Effectiveness of Organizational Development Models

legalness of organisational phylogeny mock upsThis article shows the speciality of organisational study models in order with the example. In this article we comport discuss the comparison of third OD models mentioning their efficaciousness in order with example.The world is passing d unriv onlyed the turbulent clocks. Companies ar expanding their business, acquiring revolutionary enterprises, and going by dint of crucial turns, including outsourcing, downsizing, automation and so forthteraTomorrows world leave be dissimilar from todays, c solelying for crude organisational approaches. faces lead sine qua non to be adjusting to these alterations grocery store conditions and at the same date coping with the choose for a re refresheding rather than reactive drillforce. presidential terms argon never completely stagnant. External forces i.e. Government, Stockholders, Unions, Competitors, Suppliers, and Customers etc unremittingly affect the activities of th e arranging. Changing consumer livingstyles and proficient breakthroughs all act on the cheek to cause it to motley. Many of these pitchs argon forced upon the brass section, whereas others atomic number 18 generated internally. Because neuter is occurring so rapidly, there is a need for unfermented counselings to manage it. agreemental growth is a relatively recent invention. It started in the late 1950s when behavioural scientists steeped in the mother and engine room of group slashings attempted to apply that k at one condemnationledge to emend team federal agencying and intergroup relations in face. (French and Bell, 1999).Organizational cultivation (OD) is an masking of expressional science to organisational commute. It consists of a wide array of theories, servicees, and activities, all of which atomic number 18 oriented toward the goal of improving individual geological formations. OD focus ones on c befully be after approaches to changing or improving organizational structures and transitiones, in an attempt maximize organizational effectiveness.Background of StudyIn infix era of cut throat competition, ball-shapedization, erasing trade barriers, rapid innovation, advancement in tonic technology, reduction in crop deportment cycle and huge investment askments to last entry into industry increase the essence of formulating an effective strategy in an organization in order to gain a competitive edge in commercialize attitude. It is utmost Coperni stand for apiece(prenominal) and ein truth organization to be consistently competitive at the market place in order to save organization from entropy and require it possible for organization to constantly grow through application of Organizational Development concepts. Strategy is a comprehensive object to achieve organizational goals or strategy is a comprehensive master plan stating how the muckle/organization will achieve its mission and objectives. It is not only important for any firm to develop an effective organizational strategy except besides proper implementation and control mechanism is very all-important(a) for triumph. Organization strategy is the one of element among conglomerate(a) elements that whitethorn require OD interventions if not effective. According to Burke-Litwin model, organization may require starting signal order or second order salmagundi or may require two(First order and Second order changes). If OD interventions directed toward structure, systems, and counseling practice result in first order change, if interventions directed toward mission, strategy, leadershiphip, and organizational culture then result in second order change (French and Bell, Jr, 1999).Companies today ar exposed to very much much rapid changes than they were decades ago. This growing provides the reason to analyze approaches that back up to overcome inflexible, conservatively-managed companies and lead change initiative s successfully. (Kotter, 1996).Organizational Development is in play change in an organizational context. The study of models of plotted change facilitated the instruction of OD. Models and theories depict, in words or pictures, the important experiences of about phenomenon, describe those features as variables, and specify the relationships among the variables. (French and Bell, 1999).Corporate restructuring, strategies, and development models may be based on various factors viz. valet Resource Management, monetary revamping, International competitive market, post merger and acquisition etc. The globalization, commercialization, privatization, and deregulating have changed the whole scenario as much(prenominal)(prenominal) change has depart significant factor in business survival. This has brought far-reaching changes in sparing structures and patterns of organizations. The OD is acquiring increasing forethought as such it plays a key percentage in the description of r ecent developments. The institutions private or public instantly realize the recent trends and prospects and have started giving priority to OD. These organizations now lodge and act OD at their workplace by redefining its role in promoting efficiency and economic growth. The organizations, particularly those without strong change element argon in favor of encouraging the vigorous growth of OD in corporate governance. The organizations they do not under go measures to enhance their capabilities through plotted change by employing OD risk not just be marginalized solely also organism completely bypassed in the late global order. The organizations those face severe competition today argon completely hooked on behavioral interventions for organization improvement.Conceptual Understanding of the Organizational DevelopmentOrganizational Development (OD) bridges an organizations need for continuity and its need for growth. It helps the organization change to meet the changing deman ds of its internal and external environments (Culbert Reisel, 1971).Organizational development is a sup property and practice of bringing the planned change to organization. These changes ar usually designed to address an organization problem or to help an organization prepare for emerging. It is the one method of quickly bringing change, which focus on human and affable aspects of the organization as a way to improve organizations ability to adapt and enlighten problems.Organizational development is two a professional field of social action and an area of scientific inquiry. The practice of OD covers a wide spectrum of activities, with chew the fatmingly endless variations upon them. police squad building with top corporate trouble, structural change in a municipality, and job enrichment in a manufacturing firm are all examples of OD. ( e. e. cummings and Worley, 2005). distinct theorists have provided with their own definitions of organizational development. Some definit ions are Source descriptionPorras and Robertson (1992)Organizational development is a set of behavioral science-based theories, values, strategies, and techniques aimed at the planned change of the organizational work setting for the purpose of enhancing individual development and improving organizational performance, through the alteration of organizational members on-the-job behaviors.Cummings and Worley (1993)OD is a systematic application of behavioral science friendship to the planned development and reinforcement of organizational strategies, structures, and processes for improving an organizations effectiveness.Burke (1994)Organizational development is planned process of change in an organizations culture through the workout of behavioral science technologies, question, and theory.French and Bell (1999)Organizational development is a long-term effort, led and supported by top management, to improve an organizations visioning, empowerment, learnedness, and problem-solving processes, through an ongoing, collaborative management of organization culture-with special emphasis on the culture of intact work teams and other team configurations-using the consultant-facilitator role and the theory and technology of applied behavioral science, including action research.The gist of above definitions is summarized below stopping file and processes are the key areas of the ODSpecifically, OD encourages collaboration mingled with organization top managers and staff members in managing culture and process. team ups of all kinds are particularly important for accomplishing tasks and are targets for OD activities.OD focuses on the human and social side of the organization and in so doing also intervenes in the technological and structural sides.Participation and elaboration in problem solving and purpose do by all levels of the organization are hallmarks of OD.OD focuses on total system change and views organizations as difficult social system.OD practitioners are facilitators, collaborators, and co-learners with the client system.OD makes the client system effective so that the client systems solves its problem at their own and provide necessary coach / teaching in order to enhance the greetledge and skill level.OD relies on an action research model with extensive participation by client system members.OD takes a developmental view that seeks the feeler of both individuals and the organization. Attempting to create win-win solutions is standard practice in OD programs.In the 1970s, organization development evolved as separate field that applied the behavioral sciences in a process of planned organization-wide change, with the goal of increasing organization effectiveness. Today the concept has been enlarged to examine how the great unwashed and groups can change to a learning organization culture in a complex and turbulent environment. Organization development is not a step-by-step function to solve a specific problem but a process of fundamental change in the human and social systems of the organization, including organization culture. It is a process in a sense that a process is an recognizable relate until nowt moving toward some goal or end. Organization development is a journey, not a destination. It is an unfolding and evolving series of dapplets. every(prenominal) organization program is unique because every organization has unique problems and opportunities. notwithstanding all organization development programs are identifiable flow of interrelated events moving over time toward the goals of the organization improvement and individual development.Organization development is an organizational improvement strategy, which is about how hatful and organization function and how to get them to function better. The field is based on the have a go at itledge from the behavioral science disciplines such as psychology, social psychology, sociology, anthropology, systems theory, organizational behavior, o rganization theory and management to create trust, scatter conformation of problems, employee empowerment and participation, knowledge and discipline sharing, the design of meaningful work, co- carrying into action and co-ordination between groups and full use of human potential.Organizational Development can help groups and individuals improve various aspects of organizational life necessary for success, including culture, values, and systems and behavior. The goal of O.D. is to increase organizational effectiveness and organizational health, through planned interventions in the organizations processes, operations, and behavior. Most often, O.D. services are requested when an organization (or a unit within an organization) is undergoing a process of change.Organizational Development services can assist in having a positive mend on most, if not all, factors that contribute to high performance. These includeAccountabilityTeam interactionsStrategic planningSkill alignmentProfession al development strategiesEffective use of technologyWorkplace climateEmployee moraleA primary goal of organization development is to optimize the system by ensuring that system elements are harmonious and congruent. When organization structure, strategy, culture, and processes are not aligned, performance suffers. divergent organizations interventions focus on align the organization with environment demands. Organizations are examples of open systems, that is, system interacting with their environments. Many problems of organizations today emerge from rapid changes in environmental demands, threats and opportunities.The Growth and Relevance of ODOrganizations must(prenominal) settle themselves in increasingly complex and uncertain technological, economic, political, and cultural changes. The speedily changing conditions of last a few(prenominal)er years shown that the organizations are facing the unprecedented skepticism and nothing dead of a management revolution will save t hem. Globalization, information technology, and managerial innovation are the major trends which are shaping change in organizations.First globalization is playing life-sustaining role is the organizational life cycle. Organization is growing in the changing markets and environments. New governments, new leadership, new markets, and new countries are emerging and creating a new global economy. Companies in Russia, China, Hong Kong etc. are the examples of globalization.Second information technology has drastically changing the old business model and defining the new parameters of how knowledge is utilise, how work is performed and how to calculate the cost of doing business. Now the organizations are going for ERP, e-commerce, SAP etc. Amazon.com, E-Trade, are among many recent entrants to the information economy, and the amount of business world conducted on the Internet is projected to grow at double-digit rates for intimately over ten years.Due to revolution in information te chnology, electronic data interchange, a state of the art information technology application, few years ago, is now considered as routine business practice. Due to this revolution, organizations go towards downsizing and restructuring of the firms.Finally, information technology is changing how knowledge is used. Organization members now share the same key information that senior managers once used to control decision making.Ultimately, IT will generate new business models in which communication and information sharing is nearly free and easily accessible. deuce-ace managerial innovation has responded to the globalization and information technology trends and has speed up their impact on organizations. New organizational forms, i.e. networks, virtual corporations etc, provide organizations with divergent slipway of thinking about how the produced goods and deliver services. The strategic alliance, for example, has emerged as one of the indispensable tools in strategy implementati on. No single organization, not even IBM, Mitsubishi, or General Electric, can control the environmental and market uncertainty it faces.New methods of change, such as downsizing and reengineering, have drastically bring down the size of organizations and change magnitude their capacity, and new large group interventions have increased the speed with which organizational change can take place. OD practitioners, managers, and researchers surround that these forces not only are powerful in their own by rights but are interrelated.Organization development is the continuous process of improvement. As change is the continuous process so also to cope with such changes is necessary of organizations survive. As the time passes the new changes occur in the market dilemma. The organizations on their peak position need to agree their peak position and continuously improve to provide better benefits to their customers. Timely they have to adapt new technology, enter in to new markets, beat the competition etc.The organization development is not only for the failure organization but the successful organization also adapt new technology and innovations to maintain their success. Organization may face different problems in their different departments bid finance, management, marketing, production, sales and so on. So the OD consultant diagnoses these problems to provide solutions to that organization.Human resources our mess may be a large fraction of our be of doing business. They certainly can make the difference between organizational success and failure. We better know how to manage them.Changing nature of the workplace. Our workers today require feedback on their performance, a sense of accomplishment, feelings of value and worth, and commitment to social responsibility. They need to be much efficient, to improve their time management. And, of course, if we are to report doing more(prenominal) work with less lot, we need to make our processes more efficie nt.Global markets. Our environments are changing, and our organizations must also change to survive and prosper. We need to be more responsible to and develop closer partnerships with our customers. We must change to survive, and we fence that we should flame the problems, not the symptoms, in a systematic, planned, humane manner.Technological improvement Organizations from time to time innovate and create new technology for better product development and management of organization. Because in era of competition the managers overall circumspection is toward the proper management and allocation of resources.Models of Organizational Development and its EffectivenessOrganizations are facing continuous pressures due to change in global pace, economic and technological development and organization is making the same a feature of its life cycle. Every organization is going for development and directed at bringing about planned change to increase organizations effectiveness and efficien cy. Managers, generally, pioneer and implement the same with the help of an OD practitioner either from interior or outside of the organization.Organizations can use planned change to solve problems, to learn from experience, to adapt to external environmental changes, to improve performance, and to influence future changes.Organization Development (OD) covers all aspects of an organization its functional scope is very vast as such itFocuses on culture and processesEncourages collaboration between organization leadership and members in managing culture and process and makes it more efficient.Teams of various kinds are the target of OD.It focuses on the human and social side of the organization and in doing also intervenes in the technological and structural sides.Ensures participation and containment in problem solving and decision making by all levels of the organization, which is hall mark of whole process.Also focuses on total systems change and views organizations as complex social systems.It leads to a development that seeks the betterment of both individuals and the organization as a whole.The OD consultants/ practitioners therefore plays an important and vital role as such they are facilitates, collaborates, and co-learners with the client system. At the opening OD consultants seeks top managements commitment and consent to initiate the process.The major events in the process then includeSensingDiagnosingPlanningActions ratingAdjustments, andRepeatingOD is an iterative process, it a journey not a destination. The goal of OD consultants is overcharging to make clients systems able to solve their problems through learning and teaching self-analytical methods. OD in fact is not one time process rather it relies on action research model with uttermost(a) participation by client system members to bring sustainable growth. The knowledge base of OD is extensive, dynamic, and consonantly growing. Today the organizations prefer for holistic action plan as c ompare to linear or cyclic kind of interventions. The holistic approach presents a theory that the universe and especially nature should be viewed as interacting wholes rather than as distinct parts. This approach definitely caters to dynamic and most contemporary techniques for the planned change.There are numerous models and several(prenominal) recent theories those promises planned change.Few are highlighted belowKurt Lewins counterchange ModelThree represent theory of change was proposed by Kurt Lewin (founder of social psychology). ab initio the theory was presented in 1947 and since then a lot of changes has been taken place in the original work. Actually there are various models of change which are based on the Kurt Lewin model. According to Kurt Lewin, change in organization is commonly referred to asUnfreeze, transpose, and Freeze. Change entails moving from one equilibrium point to another(prenominal).Kurt Lewin model is useful to frame a process of change for state w hich can easily understand. Although this theory got so much popularity but it has been criticized for beingness too simplistic. The detailed explanation of each phase of the model is abandoned below point 1 UnfreezingUnfreezing is the first coiffure of Lewins Change Model. This stage focuses on the need for change and it is the starting point of change process. This stage emphasizes the importance of change and helps in moving move away from our up-to-date comfort zone. Change will not occur unless and until we understand the requirement of change. The more we feel that change is necessary, the more urgent it is and vise versa. When it becomes manifest that the organization requires a change then the adjoining step is to severalise the pros and cons associated with the implementation of change. For example it would be wise to proceed with the change if the pros add up the cons before you take any action. This is the basis of what Kurt Lewin called the Force Field Analysis . In field force analysis there are various factors related to the change. Some of the factors are in favor of change while others are opposing factors. A change cannot takes place unless the factors for change outweigh the factors against change. In the Unfreezing stage a department or an entire business moves towards demand for change. The Kurt Lewin Force Field Analysis is a helpful way to know this process and there are ample of thoughts of how this can be done. floor 2 Change or transmutationThe second stage of Lewins Change Model is a process of mutation which is the inner movement or journey we make in reaction to a change. In transition process the current states is unfrozen and movement is started towards the new state. Lewin argued that the second stage is often the hardest as people are unsure or even fearful. Basically in this stage people are not much aware about the benefits of change so they are in the process of learning about the changes and require time to unde rstand. In this stage people scan the environment for new relevant information and try to get a line new role model or mentor. People must have clear picture of the desired change so they dont lose sentiment of where they are heading. Using role models and allowing people to develop their own solutions also help to make the changes.Stage 3 Freezing (or Refreezing)The last stage of Lewins Change Model is freezing or refreezing. Once the change has been made, the next step is to freeze the change in order to establish stability. In this stage everything is going to settle down because people are in the process of accepting the new changes. Thus all the changes become new norms of the organization and people form new relationships. People will become satisfied with their routines but it will take time. Many people argue that there is no freezing because of dynamic environment in which things are changing very rapidly. Therefore there is always a continuous change and freezing has be come a chaotic process in which great flexibility is demanded. In this way unfreezing for the next change faculty be easier. Lewins tried to reinforce the change and ensure that the desired change is accepted and maintained into the future. Reinforcement is very important because people tend to go back to doing what they are used to doing.Effectiveness of Kurt Lewins Model of ChangeThere is lot of real life examples of Kurt Lewins Change model.Example 1 Continental flight pathBy applying the Kurt Lewins Change Model, Continental Airlines became Airline of the Year.The awards win by Continental so far include No. 1 Most Admired Global Airline from Fortune magazine (2004, 2005, 2006, 2007, 2008, and 2009), Airline of the Year by OAG (2004, 2005), Best Trans-Atlantic and Trans-Pacific Business Class among U.S. airlines by Cond Nast traveler (1999, 2000, 2001, 2002, 2003, 2004, 2005, and 2006), and many others.Video available at http//www.youtube.com/watch?v=7wxKv6K1-V0Following is the another example of Kurt Lewins Change modelBy doing attitude and satisfaction observe in the organization of all staff, management may come to know that the moral of the staff members is quite low and due to this risk of gum elastic is quite high. This may hinder the change process.Similarly when information is being delivered to the field, but negative events are continuing to occur, this may reflect to the management that the message is not being heard and some required changes are in order.During the unfreezing step generally most of the staff members and management are willing to change.Kurt Lewins model suggests that one of the best ways to motivate people to change is to first get people see the need for change. crimson when a change if for the persons long term health benefits such a ceasing a bad destructive habit, few people ever change because someone else tells them to. People generally need to see for themselves the need for change, for the atom smasher to occur, to provoke them to unfreeze.Educating employees in regards the pressures for change is a first step.Organization leaders will begin to highlight gaps between current and desired states and lay forward a vision as it needs to be. They further show up the change in terms of particular outcomes that the organization desired from its operation and employees and their belief and confidence that these changes are possible.Before installing a new way of operations, the existing system needs to be broken down.At this stage, the goal of change agent is to create a strong reaction. To get the relevant staff management participated and examining the status quo. Create an environment on which people are forced to seek out a new and better way to do things. To re-set the normal order of things to new highschool and standards.Tips to UnfreezeChange is necessary because the businesses, market or product are changing. Analysis should be carried out that what is required. Build an understanding .Existing status quo will be required to break down before developing new way of doing things.Guide the people to know and understand that the old ways cannot continue and prior poor results will be used. Message should be passed on. What, who, when, where, why and how changes and improvements are necessary.Regular and frequent communication lines will be open with all employees. In order to eliminate the barriers of change, open entry policy will be introduced with the aim to allow the employees to feel comfortable in sharing their concerns with the leadership.Remain open and honest with feedback to staff and continue to build solid interaction with the affected groups.Build a head partnership and support from management and understand and consider the needs of stakeholders.TransitionDuring the transition phase we aim to shift or alter the behavior of theThere are at least three planned change models that have been identified by Cummings and Worley (1997) Lewins change model, the action research model, and contemporary adaptations of action research.Kurt Lewins Change ModelOrganizational change can occur at three levels- and, since the patterns of resistance to change are different for each, the patterns in each level require different change strategies and techniques. These levels involveChanging the individuals who work in the organization-that is, their skills, values, attitudes, and eventually behavior-but making sure that such individual-behavior change is always regarded as instrumental to organizational change.Changing various organizational structures and systems-reward systems, reporting relationships, work design, and so on.Directly changing the organizational climate or interpersonal style-how open people are with each other, how conflict is managed, how decisions are made, and so on.Whatever the level involved, each of the three interventions is needed to make organizational members address the levels need for change, heighten their knowingness of their own behavioral patterns, and make them more open to the change process.Stage 1 UnfreezingThree ways of unfreezing an organization arei. Disconfirmationii. Induction of vice or anxietyiii. Creation of psychological safetyDisconfirmation or lack of confirmation. Organizational members are not likely to embrace change unless they experience some need for it. Embracing change typically means that people are dissatisfied with the way things are quality is below standard, cost are too high, morale is too low, or direction is unclear, for example.Unfreezing involves reduction those forces maintaining the organizations behavior at its present level. Unfreezing is sometimes accomplished through a process of psychological disconfirmation. By introducing information that shows discrepancies between behaviors desired by organization members and those behaviors currently exhibited, members can be motivated to engage in change activities.Induction of guilt or anxiety. This is a matte r of establishing a gap between what is current but not working well(p) and some future goal that would make things work better. When people avow a gap between what is and what would be better and more desirable, they will be motivated via guilt or anxiety to reduce the gap. however disconfirmation and induction are not enough to accomplish the unfreezing stage. One more process is necessary.Creation of psychological safety. To face disconfirmation, experience guilt or anxiety, and be able to act or move, people must accept that moving will not bring them humiliation or expiration of self-esteem. People must still feel worthy, psychologically safe. The consultant must be concerned with people not losing face and must take car that when people admit that something is wrong they will not be punished or humiliated.Stage 2 Moving (Changing)The second step, movement, involves making the actual changes that will move the organization to another level of response. On the individual le vel, we would expect to see people behaving differently, perhaps demonstrating new skills or new supervisory practices. On the structural level, we would expect to see changes in actual organizational structures, reporting relationships, and reward systems that affect the way people do their work. On the climate or interpersonal level, we would expect to see behavior patterns that indicate greater interpersonal trust and openness and less dysfunctional interactions.There are two main processes for accomplishing this stage appointment with a new role modelScanning the environment for new informationIdentification with a new role model, mentor, boss, or consultant to begin to see things from that other persons point of view. If we see another point of view operating in a person to whom we pay attention and respect, we