Models of organisation Development

1. Models of organisation Development

2. Kurt Lewin,s Model • Organisations have internal equilibrium. • Hence it should be prepared before introducing any change. • Unfreeze and create motivation for change. • Introduce change to solve the organizational problem. • This change will move the organization to new equilibrium. • Stabilize at new equilibrium so that it does not go back to old position (Refreezing).

3. Unfreezing-Changing-Freezing • Unfreezing:- Creating the need for change, motivating people for change and minimising resistance to change. • Changing:- Transition from old behaviour to experimentation with new behaviour. • Re-freezing:- Stablising and integrating the change by reinforcing the new behaviour in all aspect s of organisation

4. Pressure on top management Intervention at tttthetop Diagnosis of problem areas Invention of new solution Experimentation with new solution Reinforcement from positive results Larry Griener’sModel (Sequential Stages) Stimulus on the power structure Arousal to take action Reorientation to internal problems Recognisation of specific problem Commitment to new course of action Search for results Acceptance of new practices Reaction of the power structure

5. Leavitt’s Model Structure Change in any sub system ends to have consequences for the other sub system Hence OD efforts should not focus on intended change but also effect of change on other systems Task Technology Change can be brought out in any sub system depending upon the diagnosis of the situation Planned change could be training of people, technological change, structural modification or task modification People

6. OD Action Research Process Key Executive perception of problem Data coll & preliminary diagnosis Joint problem diagnosis Consultation with behavioral scientist Feed back to the key client Data gathering after action Joint action planning Feed back to the client Action New data gathering as a result of new action New action planning New action Rediagnosis

7. OD Process • OD process starts with the perception of problem. • This sets the stage for intervention. • The change agent needs to be relatively free unbiased. • He gathers the data and then analyses them. • The change agent discusses the results with top management and identify the problem.

8. Standardised Diagnostic Process Accounts for • Back ground variables:- • Structural factors like design parameters, technology, working conditions etc. • Process factors like managerial practices, sanctions and reward system, leadership behaviour etc, • Employee related variables like attitude, expectation, work values etc.

9. Salient Issues in OD • Begins at top level of management and permeate the org till it reaches the lowest level. • Bring OD in such a way that you do not depend on consultant permanently. • Identify and define problem correctly as rest of the activities will depend on it. • Intervention will vary depending upon individual behaviour change and org behavioural change. • Evaluation of effectiveness is as important as identifying it.