Professional Documents
Culture Documents
KARUR
CHAPTER I
INTRODUCTION
Given the approaches to planned change: structure, technology and people change, a major
approach to people change is organization development (OD). Some organization development
programmers involve structural and technological changes also. It plans for a comprehensive
change where the organization moves to higher levels of performance with improved worker
satisfaction.
The need for OD arises because the organization itself needs to change. Changing people
through motivation and incentive programmes alone is not sufficient. OD helps organizations to
rapidly adjust to environmental changes. Not responding to change is not an option. It is
necessary for survival of the organization in the dynamic, competitive world.
It is the first step to initiate the organization development process where top managers or
departmental heads feel the need for change. Recognising some problem in the organization calls
for change. Problem is the end-result that requires application of OD. An outside consultant can
also be appointed to identify problems in the organization. The problem could be low sales, low
profits, poor employer-employee relations etc.
After the need for change is felt, the change agent assesses the problem by diagnosing the
present situation. It enables the organization development practitioners to analyse the real
problem.
The practitioners can interview people of the organization directly affected by the
problem situation.
Where organizational members do not want to disclose their identity in face-to-face
interviews, the practitioners use questionnaires where respondents answer the questions
in a common format.
The employees behaviour can simply be observed and this observation helps
organization development practitioners in diagnosing the situation.
Internal documents and reports also give information about problem area in the
organization.
The OD practitioner, thus, identifies the reasons for problems and collects relevant data
from the organization to diagnose the problem. The reasons for the problems should be
identified because reasons help in going to the root cause of problems.
If sales are low because of lack of publicity, advertising and sales promotion efforts can
help to solve this problem. All relevant data related to the cause of problem is collected
and analyzed to arrive at the optimum solution.
(III) IDENTIFICATION OF THE PROBLEM:
The problem having been diagnosed, the OD practitioners want all organizational
members to identify themselves with the problem. They make people realise that problem of the
organization is their problem. When people recognise the problem as their own, they actively
participate in initiating and implementing the change process to overcome the problem.
Members should identify the problem as their own and also accept the solution or own
the solution. The OD practitioners should facilitate both ownership and solution to the problem
by organizational members so that change can be smoothly implemented. If managers feel that
employees do not own the selected solution to the problem, they should first make them accept
the solution and then implement it.
Ownership occurs when people openly recognise that a problem exists, when they
accept their contribution to the problem or the impact it has on them, or when they commit to the
need to identify the problem and to do something about it. Action plan is devised which
determines goal of the OD programme, the approach for attaining these goals and sequence for
implementing the approach.
(V) IMPLEMENTATION:
When all organizational members agree to the problem and solution to that problem (that
is, they own the problem and the solution), changes are implemented. The desired organization
structure, its parts and their relationships are determined. The OD practitioner changes the
organization and trains people in the light of proposed changes.
(VI) EVALUATION:
The following techniques are used by organization development practitioners to bring planned
change:
Diagnostic techniques
Interaction-facilitating techniques
Diagnostic Techniques:
These techniques are used by practitioners to diagnose the problem of the organizations:
1. SURVEY FEEDBACK:
This technique of identifying the problem area and finding solution to problems is
applied when members do not want to verbally express their feelings. Group members list the
problem areas on a sheet of paper. The responses of members are consolidated in writing by the
group leader who presents the problems on the board. The members are again asked to identify
in writing, the problems in the order of priority.
The group leader again consolidates the list and arrives at consensus regarding the
problems to be solved in the order of priority. A similar exercise is repeated for finding solutions
to the problems. The problems are finally matched with the solutions and group members
interact with each other.
It identifies the driving forces which promote change and restraining forces which
restrain change in the organization. With the strength of each force, change can be introduced if
driving forces are stronger than restraining forces. Attempts are made to reduce the restraining
forces or convert them into driving forces.
These techniques enable the group members to interact and discuss the problem areas and arrive
at a solution to effect the change.
1. TEAM BUILDING:
The organization development consultant encourages team members to trust and increase
their level of openness with each other. Members share information known to them. The
information may be related to better pay structure, better working conditions or better employer-
employee relationships. Disclosure of more and better information enables the OD practitioner to
make better decisions to implement the planned change.
Team building helps the work groups to identify problems related to their tasks and plan
changes that will improve effectiveness of the tasks. It changes the way work is done and
redirects organizational resources in a way that results in their optimum utilisation.
In task role, he makes the group members conform to organizational standards and as
maintenance role, he fulfills their social needs of interaction and influence. If formal leader
cannot fulfill these roles, the OD consultant supplements his functions and carries out both the
roles. This is because he has referent and expert power over group members. He, thus, has strong
influence over group activities to promote organizational efficiency far beyond the corrective
range of formal leaders.
2. PROCESS CONSULTATION:
Process consultation includes a set of activities on the part of a consultant which helps
the client to perceive, understand and act upon process events which occur in the client
environment. Managers, thus, seek the help of consultants in knowing the effectiveness of
various organizational processes like communication, decision-making etc. These processes are
diagnosed, problems are detected and remedies are suggested.
Without spending much time on studying the organization, thus, managers seek the help
of OD consultants in knowing what is wrong in the organization and where. The consultant
provides challenging alternative solutions to the client (managers). The client considers these
alternatives and implements the alternative he thinks best for the organization.
(A) TRAINING:
Key managers assess their management style, compare it with the ideal style and improve their
styles through training to develop the organization. They develop skills like communication,
group decision-making etc. to improve from the existing management style to the optimum style
(9, 9).
The improved management style is applied to organizational activities and attempts are made to
improve employer-employee relations and develop team spirit amongst organizational members.
Whatever managers have learnt in training programmes is applied in actual work situations so
that features of 9, 9 management style are achieved.
(C) INTER-GROUP DEVELOPMENT:
Different work groups cooperate and together solve the organizational problems. Groups deal
with the problems which promotes group problem- solving and understanding of organizational
procedures.
Top managers frame new goals for the organization which can be achieved efficiently.
Organizational members seek to achieve the goals framed by top managers in organizational
goal-setting.
(F) STABILIZATION:
After accomplishing the above steps, the organization development practitioner analyses the
whole situation, stabilizes the positive points of the planned change process and improves the
areas which are not yet fully developed. Areas which need improvement are identified so that
organization is equipped to face environmental challenges and exploit environmental
opportunities.
The organization development programmes are long-term programmes and lot of time, money
and materials are tied in these programmes. Many OD programmes have not been able to achieve
the ideal situation. They have not been able to make people accept the need for change. They
failed as long-term strategy because people with lower-order needs are not motivated to accept
change. There have also been cases of wrong implementation of the OD programmes.
Three factors are identified by Evans for failure of OD programmes:
Management consultant group cannot tailor the programmes to the needs of the
organization.
They cannot model appropriate personnel behaviour in the programme.
They cannot motivate the employees and develop their higher-order needs to participate
in the OD programme.
Unless top managers realise that organization has some problem, change process cannot be
initiated. Support of top managers is necessary for other organizational members to accept the
need for change. If objectives of change are clear, right strategies can be framed to achieve the
objective.
Whether or not change is required can be known through extensive scanning of external
environmental variables and internal control system. Managers should recognise their strengths
and incorporate them in the organization development programme. This will enhance their
morale to implement the change process.
There should be clarity regarding elements of organization that need to be changed. These
elements could be structure, technology or people.
If change is planned, everyone will know when, how and by whom change will be introduced.
Change should be planned so that everyone accepts the change. Members of the organization
should be educated about why change is required.
They become aware of the need for change and become responsive to implement the change.
Managers should seek the support of human resource managers where changes are introduced in
employees behaviour, attitudes and development. The entire OD process should be managed
properly so that members have faith in these programmes.
Effective leadership ensures that everyone participates in the change process. Managers promote
group dynamics so that organizational members think and work collectively towards the
proposed changes. Involvement of leaders is necessary so that all the work groups are actively
involved in implementation of the organization development programme.
A major change programme can be effectively implemented through an outside consultant who
has the skills and knowledge to solve the major problems.
If organizational resources are strengthened, internal change agents will cooperate with the
external organization development consultants in implementation of the change process.
If at early stages, the organization development programme does not achieve the desired results,
workers will not be motivated to implement the change process. Early success, therefore,
motivates them to implement the change process. However, since these are long-term
programmes, enough time should be allowed so that results of OD programme are achieved.
Organizational climate is congenial where people freely communicate with each other and also
have faith in each other. Such a climate is conducive to effective OD programme. People
cooperate with each other in the hope that change will benefit them and the organization.
(ix) Measurement of Results:
Results should be measured by regularly obtaining data about the impact of change process on
organizational goals. This helps the OD practitioners to continue with the existing programme or
make changes in them.
As the study revolves around the reward system of the organization and in spite of
keeping serious and sincere efforts there are several limitations. There are as follows.
The information is collected by 100 employees only.
The investigation access to the staff was limited due to the shift system.
Information received from the respondents neither may not be accurate. So the received
information will not give a true and fair view of the actual position.
Due to time constraint, the research work has been undertaken within the stipulated time
of 3 weeks
Due to time limitation, sample size for the project study is limited to only 100
Employees.
CHAPTER III
RESEARCH METHODOLOGY
RESEARCH DESIGN
A Research design is simply the framework or plan for a study. The design may be a
specific presentation of the various steps in the process of Research. For this descriptive design
was used.
Descriptive research includes survey and fact finding enquiries of different kinds. The
major purpose of descriptive research is description of the state of affairs, as it exists at present.
In this method the researcher has no control over the variables. He / She can only report what has
happened and what is happening.
For collecting the primary data, the questionnaire method was employed. Each respondent was
given a questionnaire and they answered it and returned back in two weeks time.
Questionnaire: A Questionnaire has been prepared and distributed among the respondents
(employees) for both executives and non-executives.
SECONDARY DATA
For secondary data the researcher depends on various company records, websites and
journals etc. The secondary data is that which have been already collected by someone or else
which have been passed through statistical data can be categorized into two broad categories
named published and unpublished statistics.
DATA SOURCES
RESEARCH INSTRUMENT
For doing the survey research, structured questionnaire with both open ended and close
end equations were used.
DATA ANALYSIS:
The mode of survey was personal interview with the respondents during the filling up of
the questionnaire.
SAMPLING TECHNIQUES:
The sampling used for this study was probability sampling. Since the study is only meant
for certain specific categories within the total population, a stratified random sample
was used. Three groups of categories have been taken into account viz. students
professionals and general public.
SAMPLE SIZE
Percentage analysis and chi-square are used for analyzing the data collected.
No. of respondents
CHI-SQUARE ANALYSIS:
E = Expected Frequency
R = Number of rows
C = Number of columns
QUESTIONNAIRES
1. Name
2. Gender.
a) Male
b) Female
3. Marital status.
a) Married
b) Unmarried
4. Age.
a) Below 20 years
b) 21- 30 years
c) 31- 40 years
d) 41- 50 years
e) above 51 years
5. What is the highest level of education you have completed?
a) Below SSLC
b) Higher secondary
c) Graduate
d) post graduate
e) Profession
6. Occupation.
a) Agriculture
b) Government
c) Private
d) Business man
e) others
7. What is your average monthly salary range (in SRD)?
a) Below 10,000
b) 10001 -15000
c) 15001-20000
d) 20001-25000
e) Above 25001
9. No of family members.
a) Single
b) Two members
c) 5-6 members
d) Above 6 members
ORGANIZATION DEVELOPMENT
9. Management continuously
improves communication
between management and
staffs.
BUREAUCRATIC CULTURE
INNOVATIVE CULTURE
14. Top priority in my
organization is quality
performance
15. We have availability of
internal communication
strategy for example outlook
SAP etc.
16. In my organization encourage
for innovation