the analysis is delivered to the system. The process of feedback is the composition of feedback
meetings (i.e., who is present with whom), the ordering of the meetings (i.e., which groups
receive information first, which is second, etc.), the behavior of the system during feedback and
the behavior of the researchers within and between feedback meetings. feedback is probably the
period of maximum anxiety during the entire diagnosis. If the system could tolerate the anxiety,
system could learn its self. Figure is given below.





















THE DIGNOSTIC PROCESS FIGURE
Figure: Digonostic Model At organizational level
The Performance Gap:
One method in the diagnostic process is to determine the
performance gap. This is the difference between what the
organizations could do and what it actually does. It is the self-
assessment gaps of actually four key areas: 1. Organizations
strengths 2. What can be done to take advantage of strengths
3.Organizational weaknesses 4.What can be done to alleviate
weaknesses. This gap may be the result of unproductive
performance by internal units or may emerge because of
competitive changes. A performance gap may also occur when the
organization fails to adapt to changes in its external environment.



Diagnostic Model:
To diagnose an organization, OD practitioners and members of organization need to have an idea
about what information to collect and analyze. Choices about what to look for again and again
depend on how organizations are perceived. Conceptual frameworks that people use to analyze
structure, culture, and behavior of organizations are referred to as diagnostic models. They
describe the relationships among different features of the organization, its context, and its
effectiveness. As a result, diagnostic models point out what areas need to examine.


















General
Environment
Industry
structure
Technology
Strategy Structure Culture
HRM Measurement System

Organizational
effectiveness
E.g.
performance
Input Design components
Outpu
t

Types of diagnostic models:

1. The Analytical Model
2. Socio-technical system
3. Force field analysis model

The Analytical model:
Analytical model is the model that is used for interdependent issues. Examine four characteristics
of departments such as, Degree of department structure, Time orientation of members toward
others and Interpersonal members direction toward goals. The models objective is to help
departments achieve integration.
Socio-technical model:
Model consists of two systems that are present in each and every organization. First is called
social system and second is called technical system. Social system is a system that consists of
interpersonal relationships. While technical system is consists of task, tools, and activities of
organization. The systems are interrelated. The diagnosis determines how the systems are
interrelated and what types of feedback is required between the subsystems.
The force field-analysis model:
Model that state Organizational behavioral is a balance
between forces working in opposite directions.
Restraining forces act to keep organization stable.
Driving forces act to change organization. When two
forces are equal, the organization is in quasi-stationary
state of equilibrium. Analysis of forces determines
which force to increase or decrease to bring about
change.


Conclusion:
In sum, the methodology of organizational diagnosis calls for the researcher to be competent in
the conventional use of social science tools ( observation, interviews, questionnaires and
archives) and to possess a refined theory and the related behavioral skills to enter, collect and
feedback information to complex systems.