Professional Documents
Culture Documents
DEVELOPMENT
Dr Bhavana Adhikari
TEST
YOURSELF
1. Which of the following best describes
organizational culture?
A. Geographic location of the workplace
B. The collective behaviors of individuals
within an organization
C. Organizational procedures, manuals and
dress codes
D. Superficial details indicating how things
are done
2. Which of the following has the most
significant influence on the formation of an
organization’s culture?
A. Union representatives and bargaining
agreements
B. HR policies and procedures
C. The organization�s approach towards
total rewards
D. The industry, environment and leaders of
the organization
3. Which of the following best describes
why it is so difficult to change
organizational culture?
A. People are likely to keep their belief
system even if data contradicts it
B. Senior management will not support
changes when a company is performing
successfully
C. It is costly to update all the policies and
procedures
D. Supervisors lack good communication skills
4. Which of the following is key to look at
when diagnosing the organization�s
current culture?
A. Recruiting methods
B. Practices and behaviors
C. Employee benefits
D. Other organizations in a similar industry
What is the desired outcome of a gap
analysis?
A. A strategy for communicating the changes
B. A detailed picture of the current situation
C. A realistic picture of where the
organization wants to go
D. A plan that leverages things that are
working well and addresses issues that need
to be changed
Which of the following is most accurate
when planning to communicate the
change?
A. Provide different messages to different
audiences over several months
B. Don’t over-communicate as it could lead
to confusion and frustration
C. Ensure all communications are sent
directly from the change agent
D. Communicate multiple times using
multiple communication channels
WHY DOES ONE ORGANISATION
FAIL WHILE OTHER SURVIVES AND
EXCELS
?
ORGANISATION DEVELOPMENT
Planned , systematic approach to change
organisation wide
health through
planned interventions in orgn
Domestic
the 21st century
Faster
Technology
Changing Consumers
New Products
Lifestyles
Technology/
Trends
Processes
Evolution of OD
Result
New Encounters
Adjustment to 1.Performance
employee organisation
cultural norms 2. Commitment
expectations culture
3. Obtain goals
Basic Responses to
Socialisation Process
Creative
Rebellion Conformity
individualism
Rejection Acceptance of
of all only pivotal Acceptance
values and values and of all values
norms rejection of all and norms
others
Creative individualism is the ideal behaviour for a healthy and effective orgn
but it is very difficult for a newcomer to differentiate b/w pivotal and
periheral norms
MODEL FOR OD – 5 STAGES
Stage 1
Anticipate
need for
change
Stage 2
Stage 5 Develop the
Self Renewal, practitioner
monitor and client
Stabilize relationship
Stage 3
Stage 4 The diagnostic
Action Plans, phase
Strategies and
Techniques
Stage 1: Anticipate need for change
•Felt need
•Sensitivity to changes in environment
Stage 2: Develop the practitioner
client relationship
Hyper turbulent
Renewing Reactive
Transformational
Environmental
Stability Satisficing Sluggish Thermostat
Stable
High Adaptive Orientation Low
Sluggish-Thermostat Management
•Orgn that resists change till cost
tradeoff favour it
•Low risk, formalised procedures and a
high degree of structure and control
•Tendency to value tradition, value
seniority over performance
•May lead to problems in the long run
•Auto industry
For some orgn slowness to to adapt to
changes comes from success rather
than failure
Satisficing Management
•Centralised decision making
Information OUTPUTS
Equipment
TRANSFORMATION
Facilities PROCESS Products
Materials Goods
Money Services
People
Technology
FEEDBACK
FROM
ENVIRONMENT
Employees
Departments
and Manages
Orgaanisation as an open system Customers
Investors
Govt
• Apply the systems model to
i) Service organisation
ii) Manufacturing organisation
• An organisation is viewed as an open
sociotechnical system of coordinated
• human and
• technical activities
Approaches to a socio technical system
“Short wall”
“Long wall”
•OT
•OD
Organisational Transformation and
OD
•Difference between OT and OD centres on the
magnitude and speed of change
•OD focuses on
•Unfreezing
•Moving
•Refreezing
Action Research Model
1. Problem identification
1. Initiate an inquiry
• External
• Internal
EXTERNAL PRACTITIONERS
•Referred to as consultants
•Advantages
• Higher degree of influence and
status
• Less in awe of power wielded by
orgn members
• Tend to have more independent
attitude and risk taking inclination
EXTERNAL PRACTITIONERS
•Disdvantages
• May not be familiar with
culture,power dynamics etc
• Problems gathering information
• Lack of trust
INTERNAL PRACTITIONERS
•Advantages
• Familiar with culture and
acceptable norms
•Disadvantages
• May lack adequate trg and skills
• May not have power
• Taken for granted
• May be more accomodating
• May not have adequate time if
handling other responsibilities as
well
EXTERNAL INTERNAL
PRACTITIONER TEAM
OD PRACTITIONER STYLES
• Two dimensions
• Accomplishing goals i.e.
effectiveness
• Degree of emphasis on
relationships and participant
satisfaction i.e. Morale
OD PRACTITIONER STYLES
High Cheerleader Pathfinder
M
O
R
A Persuader
L
E
Stabilizer Analyzer
Low
Low Effectiveness High
OD PRACTITIONER STYLES
• Stabilizer
• Neither effectiveness nor
participant satisfaction
• Practitioner maintains low profile
• Cheerleader Style
• More concerned with participant
satisfaction
• Practitioner seeks warm working
relationship
• Minimizes confrontation and
maintains harmony
OD PRACTITIONER STYLES
• Analyzer Style
• More concerned with efficiency and little concern
for participant satisfaction
• Pathfinder Style
• High degree of effectiveness and high degree of
member satisfaction
• Pathfinder Style(Contd)
• Pathfinder style focuses on six processes
i) Communication
ii) Member role and functions
iii) Group problem solving
iv) Group norms and growth
v) Leadership and authority
vi) Intergroup cooperation and competition
FORMING PRACTITIONER-
CLIENT RELATIONSHIP
PRACTITIONER- CLIENT
RELATIONSHIP
i) Practitioner
Practitioner Style
and Approaches
Target
Client Systems organisation’s
expectations and readiness for
Values change
Developing a trust relationship
High
Charismatic Consensus
Open to Open to
others but others
reject Accepts
Open to responsibility responsibility
others
shares
ideas Practitioner Client Relationship
and
feelings
Apathetic Gamesmanship
Closed to Closed to others
others but accepts
Reject responsibility
responsibility
Low
Low Accepts personal High
responsibility for own behaviour
Apathetic mode
•Psychological contract
iv) Schedule
3) Confidentiality of information
…………………………………..
Red flags in Practioner- Client
relationship
1) Level of Commitment to change – May be low or
may be verbally expressed but incongruent with
actions