ORGANIZATIONAL DEVELOPMENT AND CHANGE MANAGEMENT; A CASE STUDY IN TLO NGO

BY: Ibrahim Chakari

Department of Business Administration KARDAN INSTITUTE OF HIGHER EDUCATION, KABUL

July 2012

ORGANIZATIONAL DEVELOPMENT AND CHANGE MANAGEMENT; A CASE STUDY IN TLO NGO

KARDAN INSTITUTE OF HIGHER EDUCATION

Submitted by: Ibrahim Chakari Registration No: ???-??????? Supervised by: Mr. This project report is submitted in partial fulfillment for the award of degree of Bachelor of Business Administration

Department of Business Administration KARDAN INSTITUTE OF HIGHER EDUCATION, KABUL

July 2012
2

Project Approval
The undersigned certify that they have read the following project report and are satisfied with the overall performance and recommend the report to the Faculty of business Administration for acceptance. Project Report Title: ORGANIZATIONAL DEVELOPMENT AND CHANGE MANAGEMENT; A CASE STUDY IN TLO NGO Submitted By: Ibrahim Chakari Registration #: ???-???????

Bachelor of Business Administration Term: (D) Management Specialization _________________________________

Name of Discipline

_Muhammad Shahid Shams_______

Name of Supervisor

Signature of Supervisor

______________________________

_Dr. Sayed Umar Farooq__________

Name of Head of the department

Signature of Head of the department

______________________________

_Prof. Anwer Shakeel Usmani______

Name of Vice Chancellor

Signature of Vice Chancellor

______________________________

Date:

Declaration
I am Ibrahim Chakari Son of ??????? Registration # ???-???????

Student of Bachelor of Business Administration at Kardan Institute of Higher Education Kabul, Afghanistan do hereby declare that the Project Report titled as ORGANIZATIONAL DEVELOPMENT AND CHANGE MANAGEMENT; A CASE STUDY IN TLO NGO. Submitted by me in partial fulfillment of BBA (Hons.) degree. It is my own work, and has not been submitted or published earlier. I also solemnly declare that it shall not, in future, be submitted by me for obtaining any other degree from this or any other university or institution.

Signature: _______________________________
Ibrahim Chakari

Name: __________________________________ Date: ___________________________________

Acknowledgement
Many have contributed to make this report possible. This research was not possible without the inputs of Mennonite Economic Development Association (MEDA). In reality the most difficult job i.e. the data was collected from three different villages. I am greatly indebt to them for their contribution. Also, I am thankful from the Horticulture department of MEDA for their inputs and contribution. They are the ones who provided information for this study and contributed through their inputs. This Report has been prepared based on my study and findings while I was researching. Preparing this report was one of my dreams that I achieved after completion of my studies in the field of Management. Finally this project has enhanced my analytical concept and sense of observation. I am grateful to Mr.Muhammad Shahid Shams Assistant professor, who is the head of economic department, Kardan Institute of Higher Education for his worthy instructions and valuable suggestions that I could complete this report. Finally, I would thank Kardan Institute of Higher Education for providing me the opportunity to do my BBA in the full educational environment with the talented and most experienced lecturers, who enhanced my capacity in this field and made me able to do this research. I hope the readers of this report will continue to favor me with their comments and suggestions for its improvement, which shall be most welcome. Sincerely, Razia Shamal

Executive Summary
This study is conducted to addresses the role of Agro Silvo Pastrol system in enhancing women entrepreneurship in Afghanistan and more specific in Parwan /Kabul and provides some practical recommendations, which hopefully will be useful for planners and practitioners struggling with the challenges of economics. Women Entrepreneurship is fairly a new and emerging concept; the researcher reviewed various research articles, research dissertations, various Internet sites to analyze the detailed relationship between the women entrepreneurship and the role of Agro Silvo Pastoral System in Afghanistan. Agro Silvo Pastoral System is the system which facilitates woman entrepreneurs here in Kabul, this system is all about to get maximum outcome from minimum input and how the people living in rural areas can be benefited from all those the surroundings of them like, how can they be benefit from their lands, animals and trees. Population of this study is composed of the women Entrepreneurs who started their new business and encouraged by the successive trainings of MEDAs project in Parwan in three villages namely Laghmani, Dasht Opian, Balaghel. There has been a total of 600 women Entrepreneurs as the beneficiaries for Agro Silvo Pastrol System project in all three villages in Parwan /Kabul. After a depth analysis the researcher found the following problem: Some of them dont have this opportunity to contract with the whole sellers and shopkeepers and sell their products to them so thats why they have to visit different shops or choose location in the market to sell their products, this has create a problem of transportation and lack age of male workers who carry the products to the specific locations that can be sell out. The other Problem that 20 % of the females have in this sector is that the people of their

surroundings talk bad things about them, and they are considered as shameless women because they visit the shopkeepers and talk to strangers, and this bad phenomena of the 6

people have made them not to go for such type of projects, because the main thing in the businesses is marketing and they are not allowed to step out of their houses for the marketing, thats why mentally they are disturbed. Some of their husbands are not supportive to them, and their husbands want to produce Optimums since it has the highest income for them and it made a disagreement between the husband and wife what ever that their husbands take decisions, they have to go for that. Some of them dont want their wives to work in the field since they dont want their women to step out of the house and its considered that those men are zee less that their wives work for them, and bring income for them, may be because that man doesnt have the power to bring sufficient income for the family, thats why he has taken the wife out to bring the income for the family, and this thinking doesnt allow them to let their wives to go for a business, 2 % of the women entrepreneurs didnt get the proper training form the training Another problem that they have is this that they dont have access in the high technology, and using the high technologies can make their work easier since they dont have it. The researcher found that Agro Silvo pastoral system has increased their production, since form a small piece of land they can get a large number of products using this system as well as they using this system they can take benefits from their animals which can give milk and their skin can be used for the selling propose and personal uses. There has been a total of 600 women Entrepreneurs as the beneficiaries for Agro Silvo Pastrol System project in all three villages in Parwan /Kabul. Their main Occupation in Parwan is Agriculture and Horticulture, not the other parts of the system as its mentioned in Agro silvo Pastoral system, since they have plenty of land and resources and good weather for agriculture and this way they can produce veggie products and sell it to the whole sellers and the shopkeepers who visit them in their fields. At the end of the whole sincere effort, now the researcher would like to recommend that these women should be provided the new technology and modern systems so that they feel much convenient in their works and get more profit from their business and their business should be extend abroad and they should export their products to other countries, by cleanliness and using the modern packing system 7 and since its a male dominate country so mostly the women are not given the authority to take any decision, and

and using the modern business techniques, these women should be introduced to the other business men who import and export the products.

Table of Content
PROJECT APPROVAL.......................................................................................I DECLARATION............................................................................................... II ACKNOWLEDGEMENT...................................................................................III EXECUTIVE SUMMARY..................................................................................IV CHAPTER #1 INTRODUCTION........................................................................1 CHAPTER #2 REVIEW OF RELATED LITERATURE.............................................2 THE 3 STAGES OF ORGANIZATIONAL DEVELOPMENT .....................................19 SIX ROLES OF A LEADER DURING CHANGE.....................................................34 CHAPTER #3 METHODOLOGY.....................................................................35 CHAPTER #4 ANALYSIS AND FINDINGS.......................................................36 CHAPTER #5 CONCLUSIONS & RECOMMENDATIONS....................................36

LIST OF ACRONYMS
ASPS Agro Silvo Pastoral System AWBC Afghan Womens Business Council CBRM Community-Based Resource Management Grants Program CDC Community Development Council LF Lead Farmer 8

HQ Headquarters MEDA Mennonite Economic Development Associates M&E Monitoring and Evaluation NEPA National Environmental Protection Agency NSP National Solidarity Program TTGG Through the Garden Gate VF Village Facilitator UN-Habitat United Nations Human Settlements Programme, USAID United States Agency for International Development

Chapter #1 Introduction
1.1. Background of the study

1.2. Agro-Silvo-Pastoral System Management

1.3. Objective of the study

1.4. Problem Statement

1.5. Significance of the study

1.6. Limitation of the study

1.6. Scheme of the Project

Chapter #2 Review of Related Literature

2.1. Introduction
The Organizational Development (OD) tradition is a practitioner-driven intervention-oriented approach to effecting organizational change via individual change, with view to increasing effectiveness. It is implemented within a problem-solving Organizational Development, places a heavy accent on survey-based problem diagnosis and subordinates people to a vision of the future. Commitment-based strategies of effecting change assume that the impetus for change must come from the bottom up, whilst compliance-based strategies involve the creation of behavioral imperatives for change. From the beginning of time, it is probable that humanity has tried consistently, though imperfectly and with notable exceptions, to improve the lot of life. There are many examples from religious literature of the use of consultants in making decisions. One common to many religious traditions is the consultation of Moses with his father-in-law, Jethro, to improve the organization of the large numbers of Israelites escaping from Egypt. Mohammed, also, had his consultants, and one could argue that the 12 disciples served as consultants to Jesus. So, as we look at the roots that led to the formation of Organizational Development, we have a limitless number of options from which to draw. Even when exploring the history of Organizational Development, one has difficulty, as with any history, in identifying exactly how the field emerged and developed. In a recent Web chat about the history and origins of the Organizational Development field with practitioners and theoreticians who had been around and involved when Organizational Development emerged, everyone had a different memory, including those who were in the same room at the same time! So it is difficult to argue that there is a single source of the field of Organizational Development. What is interesting to note is that almost everyone remembers Organizational Development as emergingthat no one set out to create a new field, but the important concepts and tools that were to make up the field of Organizational Development emerged as people were simply trying to do their jobs better.

Organizational Development is depends on analysis and identification of the factors that conclude the effectiveness of the organization. Organizations and managers are willing to get employees commitment, which leads to improve the Organizational Development productivity. Management would like to intrOrganizational Developmentuce employee with norm, values and objectives of the organization which is importance to understand the organizational culture. It is the responsibility of the management to intrOrganizational Developmentuce the organizational culture to its employees that will assist the employees to get familiar with the system of organization. Management must try to always keep learning environment in the organization. Proper understanding of organizational culture should leads towards improvement of employees performance. As per Organizational Developmentis concerned, employees performance consider as a back bone for the industry. So organizations wants to get the loyalty of their employees towards organization.

2.2. Assumptions about Organization Change

In the following we review some of the basic assumptions underlying the kind of Organizational Development that is currently widely taught and found in Organizational Development textbooks, what we label in this article Diagnostic Organizational Development. This is followed by a description of some of the current organizational change and consulting practices that we believe point to the rough outlines of a new, Dialogic form of Organizational Development. We then contrast some of the basic assumptions about people, social systems, and change found in Diagnostic and Dialogic Organizational Development. We discuss why these newer practices should still be considered Organizational Development despite their differences with some of the original, foundational premises, specifically the ways in which Dialogic Organizational Development adheres to the original values and aspirations of the field. In the last sections, we identify some of the common features in various forms of Dialogic Organizational Development practice and then discuss some of the implications associated with these developments for research, practice, and teaching.

2.3. Foundational Assumptions of Diagnostic Organizational Development

The original formulation of organization development has a strong positivist orientation based in mid-20th-century social science. Many of the founders of Organizational Development were professors at highly ranked universities with strong research orientations like the Massachusetts Institute of Technology, Michigan, Yale, University of CaliforniaLos Angeles, Boston University, and Case Western Reserve. The classical Organizational Development approach to action research as a data-based change meth Organizational Development presumes the existence of an objective, discernable reality that can be investigated or researched to Organizational Development produce valid data and information to influence change. In the first part of Lewins famous dictum, no action without research and no research without action (Marrow, 1969), he meant empirical research about the system should precede attempts to change it. Many of the founders of Organizational Development argued that one of the core tasks of a change agent is the creation of valid data (e.g., Argyris, 1973; Beckhard, 1969; Bennis, 1969). Valid data are assumed to reflect or mirror an underlying objective reality, a deeper structure that underlies the surface things Organizational Development consultants and people see. This commitment to Empirical, scientific inquiry may well be why Organizational Development is one of the few fields of consulting practice to also be recognized as a scholarly discipline. Very few recognizable fields of business or organizational consulting have resulted in that; there are not many, if any, masters degrees in Total Quality Management or process re-engineering, for Example. In many writings and virtually all Organizational Development textbooks (e.g., Brown & Harvey, 2005, Cummings & Worley, 2009; McLean, 2005), the purpose of this data gathering is described as diagnosisthe organization exists as an entity that needs examination prior to prescribing remedies. Diagnosis is a highly desirable, if not essential, precursor for informed and effective organization development and change . . . interventions (McCulloch & Cronshaw, 2008, p. 89). That formulation links with another element of classical Organizational Development, the emphasis on the organization as an open or living system.

One of the impetuses to the rise of Organizational Development was the emergence of open systems theory (Katz & Kahn, 1966; Von Bertalanffy, 1967) and the contrast of this organic metaphor with the more mechanistic, scientific management view of organizations prevailing prior to the 1960s (Burns & Stalker, 1961; Morgan, 2006). Regardless of whether one might argue that Organizational Development still treats organizations mechanistically, in foundational Organizational Development theory and contemporary writings, organizations are viewed as adapting to their external environment just as groups and people inside organizations adapt to their environment. One of the first books in the classic Addison Wesley Organizational Development series in the late 1960s was a version of Lawrence and Lorschs (1969) seminal work on organizations as open systems. Early formulations of Organizational Development are virtually all based on positivist open systems premises, which continue to be prominent in Organizational Development treatises and textbooks. When viewing organizations as if they are like living systems, it makes sense to build Organizational Developmental of optimal organizing in a given environment and compare a given team or organization to them. It also makes sense to assess them against standards for healthy organizations and to prescribe interventions or treatments based on an objective diagnosis.

2.4. Assumptions and Values Underlying Organizational Development

2.4.1. Dealing with individuals
Most individuals want to develop their potential and have drives towards personal growth and development if provided with supportive and challenging environment Most people desire to make, and are capable of making, a higher level of contribution to achieving organizational goals than is normally permitted. Implication for managers: Ask, listen, support, challenge, encourage risk-taking, permit failure, remove obstacles and barriers, give autonomy and responsibility, set high standards, reward success.

2.4.2. Dealing with groups

One of the most relevant reference-group for individuals is the work group, including peers and boss. Most people desire to be accepted, and interact with one or more small reference groups. Most people are capable of making greater contributions to the groups effectiveness and development. Implication for managers: Let teams flourish; leaders should invest in groups/teams; adopt a team leadership style rather than a one-on-one style; actively engage group members to help leader in decision-making and problem-solving, by training them up suitably; help group members to deal with both positive and negative feelings; solve problems through mutual interactions. One feature common to 'task alignment' and Organizational Development is the opening up of blocked communication channels in order to allow ordinary members of an organization to contribute their knowledge and ideas which are different from, and in particular respects often superior to, those of top management who are not so intimately involved. Organizational Development protagonists argue that this has a two-fold effect: not only getting new information into the management structure which improves decision making, but also generating increased commitment and motivation by the very process itself of improved communication and participation. This is j u t one of a number of assumptions about the relationships between organizations and the people in them which underlie Organizational Development. Table 1 gives a much fuller list of these core Organizational Development assumptions. They are very important in understanding the approach of Organizational Development since they represent the values held by those who practice this range of change with Organizational Developments.

2.5. Assumptions underlying Organizational Development activities regarding Individuals

Generally, people have needs for personal growth and development. These needs are most likely to be satisfied in a supportive and challenging environment. Most workers are underutilized and are capable of taking on more responsibility frothier own actions and of making a greater contribution to organizational goals than is permitted in most organizational environments. Therefore, the job design, managerial assumptions, or other factors frequently de motivate individuals in formal organizations.

2.5.1. Regarding People in Groups

Groups are highly important to people, and most people satisfy their needs within groups, especially the workgroup. The workgroup includes both peers and the supervisor and is highly influential on the individual within the group. Work groups, as such, are essentially neutral. Depending on its nature, the group can be either helpful or harmful to the organization. Workgroups can greatly increase their effectiveness in attaining individual needs and organizational requirements by working together collaboratively. In order for a group to increase its effectiveness, the formal leader cannot exercise all of the leadership functions at all times and in all circumstances. Group member can become more effective in assisting one another.

2.6. Why Study Organization Development?

To build upon and maintain the culture, capacity, capability and processes required to achieve NHS Barnsleys strategic vision.

2.6.1. Initiative 1: Culture

Ensuring that NHS Barnsley is an organization in which the culture reflects the core values of the staff whose behaviors demonstrate its core values.

Indicators of Success All Board members have up to date Personal Development Plans (PDPs) using NHS Institute and Institute of Director Competencies. Planned program of Board development sessions reflecting WCC competencies. Planned program of joint Executive development with partner organizations. Cultural assessment of NHS Barnsley. Personal Development Plans for all NHS Barnsley leaders reflecting WCC competencies. Full suite of leadership program which reflect WCC competencies. Clear and robust clinical engagement leadership. Maintenance/improvement of current Staff Survey results. Dedicated Director of Professions (including DNS role) and Medical Director in post.

2.6.2. Initiative 2: Capacity

Creating the organizational capacity to deliver the Commissioning Strategy, by concentrating on the availability of the workforce including such issues as recruitment and retention and workforce planning. Indicators of Success HR Strategy in place. Workforce Plan for the Commissioning organization completed. Workforce implications routinely included in service development. Organizational Development requirements routinely assessed as part of service development. Maintenance/improvement of current Staff Survey results.

2.6.3. Initiative 3: Capability

Recognizes the key capability gaps in skills, knowledge and competence identified as necessary in order to achieve organizational goals, setting out how they will be resolved both at organizational and individual level. Indicators of success Annual review process for Governance Committees take due account of WCC competencies. Learning and Development plan in place for the Board. Planned programme of Board and Governance Committee development sessions reflecting WCC competencies. Commissioning staff have KSF outlines, PDPs and can evidence continuous professional development linked to WCC competencies. Knowledge Management Specialist in post.

2.6.4. Initiative 5 ensuring a healthy workplace and a healthy workforce

Considering the built environment, the way staff uses the space and the technology to be deployed. In addition providing for a holistic approach to workforce wellbeing. Indicators of success Fit for purpose accommodation. Agreed ways of working which are both effective and efficient and valued by staff. The use of new technology which complements the new ways of working. A program of joint development sessions for all commissioning staff. Workplace Well Being Initiative implemented with high uptake by staff. Maintenance or improvement in job satisfaction measured through the Staff Survey

2.7. Organizational Change

The process of Organizational Development identifies areas of company operations where change is needed. Each need is analyzed, and the potential effects are projected into a change

management plan. The plan outlines the specific ways in which the change will improve company operations, which will be affected by the change and how it can be rolled out efficiently to employees. Without Organizational Development as part of change management, a company would have a difficult time developing effective change management programs.

2.7.1. Growth
Organizational Development is an important tool in managing and planning corporate growth. An Organizational Development analysis brings together sales projections and consumer demand to help determine the rate of company growth. This information is used to alter the company business plan and plan the expansion and use of company resources such as personnel and the distribution network to accommodate future growth.

2.7.2. Work Processes

When a company is involved in organizational development, it analyzes work processes for efficiency and accuracy. Any quality control measures required to attain company standards are put in place. Evaluators analyze duplicate process, or processes that can be combined for greater efficiency, and develop and implement detailed plans on how to improve company methOrganizational Developments.

2.7.3. Production Innovation

Product innovation requires the analysis of several kinds of information to be successful. Organizational Development is critical to product innovation because it can help analyze each element of product development and create a method for using it effectively. Some of the processes that come together in Organizational Development to assist in product innovation are competitive analysis, technology development, consumer preferences, and target market research, manufacturing capabilities analysis and patents and trademarks.

Events that Shaped the Field of Organization Development

2.8. Classical Organizational Development

Organizational Development is generally considered as a post war response to the dehumanizing effects of scientific management practices (Taylor, 1911; Gantt, 1929; Fayol, 1949) where workers were small cogs in the well oiled machinery of organizational bureaucracies. Work was fragmented into small tasks, designed and monitored scientifically by the management often through time and motion studies (Gilbreth, 1911). Workers Themselves had no autonomy and were easily dismissed if there was any dissent. The humanistic approach of Organizational Development began to replace the machine metaphor of Organizations with natural images of body and health and drew on the behavioral sciences to suggest how people, systems and technology could be organized in a more effective and humane way. The key strands of work that form the core of classical Organizational Development relate to new humanistic values, training and development, employee feedback, systems thinking and action research.

2.8.1. Root 1: The Human Relations Movement

The first important legacy that still distinguishes Organizational Development from general change management consultancy is its underpinning humanistic values: respect for human dignity; integrity; freedom; justice and responsibility. Psychologists and social scientists concerned with the alienation of workers brought a strongly valuesdriven approach to the study of leadership, management and motivation. OD recognized the potential of motivated people in organizations, a trend that has become increasingly important in the knowledge economy where individuals represent talent and human and intellectual capital. Rising post war social aspirations provided fertile ground for these new values as well as ODs second important legacy.

2.8.2. Root 2: Training and Development

Early OD from UCLA (West Coast OD) focused on personal development and growth and a strong belief that effective individuals would inevitably lead to effective organizations. Attention gradually shifted to relationships, teams and intergroup dynamics. In 1945 Kurt

Lewin founded the Research Centre for Group Dynamics at MIT and two years later the National Training Laboratories (NTL) was established where individuals were encouraged to explore their own effectiveness and impact on others through the T group. This ability to build effective relationships remains a key competency in many organizations today.

2.8.3. Root 3: Employee feedback

Rensis Likerts introduction of the employee survey at the Detroit Edison Company in 1947 paved the way for employees to have a voice in the workplace and a say in how they were managed. Employee involvement and participation has been an ongoing OD legacy becoming particularly important throughout the empowerment' and delivering of the 90s. Meanwhile the staff survey is currently enjoying popularity as a measure of employee engagement as well as providing an opportunity to benchmark against other organizations.

2.8.4. Root 4: Action research and change

Organizational Development today tends to be associated primarily with change. At its heart lies action Research: cycles of data gathering, analysis, action or change, reflection and evaluation. The Organizational Development cycle (Kolb and Frohman,1970) of contract and entry, data collection and analysis, data feedback and negotiation of interventions, action and evaluation built on these principles. Early action research and action learning, however, were rooted firmly in the positivist experimental tradition and classical Organizational Development change was rational and orderly: top down; planned; linear; whole system and data driven. Lewins unfreeze change and freeze formula is a good example of linear, logical change that might occur in a closed system.

2.8.5. Root 5: Systems thinking

Much management and economic thinking has been informed by the 19th century theory of closed equilibrium systems, borrowed from physical and mathematical sciences. The perception of organizations as closed entities with impermeable boundaries gave an illusion of rationality and predictability to management and strategy formulation. Open systems theory recognized organizations as living Systems with a permeable boundary to the environment.

2.9. The field of organizational development

The field of Organization Development (OD) is focused on improving the effectiveness of organizations and the people in those organizations. The nature of organizational change is very much at the core of working in the field of OD. The educational process of the field of organization development has focused on developing consultants (external and internal). These consultants work with organizational leaders toward improving the health and well being of their organizations. Even OD membership organizations have been focused on serving practitioners who work with organizational leaders. Academic programs have proliferated in the same vein. What would a conscious leader skilled in the perspective and skills of organization development be like? First and foremost the conscious leader understands that the effectiveness of his or her technical and operational systems is dependent of the effectiveness of the human systems that develop, operate, and maintain those systems. Second, the conscious leader would have feedback loops in place regarding the effectiveness and health of the human systems that are commensurate with those for technical and operational systems. Those feedback loops would monitor, for example, communication dynamics, leadership issues, the management of differences and related power dynamics as well as decision-making efficacy. In this manner, corrective action could occur before they begin to impact the technical and operational systems for which they are responsible. Now, as you begin to think about your experience in past and current organizations, quickly jot down some of the positive and negative experiences you have encountered. Use two columns, with the positive in one and the negative in the other. By doing this, you are already using the early stages of one of the tools of OD, called a force field analysis. Youll hear more about this tool in a later chapter. An OD professional, along with others in the same organization, might use a list like this to determine how people in that organization feel about what is and what is not going well. This, too, is a part of the OD process of doing an organizational analysis or a needs

assessment. The OD professional might use such lists to work with the organization in finding ways to build on the positives and to overcome the negatives. The field of OD is not regulated, except through ethics statements developed by professional organizations (more on this later, too). As a result, anyone interested can practice what he or she might label as OD, even though the field might take exception to the accuracy of such a statement. But there is no recourse. Thus, one of the real challenges of the field is that some people who call themselves OD consultants or Professionals (these terms are often used interchangeably and do not indicate whether the person is employed by the organization or is a self-employed person or a person employed by a consulting firm) is that they operate with a narrowly defined toolboxa set of so-called solutions that they apply to every situation. Thus, we experience the flavor of the month, a situation in which the latest fad is offered to organizations as the solution to all of their problems. Given the ambiguity of OD practice, having a strong theoretical background and functioning with proven models, therefore, become critical for successful and ethical OD practice.

2.10. Defining Organization Development

Organizational Development is the process through which an organization develops the internal capacity to be the most effective it can be in its mission work and to sustain itself over the long term. This definition highlights the explicit connection between organizational developments work and the achievement of organizational mission. This connection is the rationale for doing Organization Development work. Organization development is the process through which an organization develops the internal capacity to most efficiently and effectively provide its mission work and to sustain itself over the long term. This definition highlights the explicit connection between organizational development work and the achievement of organizational mission. This connection is the rationale for doing OD work. Organization development, according to Richard Beckhard, is defined as: a planned effort, organization-wide, managed from the top,

to increase organization effectiveness and health, through planned interventions in the organization's processes, using behavioral science knowledge.

According to Warren Bennis, organization development (OD) is a complex strategy intended to change the beliefs, attitudes, values, and structure of organizations so that they can better adapt to new technologies, markets, and challenges.

Warner Burke emphasizes that OD is not just "anything done to better an organization"; it is a particular kind of change process designed to bring about a particular kind of end result. OD involves organizational reflection, system improvement, planning, and self-analysis. The term "Organization Development" is often used interchangeably with Organizational effectiveness, especially when used as the name of a department or a part of the Human Resources function within an organization. Organization Development is the attempt to influence the members of an organization to expand their candidness with each other about their views of the organization and their experience in it, and to take greater responsibility for their own actions as organization members. The assumption behind OD is that when people pursue both of these objectives simultaneously, they are likely to discover new ways of working together that they experience as more effective for achieving their own and their shared (organizational) goals. And that when this does not happen, such activity helps them to understand why and to make meaningful choices about what to do in light of this understanding.

Neilsen, Becoming an OD Practitioner, Englewood Cliffs, CA: Prentice-Hall, 1984, pp. Experts might agree that the following definitions of OD represent the major focus and thrust of many of today's OD practitioners. "Organization development is a system-wide application of behavioral science knowledge to the planned development and reinforcement of organizational strategies, structures, and processes for improving an organization's effectiveness."

Cummings and Worley, "Organization Development and Change", Sixth Edition, SouthWestern Publishing, 1997, p.2. "Organization Development is a body of knowledge and practice that enhances organizational performance and individual development, viewing the organization as a complex system of systems that exist within a larger system, each of which has its own attributes and degrees of alignment. OD interventions in these systems are inclusive methodologies and approaches to strategic planning, organization design, leadership development, change management, performance management, coaching, diversity, and work/life balance." Matt Minahan, MM & Associates, Silver Spring, Maryland

2.11. Characteristics of Organization Development

Organizational Development (OD) can be described as the systematic process to change the culture, system and behavior of organization. It is process that helps in solving organizational problems and achieving organizational objectives. Organizational Development works as important mechanism that helps in impressing the organization and its employee through planned and established system. It concentrates on people dimensions like norms, values, attitudes, relationships, organizational culture etc. The strategies of Organizational Development focus on enhancement of organization effectiveness and solving organizational problems. It includes structural and technological changes and focuses on working relationships of employees with the organization. Organizational Development is the modern approach to management of change for human resources development.
The characteristics of Organizational Development (OD) are as follows:-

1. Organizational Development is an educational strategy that attempts to bring about a planned change. 2. Organisational Development relates to real organisational problems instead of hypothetical cases. 3. Organisational Development uses sensitivity training methods and lay emphasis on the significance of experiment based training. 4. Its change agents are almost external consultants outside of the organisation.

5. The external change agents and internal organisation executives establish a collaborative relationship that involves mutual trust, influence and jointly determined goals. 6. The external change agents are humanists and seek to establish a social and altruistic philosophy within an organisation. 7. The goals that the change agent seeks to achieve through OD tend to reflect human approach and aims for better conflict resolution, increased understanding and more considerable leadership. 8. The required changes in the organisation are usually the result of some immediate problems but it is a long

term

approach

covering

three

to

five

years.

9. It is used to describe variety of change programmes and intends to change the organisational philosophies, attitudes and skills of people. 10. It is a dynamic process that involves considerable investment of money and time

11. It is research based activity and aims at conducting surveys, collection of data and evaluation of the situation 12. It works on open and adaptive system concepts and believes that organizational design and managerial performance are mutually interdependent.

Organization Development (OD) is the systematic application of behavioral science knowledge at various levels, such as group, inter-group, organization, etc., to bring about planned change. Its objectives is a higher quality of work-life, productivity, adaptability, and effectiveness. It accomplishes this by changing attitudes, behaviors, values, strategies, procedures, and structures so that the organization can adapt to competitive actions, technological advances, and the fast pace of change within the environment (Cunningham, 1990). There are seven characteristics of OD: 1. Humanistic Values: Positive beliefs about the potential of employees (McGregor's Theory Y). 2. Systems Orientation: All parts of the organization, to include structure, technology, and people, must work together. 3. Experiential Learning: The learners' experiences in the training environment should be the kind of human problems they encounter at work. The training should NOT be all theory and lecture. 4. Problem Solving: Problems are identified, data is gathered, corrective action is taken, progress is assessed, and adjustments in the problem solving process are made as needed. This process is known as Action Research. 5. Contingency Orientation: Actions are selected and adapted to fit the need. 6. Change Agent: Stimulate, facilitate, and coordinate change. 7. Levels of Interventions: Problems can occur at one or more level in the organization so the strategy will require one or more interventions. A well-used axiom in organizational behavior thought asserts that values ultimately drive our behavior. In a nutshell, values exert influence over our attitudes, and attitudes influence our behavior. Values are integral to attitude formation and to how we respond to people and situations (Kerns, 2010). Extensive literature exists dealing with how values relate to effective managerial leadership. A review of this body of work leaves us with the clear picture that values are a key component of effective managerial leadership.

There seems to be a subset of virtuous values that align with ethical behavior. In his book, Authentic Happiness, Martin Seligman has reviewed these core virtuous values that influence ethical behavior and appear to have universal appeal (Kerns, 2010). Wisdom and Knowledge: The capacity to take information and convert it to something useful. Wisdom comes from capitalizing on one's experience to interpret information in a knowledgeable manner to produce wise decisions. A prerequisite to doing the right thing when facing an ethical dilemma is knowing what to do, knowing the difference between right and wrong. Self Control: The ability to avoid unethical temptations. The capacity to take the ethical path requires a commitment to the value of acting with temperance. Ethical people say "no" to individual gain if it is inconsistent with institutional benefit and goodwill (Kerns, 2010).

Here are some basic characteristics of an OD program: Change: OD is a planned strategy to bring about organizational change. The change effort aims at specific objectives and is based on a diagnosis of problem areas. Collaborative: OD is typically involves a collaborative approach to change that includes involvement and participation of the organization members most affected by the changes. Performance: OD programs include an emphasis on ways to improve and enhance performance and quality. Systems: OD represents a system approach concerned with the interrelationship of divisions, departments, groups, and individuals as interdependent subsystems of the total organization. Scientific: OD is based upon scientific approaches to increase organization effectiveness.

Assumptions, Values, and Actions of Organizational Development

What do we mean by values, principles, and assumptions?

The terms values, principles, and assumptions are sometimes used as if they all mean the same thing the underlying truths on which we base our dealings with the world. In fact, although they are all truths to some extent, they are different in meaning and substance. Although we realize how similar they are, well try to consider each of the three separately in this section. Understanding the difference can help us sort out when were operating on facts or well-examined experience, when were applying moral or ethical rules or judgments, and when were responding to emotion or bias or unexamined knowledge that may not be accurate. 1. Values. Values are our guidelines for living and behavior. Each of us has a set of deeply held beliefs about how the world should be. For some people, that set of beliefs is largely dictated by a religion, a culture, a peer group, or the society at large. For others, it has been arrived at through careful thought and reflection on experience, and is unique. For most of us, it is probably a combination of the two. Values often concern the core issues of our lives: personal and sexual relationships, morality, gender and social roles, race, social class, and the organization of society, to name just a few. Examples of statements of values (NOT necessarily the values of the Community Tool Box team): Spending time with your kids is more important than staying late at the office. Becoming rich is the most desirable goal in life.

Everyone deserves a fair chance in life. Homosexuality is wrong. 2. Principles. Principles are the fundamental scientific, logical, or moral/ethical truths, arising from experience, knowledge, and (often) values, on which we base our actions and thinking. In the case of the Community Tool Box, they are the underpinning of our understanding of community health and development, the truths that shape both our reasons for doing the work, and the work itself. 3. Assumptions. Assumptions are the next level of truths, the ones we feel we can take for granted, given the principles we have accepted. If we accept, for instance, that life is an unalienable right a right of every human being that cannot be taken away then we will usually assume that killing another person is wrong, or at least that we dont have the right to do it. Assumptions are often unexamined. They are the facts or beliefs that we dont question, because we know theyre accurate, even though they may not be. The line But I assumed doesnt mean trouble only in the movies. Most of us have been in situations where weve had to face the consequences of our incorrect assumptions. It is nevertheless true that we all bring assumptions to what we do, and the Community Tool Box team is no exception. We hope our assumptions are based on carefully thought out principles, however, and try to reevaluate them from time to time to make sure we arent operating on false premises. What follows are some of the core values, principles and assumptions on which the Community Tool Box is based. The lists are not meant to be comprehensive, and are not necessarily in order of priority.

Basic ORGANIZATIONAL DEVELOPMENT Process

THE 3 STAGES OF ORGANIZATIONAL DEVELOPMENT

Prescriptions for Achieving Outstanding and Sustainable Results By understanding a simple model of three stages of organizational growth, organizations can design themselves to move beyond chaos to high performance. Most organizations experience chaos. In fact, a complete absence of chaos would mean that an organization could not respond to changing demands, a sure prescription for stagnation and death. Nevertheless, chaos that immobilizes an organization and results in its inability to respond effectively to the demands of the environment is unproductive and should be minimized if an organization is to succeed. This article presents a simple model that describes three stages of organizational growth and developmentfrom chaos to stability to high performance. It also outlines some of the initiatives which leaders can take to move beyond chaos and eventually to high performance.

Stage III: High Performance (Outstanding, sustainable results) Clear statement of mission that creates sense of esprit de corp. Well defined values which result in distinctive culture Respect for people that is a deeply ingrained part of culture Good communication and information sharing systems High involvement and empowerment of people Design (work flow, structure, systems) that supports mission and values
Stage II: Stability (Back to the Basics) Clarity of goals and direction Consistency in priorities Well-defined policies and procedures (technical and personnel) Agreement on roles and responsibilities Basic management processes rewarded and practiced (goal-setting, performance reviews, etc.) Stage I: Chaos (Fire-Fighting Mentality) Crisis/short-term focus Lack of clear direction and goals Shifting priorities Unclear policies and procedures Us vs. them attitude Blame and lack of ownership Alienated work force

CHAOS
The chaotic organization operates on the fringes of being out of control. It is problem-oriented. People are reactive and manage by attending to the pressure of the moment. Expectations, policies, standards, etc., are unclear, not agreed upon or poorly enforced. Good ideas and intentions abound, but there is not enough unity, commitment or follow-through to carry them out. Work is unpleasant for most individuals. People act out of self-protection by blaming and criticizing others, and hence, set up a climate that perpetuates fear, suspicion, hostility, and frustration. The problems of the chaotic organization are the lack of routine, lack of clarity, and hence, anxiety about what to expect from moment to moment. Needed are more formalized structures, routines, accountability, and clarification of policies, expectations, and roles.

STABILITY
The stable organization is characterized by predictability and control. Structure, routine, policies, etc., have been established to remove uncertainty from the environment. Goals are clear and people understand who is responsible for what. The major focus of the organization is to ensure an efficient daily operation. People within this climate tend to be dutiful and expect fairness. Conformity is the watch word, and people are rewarded for compliance rather than risk-taking and innovation. The purpose of the organization is subservient to its efficiency. The limitation of an organization that fails to grow beyond stability is that efficiency is more important than innovation and development. Doing things by the book and following the procedures becomes more important than the purpose and mission of the organization. Such companies are eventually left behind as customers find more

responsive competitors. Needed are a long-term vision, emphasis on growth and development and a culture in which people exercise greater autonomy in making decisions and solving problems.

HIGH PERFORMANCE
The essence of high performance is shared ownership. Employees are partners in the business and assume responsibility for its success. These organizations are highly participative and collaborative. Their members have extensive decision-making and problem-solving responsibilities. Line of site is on serving the customer rather than the formal organizational structure. The mission of the organization, rather than rules and policies, guides day-to-day decision-making. Such an organization is founded on a unique and strong culture derived from a clear set of values expressed and reinforced by its leaders. Those values provide focus on what is important while allowing flexibility and innovation. The processes, systems and structure of the organization are designed to be in alignment or harmony with the values of the organization. The high performance organization adopts a long-term point of view. The development of people is seen as a primary management task. Trust and cooperation exist among organization members. People dont blame or attack others because doing so is not in their own best interest. An important learning from this model is that an organization cannot become high performing without a foundation of stability. Ironically, high performance requires not only participation, flexibility, and innovation, but order, predictability and control. The leaders of many an organization have attempted to grow from chaos to high performance without the underlying foundation of stability and consequently failed or been frustrated in their efforts. Leaders who want to create high performance work systems must be certain that they implement processes that ensure stability as well. INITIATIVES TO CREATE A CLIMATE OF STABILITY Creating stability has to do with getting back to the basics of good, sound management practices. Consider that the first step a good sports coach will take when his team is floundering is reinforcing the fundamentals: blocking and tackling; motion and passing. Likewise, senior managers within a chaotic, floundering organization need to get back to the fundamentals of good management by creating structure and order. There are two paths to structure and order. One, harmful in the long-run and contrary to a high performance philosophy, is control (directing and telling) which represents a short-term, knee jerk response to symptoms rather than root causes. The second and more productive path to stability is clarity; clarity of direction, goals and priorities; clarity of roles, responsibilities and performance expectations; clarity and documentation of processes and procedures. Clarity communicates the boundaries within which people do their work and make decisions. It doesnt rob them of their responsibility but establishes the rules of success. The consequence is structure and order that form the foundation of a strong organization.

INITIATIVES TO CREATE A CLIMATE OF HIGH PERFORMANCE

Although there are many aspects of high performance, it begins by defining an inspiring ideology which consists of the deepest beliefs and values of the leaders of the organization. An ideology, thoughtfully developed and implemented, establishes the attitudes and habits of people throughout the organization and forms the boundaries within which people make decisions and conduct themselves in their relationships with others.

An ideology must be translated into a way of life reinforced by the entire the infrastructure of the organization. Core business processes, policies and procedures, layout and use of facilities, reporting relationships, information-sharing, planning, recruiting and selection, training, compensation, and so on, must be aligned with the ideology and strategy of the business. Such alignment results in dramatic improvements in quality, cycle time, productivity and employee commitment. Another aspect of a high performance organization is that people are deeply valued. Decision-making and problem-solving are pushed to as low a level as possible. Problems are solved when and where they occur. Jobs are enriched so people have the authority, training and support to do whole and complete tasks. Such empowerment, however, does not happen by decree. It is a process which must be charted by an organizations leaders. This includes specifying the boundaries within which teams of people will work, identifying the tasks and responsibilities for which people should be accountable, designating leadership roles within teams, developing a time-line for taking on new roles, and providing the information, training, and resources needed for people to be successful. As this transfer of responsibility occurs, the motivation of organization members changes from mere compliance to commitment and a genuine desire to contribute.

SUMMARY
There is no magic in moving beyond chaos. There are no simple formulas. Real organizational development requires commitment and hard work. However, for those who want to eliminate waste, improve quality, provide better customer service there are powerful initiatives that can lead to a foundation of organizational stability and eventually high performance.

OD process
Any organizational development process starts with the identification of problems that can be solved within the organization. This process progresses through different stages and determines satisfactory progress made for additional involvement. The procedure is cyclic and terminates only when desired result is obtained. It can also be a series of trial and error and a discovery of the best practices that can be implemented in the organization. Here are the different stages or phases of the organizational development process: Problem identification Situational assessment Action planning/ planning of the intervention Implement plan/ implementing the intervention Gather data/ collect data to evaluate the intervention Determining the results Feedback

Organizational development recognizes and tests the impact of problems on the growth of organization and changes the system if required. It begins with the leadership as a vision to progress and improve the organizational activities. It is not always recommended to execute development process when the organization in trouble, we can also execute a process to better the performance of the organization. First decide which parts of the organization require to be changed. Once choice is made, review the condition to understand the problem better. Reviews are of different types such as citation review, directorial review, focus review and surveying. Normally, assessments will be performed by the experts or members of the organization. Once assessment is understood, the next step is to plan for involvement or intervention. Intervention can include teaching, improvement and team interventions through training and brainstorming sessions. Focused group discussions could also be implemented for this purpose. Team intervention in turn includes structural and individual interventions.

The next step in the organizational development process is to implement the planned interventions. In this phase, information is collected and goals are created. The data gathered is used to verify the efficiency of the involvement. Report back the data to the organization's decision makers. If the desired goals are met the organizational development process will continue but will take on a different focus until such time that the goals of the organization are met. Chances are, however, organizational goals change over time, so there is always a need for such a process to continue. Organizational development process assumes great importance in today's social organizations or non profit organizations. Since they move from survivability to the sustainability development is necessary. The OD process is commonly applied to the various phases of the organization such as defining the organizational purpose, evolving strengths, value creation, strategic intervention and partnership convergence. Social sector is the best known place to implement the organizational development process.

An organization develops by stages with periods of growth alternating with periods of transition in which the basic characterize typical managerial behavior and Organizing Principles represent the growth capacities characteristic of each stage of development. If an organization is in a growth phase and not in a transition phase between two stages of that particular stage. This principle is highlighted in the examples given below: Developmental Stages Stage 1: Conception New beginnings require enormous energy and commitment. The founding idea must be compelling enough to carry Everyone through the initial trials of the conception and birth process. In a start-up organization everything must be done at once and basic systems are far down the list of concerns.

Organizing principle changes. The stages of organizational development are shown in the table below. The Managerial typ

development, fostering the growth of the organization requires activity focused on the Organizing Principle Associated wi

Stage 5: Systematic Productivity The transition to Stage 5 occurs when an organizational structure can be optimized for efficient production and meets an

ongoing set of market needs. The organization grows to include a business unit structure with management and informatio systems providing overall coordination. Most of our multi-national organizations moved into this stage of development during the 20th century and they are only just now moving on to the next stage.

Stage 6: Collaborative Development Companies at Stage 6 focus on the issues of quality, legitimacy and alignment: Why do we want these results? Are they worth it? How do we work with customers and suppliers to increase value and reduce costs for everyone? New forms of cross-functional teams create service efficiencies that are unmatched by the large functional organizations of Stage 5.

Stage 7: Foundational Community

The transition to Stage 7 is rare and usually invisible. Whenever a powerful social/spiritual vision is articulated and efforts begun to put it into practice, we begin to see the possibilities of a Foundational Community. Dr. Martin Luther King: I have a dream. . . and John F. Kennedy: A man on the moon by the end of the decade are good examples.

Organization Development Practitioners

The Organization Development and Change division represents scholar/practitioners committed to individual and organization success and to the fulfillment of humanitys spirit and potential. It encourages efforts that create, develop, and disseminate

Supported by Theory
ODs strength is that it draws from multiple disciplines that inform an understanding of human systems, including the applied behavioral and physical sciences.

Systems Focused
It is grounded in open systems theory and approaches to understand communities and organizations. Change in one area of a system always results in changes in other areas and change in one area cannot be sustained without supporting changes in other areas of the system.

Action Research
A distinguishing OD feature, contrary to empirical research, that posits things change by simply looking at them. Therefore, the results from planned action must be continuously examined and change strategies revised as interventions unfold.

Process Focused
The emphasis is on the way things happen, more than the content of things, per se. Management consultants are more concerned with the what versus the why.

Informed by Data
Involves the active inquiry and assessment of the internal and external environment in order to discover valid data and create a compelling rationale for change and commitment to the achievement of a desired future organization state.

Client Centered
OD Practitioners maintain focus on the needs of the client, continually promoting client ownership of all phases of the work and supporting the clients ability to sustain change after the consultant engagement ends.

Organization Development Focus

Organizational Development focus on the following factors. Manager Development The six phases can be divided realistically into two major parts. The first two phases involve management development so that the other four phases can help managers work toward the 9,9 goals of organization development. Here are the two management development phases:

1.

Laboratory-Seminar Training. This is a one-week conference designed to introduce the manager to Grid concepts and material. From 12 to 48 individuals are assigned as members of problem-solving teams during each Laboratory-Seminar. These Seminars are conducted by line managers who already have been through the Seminar and thus know its material and schedules. The Seminar begins with the study and review of ones own Managerial Grid style of behavior as outlined in a series of questionnaire booklets completed by each manager. It continues with 50 hours of intensive problem solving, evaluation of individual and team results, and critiques of team performance. The problems typically simulate organizational situations in which interpersonal behavior affects task performance. Each team regularly evaluates its own behavior and problem-solving capabilities. A team which performs poorly on one problem exercise is able to assess and adjust its problem-solving style in time for the next exercise. In addition, one exercise involves an attempted 9,9 feedback from team members to each individual concerning team impressions of his managerial styles. Though Grid Seminars are sometimes compared with T-Group or Sensitivity training, the two training experiences are quite different. The strongest similarity comes in the face-to-face feedback experience of Phase #1. Even here, however, the Managerial Grid Seminars take a more structured approach by focusing on managerial styles rather than on personal behavior characteristics which may or may not be related to management. Phase #1 is not intended to produce immediate organization improvement. It serves more as the trigger which creates a readiness to really work on human problems of production. Participation in a Grid Seminar is set up so as to include a diagonal slice of the organization chart. No man is in the same group as his boss or immediate work colleagues. At the same time, this diagonal slice arrangement permits many organizational levels and departments to be represented in each session.

2. Team Development.
This represents an on-the-job extension of Phase #1. The general 9,9 concepts and personal learning of the Grid Seminars are transferred to the job situation after each work group or department decides on its own 9,9 ground rules and relationships. Team development usually starts with the boss and his immediate subordinates exploring their managerial styles and operating practices as a work team. The ground rules of openness and candor which were established in Phase #1 can now become the daily operating style of Phase #2.5 Taken together, Phases #1 and #2 provide management development conditions which are designed to ...enable managers to learn Managerial Grid concepts as an organizing framework for thinking about management practices; ...increase the self-examination of personal performance characteristics; ...increase a managers willingness to listen, to face and appreciate work-related conflict, to reduce and work out interpersonal frictions, and to reject compromise as a basis for organizational decision making; ...build improved relationships between groups, among colleagues at the same level, and between superiors and subordinates; ...make managers more critical of outworn practices and precedents while extending their problem-solving capacities in interdependent situations. Words like involvement and commitment become real in terms of day-to-day tasks. Organization Development The last four phases build on this management development and help managers work toward the more complex goals of organization development.

3. Intergroup Development.
This involves group-to-group working relationships and focuses on building 9,9 ground rules and norms beyond the single work group. Situations are established whereby operating tensions that happen to exist between groups are identified and explored by group members and/or their representatives. The goal is to move from the appallingly common win-lose pattern to a joint problem-solving activity. This seems to be possible when competing groups work their problems through to resolution using intergroup procedures developed in behavioral science studies. Second types of intergroup development helps to link managers who are at the same level but belong to different work units (e.g., foremen, district sales managers, department managers, and so forth). Their competitiveness may increase Organizational productiveness, but it may also result in departmental goals being placed ahead of more important organizational goals. Here, the problem is again met using joint problem-solving efforts which confront interpersonal issues according to 9,9 ground rules and norms.

4. Organizational Goal Setting.

This involves issues of major importance to all managers. Organization development moves beyond team areas into problems that require commitment at all levels. Such broad problems include: cost control, union-management relations, safety, promotion policies, and over-all profit improvement. These problems are identified by special task groups which may again come from a diagonal slice of the organization chart. Departmental groups may also help to define goals and assign roles. The goals prove to be practical when managers who must implement them also establish responsibilities for implementation. Commitment gained from the goal-setting procedures of this phase also avoids those negative responses now grouped under resistance to change.

5. Goal Attainment.
This uses some of the same educational procedures used in Phase #1, but here the issues are major organizational concerns and the stakes are real. For example, when problem areas are defined by the special task groups, other teams are set up throughout the organization. These teams are given a written task paragraph which describes the problem and the goal. Team members are also given packets of information on the issue under discussion. This information is usually studied overnight, after which individual managers check themselves on a true-false test designed by the special task group. Once individuals have studied the information and the test, the teams begin discussion on the same items, checking their agreed-on answers against an answer key. This way, agreement is reached on the nature of the problem and its key dimensions. From this point on, the team members work toward a better statement of the problem and toward corrective steps. They also begin to assign responsibility for these corrective action steps. Phase #5 also relies on a manager serving as a coordinator during Phases #4 and #5. His primary goal is to help achieve the goals set during Phase #4. His secondary aim is to help identify previously unrecognized problems. He should have neither line nor staff responsibility in the conventional sense, but should hold a position similar to an industrial medical officer. He would be a specialist in organization development and intervene at those times when proposed steps seem inconsistent with 9,9 theory. He would seek action based on understanding and agreement, not because of any formal authority he holds. This approach, though more difficult than access through authority, reduces resistance. It also improves the quality of joint effort.

6. Stabilization.
This final phase is designed to support the changes brought about in the earlier phases. These changes are assessed and reinforced so as to withstand pressures toward slip back and regression. This also gives management an opportunity to evaluate its gains and mistakes under the organization development program.

Systems Perspective in Organization Development

The concept of organization could be viewed from two perspectives. The first meaning could be viewed as the process of organizing activity and the second sense of the concept relates to the social entity formed by a group of people. This latter sense of the concept is our major preoccupation.

Ethical Standards in Organization Development

Organizational level: Ethical issue arises when a person is asked to perform an unethical or illegal act to earn profit for the company. In such a situation the organizational member should examine the firms code of ethics before making any decision. Societal level: Business operating in a society should be in accordance with the laws and traditions of that particular society. Business activities acceptable in USA may not be acceptable in Afghanistan. Importance of business ethics
Good image: Business conducted on ethical bases enjoy good image. Balance the needs and wishes of stakeholders: Business ethics requires businesses to think about the impact of its decisions on people or stakeholders who are affected by those decisions. Employee Retention: A successful Business Ethics program establishes a culture where fair rewards system prevails. Setting the Example: Ethical Business Practices points out that businesses demonstrating the highest ethical Standards are also the most profitable and successful. Strong culture has almost considered as a driven force to improve the performance of the employees. It enhances self confidence and commitment of employees and reduces job stress and improves the ethical behavior of the employees

ORGANIZATIONAL LEARNING AND CREATIVITY

Organizational learning enhances the assimilative capacity of the firm. Creativity also needs the transformation and exploitation of existing knowledge. That requires that employees share information and knowledge. Conclusions of previous studies are difficult to generalize because of the differences among their main purpose, samples, methodologies and the measures they use. Some qualitative studies show that organizational learning enhances creativity. According to Zhou and Shalley (2008), results of empirical research carried out by different researchers show positive influence of supportive and stimulating environment on creativity as well as negative influence of non-supportive or controlling environment. The sources of this environment may be very different. Special attention should be paid to those ideas that develop a supportive environment which empowers for and easy way of reaching the state of the learning organization.

What is the Creativity Climate in the Organization?

Organizational climate: Organizational climate, while defined differently by many researchers and scholars, generally refers to the degree to which an organization focuses on and emphasizes:

Innovation Flexibility Appreciation and recognition Concern for employee well-being Learning and development Citizenship and ethics Quality performance Involvement and empowerment Leadership Organizational climate clearly influences the success of an organization. Many organizations, however, struggle to cultivate the climate they need to succeed and retain their most highly effective employees. Hellriegel and Slocum (2006) explain that organizations can take steps to build a more positive and employee-centered climate through:

Communication how often and the types of means by which information is communicated in the organization Values the guiding principles of the organization and whether or not they are modeled by all employees, including leaders Expectations types of expectations regarding how managers and behave and make decisions Norms the normal, routine ways of behaving and treating one another in the organization Policies and rules - these convey the degree of flexibility and restriction in the organization Programs programming and formal initiatives help support and emphasize a workplace climate Leadership leaders that consistently support the climate desired

Organizational Learning Disabilities

Seven learning disabilities which are often responsible for organizational failure: [1]-I am my own position is when people focus only on their position within the organization and have little sense of responsibility for the results produced -when all positions interact. [2]-The enemy is out there syndrome is when we focus only on our position; we do not see how our own actions extend beyond the boundary of that position. [3]-The illusion of taking charge is that we should face up to difficult issues, stop waiting for someone else to do something, and solve problems before they grow into crises but proactiveness is really reactive ness in disguise. [4]-The fixation on events leads to event explanations that are true for now but distract us from seeing the longer-tenri patterns of change behind the events and understanding the causes of the patterns to events. [5]-The parable of the boiled frog is in relation to the maladaptation of organizations to recognize gradually building threats to survival; just as the frog placed in a pot of water brought to boiling temperature will not attempt to jump out of the pot but adjusts to the temperature and slowly dies. [6]-The delusion of learning from experience is when our actions have consequences in the distant future or part of the larger operating system, which makes it impossible to learn from direct experience. [7]-The myth of the management team because teams in business tend to spend their time fighting for turf, avoiding anything that will make them look bad personally, and pretending that everyone is behind the teams collective strategy.

Disciplines of Organizational Learning

Characteristics of Innovative Organizations creativity and Innovation in Organizational Development Organizational Factors that Impact Creativity and Innovation: Interdependencies of Organizational Components Organizational Design and the Impact on Organizational Change Organizational Culture and the Impact on Organizational Change Implications for Facilitating Organizational Change
The Five Disciplines of Organizational Learning: 1.

Personal Mastery This discipline of aspiration involves formulating a coherent picture of the results people most desire to gain as individuals (their personal vision), alongside a realistic assessment of the current state of their lives today (their current reality). Learning to cultivate the tension between vision and reality (represented in this icon by the rubber band) can expand peoples capacity to make better choices, and to achieve more of the results that they have chosen. 2. Mental Models This discipline of reflection and inquiry skills is focused around developing awareness of the attitudes and perceptions that influence thought and interaction. By continually reflecting upon, talking about, and reconsidering these internal pictures of the world, people can gain more capability in governing their actions and decisions. The icon here portrays one of the more powerful principles of this discipline, the ladder of inference depicting how people leap instantly to counterproductive conclusions and assumptions.

3. Shared Vision This collective discipline establishes a focus on mutual purpose. People learn to nourish a sense of commitment in a group or organization by developing shared images of the future they seek to create (symbolized by the eye), and the principles and guiding practices by which they hope to get there. 4. Team Learning This is a discipline of group interaction. Through techniques like dialogue and skillful discussion, teams transform their collective thinking, learning to mobilize their energies and ability greater than the sum of individual members talents. The icon symbolizes the natural alignment of a learningoriented team as the flight of a flock of birds 5. Systems thinking In this discipline, people learn to better understand interdependency and change, and thereby to deal more effectively with the forces that shape the consequences of our actions. Systems thinking are based upon a growing body of theory about the behavior of feedback and complexity-the innate tendencies of a system that lead to growth or stability over time. Tools and techniques such as systems archetypes and various types of learning labs and simulations help people see how to change systems more effectively, and how to act more in tune with the larger processes of the natural and economic world. The circle in this icon represents the fundamental building block of all systems: the circular feedback loop underlying all growing and limiting processes in nature. APPROACHES TO ORGANIZATIONAL CHANGE The basic approaches to research and organizational development are given explanations below: Structural Strategies This represents planned structural and tasks interventions with the objectives of increasing individual satisfaction and organizational effectiveness. This includes delivering (removing vertical layers), job rotation, job enrichment, job enlargement, autonomous work teams, quality circles, shorter workweek, flexible time, downsizing, JCM (Job Characteristic Model). Humanistic Strategies This is directed towards changing the attitude and behavior of individuals and groups through the process of communication, decision-making and problem-solving. Popular techniques include Research and Organizational Development as Pivots of Corporate Growth and Effectiveness in Nigerian Organizations sensitivity training, survey feedback, performance counseling, and quality of work-life (enhancing overall satisfaction and well-being at work), term process review, intergroup interaction, training and development. Technological Strategies Technology refers to a process, methods or techniques used in solving organizational problems. Technology could be material, knowledge or process in nature. The use of a particular solution for a particular problem is called knowledge; the repeated use of knowledge for solution is called technology. In essence, solution knowledge technology thus, technology includes automation, computerization, ICT (Information and Communication Technology) and reengineering. Hammer and Champy (1993) in their best-selling book Reengineering the Corporation opine that reengineering is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service and speed. Thus, rather than modifying current processes which are within the realm of TQM, reengineering begins with a clean slate (the so-called clean piece of paper) and analyses the process from beginning to end. It should be noted that merely throwing computers at an existing business problem does not cause it to be reengineered. Reengineering is about business reinvention, not business improvement, business enhancement or business modifications which are within the realm of total quality management.

THE PROCESS OF ORGANIZATION CHANGE

1. Unfreeze - Creation of motivation to change.

An organization must be prepared for any change which is about to occur. This process is known as 'unfreezing' and involves the investigation of resisting forces. Any premature unilateral or authoritarian increase in driving forces for change will, according to the Lewin model, be met by an equal and opposite increase in resisting forces. No change will occur unless there is motivation within the organization to do so. If there is no motivation, it must be induced. This is often the most difficult part of any change process. Change not only involves learning, but unlearning something that is already present and well integrated into the personality and social relationships of the individuals. It is for this reason that an organizations culture can often act as a resisting force to change. Practice: The following methods are often used by managers and OD consultants to unfreeze an organizational system: Disconfirmation or a lack of confirmation of present behaviours or attitudes. Creation of guilt, discomfort or anxiety to motivate change. Creation of psychological safety by reducing barriers to change or reducing threat caused by past failures. Provision of information to employees and stakeholders giving knowledge of the first stage of the change process.

2. Change -Adjusting the equilibrium:

Developing new attitudes, beliefs, values and behaviors based on new information. Once the resisting forces have been investigated, understood and minimized, the change can be implemented. Resisting forces are reduced and driving forces increased. Doing so adjusts the position of equilibrium towards the desired balance position. Practice: There are three main approaches with which change may be implemented:

Rational - Empirical
Change, or OD, is seen as a process of rational persuasion whereby the benefits of the change are logically explained to those who are influenced by it. Normative - Re-educative This approach also assumes employees are rational individuals, but acknowledges the existence of socio-cultural norms within organizations. It challenges established values, beliefs, attitudes and norms and re-educates employees into the new techniques of working.

Power - Coercive

This method of change involves a process of the imposition of legitimate authority. Feedback may be denied and no alteration to plans may take place as a result of resistance. This approach simply forces through change by authority. Practice: Methods used by managers and OD consultants to lead change: Establishing a sense of urgency. Forming a powerful leading coalition. Creating and communicating a vision. Empowering others to act on the vision. Planning for and creating short-term wins. Institutionalizing new approaches.

3. Refreeze - Making routine.

For a change to become routine and accepted into the day-to-day practices of an organization, the organization must go through the final stage of refreezing the organizational system. A variety of strategies may be adopted to achieve this, including new rules, regulations and reward schemes to reinforce the change process and maximize the desired behaviors of staff or employees. Leadership and Management in Organizational Change Six Roles of a Leader during Change Successful organizational change depends on leaders managers and bosses who have direct authority with people going through the change to support and execute change in their span of influence. Effective leaders acknowledge that their support is crucial to success and commit to doing their part. The following are some of the roles leaders may play as they drive change in your organization.

The Sponsor
Leaders act as advocates for the change at their level in the organization. They are representatives who keep the change in front of their peers, the higher-ups. A Sponsor is the person who wont let the change initiative die from lack of attention, and is willing to use their political capital to make the change happen. The Sponsor is the champion.

The Role Model

Leaders of change must be willing to go first. They demonstrate the behaviors and attitudes that are expected of everyone else. Employees watch leaders for consistency between words and actions to see if they should believe the change is really going to happen. The Role Model is self-aware and deliberate.

The Decision-Maker
As managers, leaders usually control resources such as people, budgets, and equipment, and thus have the authority to make decisions that affect the initiative. They have the ability to say yes or no to the project moving forward within the span of their control. During change, leaders must leverage their decision-making authority and choose the options that will support the initiative. The Decision-Maker is decisive and sets priorities that support change.

The Voice
Leaders are the face and the voice of change. They communicate often to share information, keep people updated and offer encouragement. When employees hear multiple messages in the organization, the one they listen to the most is their immediate boss. Leaders balance interpreting the change message to be relevant for their reports while still matching the overall message. The Voice is transparent and consistent.

The Motivator
Leaders provide the motivation to change. They create a sense of urgency and importance about the change, and show commitment and passion about getting things done. They offer recognition to those who are participating and doing well. Leaders realize that change can be difficult, and understand the need for people to be motivated to step out of their comfort zone. The Motivator is energetic and empathetic.

The Enforcer
With their authority, leaders hold people in the organization accountable for the change. They uphold agreements and make sure others do the same. They dont let people get away with not changing, and work to understand the underlying reasons so they can remove obstacles. Leaders follow through on delivering consequences when people dont do their part. The Enforcer is exacting and fair. Effective leaders recognize that change cannot happen unless they fulfill the roles that only those in authority can. Enlist their support and clarify the roles you need them to fill in their areas and in different situations. Help leaders in your organization see the importance of the unique part they play in change.

Chapter #3 Methodology
3.1. Population of the study

3.2. Sample Size of the study

3.3. Procedure

3.4. Date Collection Sources

Chapter #4 Analysis and Findings

4.1. Analysis

4.2. Findings

4.3. Problems:

Chapter #5 Conclusions & Recommendations

5.1. Conclusions

5.2. Recommendations

5.3. Annex1: Questionnaire

5.4. References