ms-10

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1) Briefly describe different approaches to organizations and explain the 7Ss Model and its relevance. The McKinsey 7S Framework

How do you go about analyzing how well your organization is positioned to achieve its intended objective? This is a question that has been asked for many years, and there are many different answers. Some approaches look at internal factors, others look at external ones, some combine these perspectives, perspectives, and others look for congruence between various aspects of the organization being studied. Ultimately, the issue comes down to which factors to study. While some models of organizational effectiveness go in and out of fashion, one that has persisted is the McKinsey 7S framework. Developed in the early 1980s by Tom Peters and Robert Waterman, two consultants working at the McKinsey & Company consulting firm, the basic premise of the model is that there are seven internal aspects of an organization that need to be aligned if it is to be successful. The 7S model can be used in a wide variety of situations where an alignment perspective is useful, for example to help you: •

Improve the performance of a company.

•

Examine the likely effects of future changes within a company.

•

Align departments and processes during a merger or acquisition.

•

Determine how best to implement a proposed strategy.

The McKinsey 7S model can be applied to elements of a team or a project as well. The alignment issues apply, regardless of how you decide to define the scope of the areas you study. The Seven Elements The McKinsey 7S model involves seven interdependent factors which are categorized as either "hard" or "soft" elements:

Hard Elements •

Strategy

•

Structure

•

Systems

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Shared Values

•

Skills

•

Style

•

Staff

"Hard" elements are easier to define or identify and management can directly influence them: These are strategy statements; organization charts and reporting lines; and formal processes and IT systems. "Soft" elements, on the other hand, can be more difficult to describe, and are less tangible and more influenced influenced by culture. However, these soft elements are as important as the hard elements if the organization is going to be successful. The way the model is presented in Figure 1 below depicts the interdependency of the elements and indicates how a change in one affects all the others.

Let's look at each of the elements specifically:

•

Strategy: the plan devised to maintain and build competitive advantage over the competition.

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Structure: the way the organization is structured and who reports to whom.

•

Systems: the daily activities and procedures that staff members engage in to get the job done.

•

Shared Values: called "superordinate goals" when the model was first developed, these are the core

values of the company that are evidenced in the corporate culture and the general work ethic. •

Style: the style of leadership adopted.

•

Staff: the employees and their general capabilities.

•

Skills: the actual skills and competencies of the employees working for the company.

Placing Shared Values in the middle of the model emphasizes that these values are central to the development of all the other critical elements. The company's structure, structure, strategy, systems, style, staff and skills all stem from why the organization was originally created, and what it stands for. The original vision of the company was formed from the values of the creators. As the values change, so do all the other elements.

How to Use the Model Now you know what the model covers, how can you use it? The model is based on the theory that, for an organization to perform well, these seven elements need to be aligned and mutually reinforcing. So, the model can be used to help identify what needs to be realigned to improve performance, or to maintain alignment (and performance) during other types of change. Whatever the type of change – restructuring, new processes, organizational merger, new systems, change of leadership, and so on – the model can be used to understand how the organizational elements are interrelated, interrelated, and so ensure that the wider impact of changes made in one area is taken into consideration. You can use the 7S model to help analyze the current situation (Point A), a proposed future situation (Point B) and to identify gaps and inconsistencies between them. It's then a question of adjusting and tuning the elements of the 7S model to ensure that your organization works effectively and well once you reach the desired endpoint. Sounds simple? Well, of course not: Changing your organization probably will not be simple at all! Whole books and methodologies are dedicated to analyzing organizational strategy, improving performance and managing change. The 7S model is a good framework to help you ask the right questions – but it won't give you all the answers. For that you'll need to bring together the right knowledge, skills and experience.

http://mbaignoumaterial.blogspot.com/ Please send your documents/contribution at [email protected] . Send documents in *.pdf or *.doc *.doc format only. only. Your contribution contribution is vital vital for success of this blog’s mission. mission. Thanks Rajan VK. When it comes to asking the right questions, we've developed a Mind Tools checklist and a matrix to keep track of how the seven elements align with each other. Supplement these with your own questions, based on your organization's specific circumstances and accumulated wisdom. 7S Checklist Questions Here are some of the questions that you'll need to explore to help you understand your situation situation in terms of the 7S framework. Use them to analyze your current (Point A) situation first, and then repeat the exercise for your proposed situation (Point B). Strategy: •

What is our strategy?

•

How do we intend to achieve our objectives?

•

How do we deal with competitive pressure?

•

How are changes in customer demands dealt with?

•

How is strategy adjusted for environmental issues?

Structure: •

How is the company/team divided?

•

What is the hierarchy?

•

How do the various departments coordinate activities?

•

How do the team members organize and align themselves?

•

Is decision making and controlling centralized or decentralized? Is this as it should be, given what

we're doing? •

Where are the lines of communication? Explicit and implicit?

Systems: •

What are the main systems that run the organization? Consider financial financial and HR systems as well as

communications and document storage. •

Where are the controls and how are they monitored and evaluated?

•

What internal rules and processes does the team use to keep on track?

Shared Values: •

What are the core values?

•

What is the corporate/team culture?

•

How strong are the values?

•

What are the fundamental fundamental values that the company/team was built on?

Style: •

How participative is the management/leadership style?

•

How effective is that leadership?

•

Do employees/team members tend to be competitive or cooperative?


Are there real teams functioning within the organization or are they just nominal groups?

Staff: •

What positions or specializations are represented within the team?

•

What positions need to be filled?

•

Are there gaps in required competencies?

Skills: •

What are the strongest skills represented represented within the company/team? company/team?

•

Are there any skills gaps?

•

What is the company/team company/team known for doing well?

•

Do the current employees/team members have the ability to do the job?

•

How are skills monitored and assessed?

2) Discuss any four organizational structures and how they contribute to fulfill the demands of new environment. Give examples. Four Basic Elements of Organizational Structure: Organizational structure depends on the company and/or the project. The structure helps define the roles

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and reporting policies in place to give members of the group a direction when completing projects. A good organizational structure will allow people and groups to work effectively together while developing hard work ethics and attitudes. The four general types of organizational structure are •

Functional

•

Divisional

•

Matrix and

•

Project-based

Functional Structure People, who do similar tasks, have similar skills and/or jobs in an organization are grouped into a functional structure. The advantages of this kind of structure include quick decision making because the group members are able to communicate easily with each other. People in functional structures structures can learn from each other easier because they already possess similar skill sets and interests. Divisional Structure In a divisional structure, the company will coordinate inter-group relationships to create a work team that can readily meet the needs of a certain customer or group of customers. The division of labor in this kind of structure will ensure greater output of varieties of similar products. An example of a divisional structure is geographical, where divisions are set up in regions to work with each other to produce similar products that meet the needs of the individual regions. Matrix Structure Matrix structures are more complex in that they group people in two different ways: by the function they perform and by the product team they are working with. In a matrix structure the team members are given more autonomy and expected to take more responsibility for their work. This increases the productivity of the team, fosters greater innovation and creativity, and allows managers to cooperatively solve decision-making problems through group interaction. Project Organization Structure In a project-organizational project-organizational structure, the teams are put together based on the number of members needed to

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3) Describe various approaches to job design and their advantages and limitations. Briefly explain how relevant they are in today’s environment.

Early attempts to develop new approaches to job design During and immediately after the second world war American writers, particularly, were questioning the relationship between job and organization design and productivity. It was being recognized that difficulties arise in the selection of personnel if only those able to tolerate and work well in simple, highly repetitive jobs are to be recruited. Job Enlargement As early as 1950 in the USA job rotation and job enlargement were being both advocated and tested as means for overcoming boredom at work with all its associated problems. In an early case example IBM introduced changes to machine operators' jobs to include machine setting and inspection. In addition they introduced other wide-ranging changes in both the production system and the role of foremen and supervisors. It is less than clear just how successful changes of this type have been in practice. Undoubtedly management in certain circumstances can benefit from the increased flexibility of the labor. However, workers often expect higher payment to compensate for learning these other jobs and for agreeing to changes in working practices. The new jobs are often only a marginal improvement in terms of the degree of repetition, the skill demands and the level of responsibility; as a result workers have not always responded positively to such change. Job enlargement schemes may not be feasible, e.g. in motor vehicle assembly, without a major change in the production facilities.

http://mbaignoumaterial.blogspot.com/ Please send your documents/contribution at [email protected] . Send documents in *.pdf or *.doc *.doc format only. only. Your contribution contribution is vital vital for success of this blog’s mission. mission. Thanks Rajan VK. The concepts of both job rotation and enlargement do not have their basis in any psychological theory. However, the next generation of attempts to redesign jobs emerging from the USA developed from the researches of Frederick Herzberg. During the 1950's and 1960's Herzberg developed his 'two factor' theory of motivation. Job Enrichment In this theory he separated 'motivators' from 'hygiene' factors. The hygiene factors included salary, company policies and administration as well as supervision. They were seen as potential sources of dissatisfaction but not of positive motivation. Another set of factors including achievement, recognition, responsibility, advancement, advancement, growth and the work itself were postulated as the 'real' motivators. From this theory Herzberg developed a set of principles for the enrichment of jobs as follows: •

removing some controls while retaining accountability;

•

increasing personal accountability for work;

•

assigning each worker a complete unit of work with a clear start and end point;

•

granting additional authority and freedom to workers;

•

making periodic reports directly available to workers rather than to supervisors only;

•

the introduction of new and more difficult tasks into the job;

•

encouraging the development of expertise by assigning individuals to specialized tasks.

Herzberg's Checklist Herzberg's other major contribution to the development of ideas in the area of job design was his checklist for implementation. This is a prescription for those seeking success in the enrichment of jobs: • •

select those jobs where technical changes are possible without major expense; job satisfaction is low;

•

performance improvement is likely with increases in motivation;

•

hygiene is expensive;

•

examine the jobs selected with the conviction that changes can be introduced;

•

'green light' or 'brainstorm' a list of possible changes; changes;

•

screen the list (red lighting) for hygiene suggestions and retain only ideas classed as motivators;

•

remove the generalities from the list retaining only specific motivators;

•

avoid employee involvement in the design process;

•

set up a controlled controlled experiment to measure the effects of the changes;

•

anticipate an early decline in performance as workers get used to their new jobs.

Job enrichment, then, aims to create greater opportunities for individual achievement and recognition by expanding the task to increase not only variety but also responsibility and accountability. This can also include

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Program Description Within this Learning package participants will develop competence in: •

Job Design and The Organisation

•

What is Job Design?

•

Five Key Advantages To The Organisation


Major Approaches to Job Design

•

Key Principles of Job Design

•

Scientific Management

•

Job Enlargement

•

Job Enrichment

•

Job Characteristics Theory

•

Critical Psychological States

•

Alternative Work Schedules

•

Compressed Working Week

•

Job Sharing

•

Flexible Working Hours

•

Telecommuting

•

Career Break

4) What is organizational diagnosis? Briefly explain why diagnosis is useful for an organization?

http://mbaignoumaterial.blogspot.com/ Please send your documents/contribution at [email protected] . Send documents in *.pdf or *.doc *.doc format only. only. Your contribution contribution is vital vital for success of this blog’s mission. mission. Thanks Rajan VK. Discuss the role of work-shop and task force in diagnosis and their merits and demerits. Give examples. In the field of Organizational Development there are many activities and disciplines. One of those is the tools. area of organizational of organizational diagnosis and the use of structured organizational diagnostic tools. The effective diagnosis of organizational culture, and structural and operational strengths and weaknesses are fundamental to any successful successful organizational development development intervention. As Beckhard said in the preface to his seminal work ... in our rapidly changing environment, new organization forms must be developed; more effective goal-setting and planning processes must be learned, and practiced teams of independent people must spend real time improving their methods of working, decision-making and communicating. Competing or conflicting groups must move towards a collaborative way of work. In order for these changes to occur and be maintained, a planned, managed change effort is necessary - a program of organizational development. This was written in 1969 and while much has been learnt it is just as true today. Since the beginnings of organizational development as a profession, diagnosis has moved from the purely behavioral towards a strategic and holistic business diagnostic approach. Moving away from looking at human interventions in isolation, to exploring the interactions of people in the context in which they operate. Equally as organizations are increasingly collaborative in nature, the traditional silo approach to diagnostics is becoming increasingly rare. Organizational development and in particular the diagnostic phase of activities is spreading from the occupational psychologists psychologists towards main stream business. This is important for OD practitioners as the role is increasingly holistic The Consulting Process The organizational organizational Diagnostic phase is often integrated within an overal OD process, commonly called 'a consulting process'. An example of such a process is:

Entry --> Diagnosis --> Action Planning --> Implementation --> Termination As the second phase in most change of consulting cycles it is also the first fully operational phase of the consulting process or cycle. The purpose of the diagnosis is to examine the problem faced by the organization in

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Orientation



Goal setting



Data gathering



Analysis/ Interpretation Interpretation



Feedback



Action Planning



Implementation



Monitoring/ Measure



Evaluation

Forms of Diagnostic The focus of organizational diagnostics will be different in a range of situations, for example diagnosis for development or improvement will be different from diagnosis for remedial or problem solving, although the methodologies may be similar. While the diagnostic tools may well be similar, the application and outputs can be very different. History of Organizational Development and the lead to Organizational Diagnostics Kurt Lewin is said to have played a key role in the early development of organization development as we understand it today. As early as the 1940s, Lewin experimented with a change process which was collaborative in nature and involved himself as consultant consultant and a client group. The process was based on a three-step approach action, and measuring results. results. of planning of planning,,taking action, This was the beginning of what has become known as action research. This is a fundamental part of Organizational development. Later Lewin participated in the beginnings of laboratory training, or T-groups when after his death in 1947, his associates in the field continued to develop survey-research methods at the University of Michigan. These procedures became important parts of OD as developments in this field continued at the National Training Laboratories (US) and in growing numbers of universities and private consulting firms across the world. The failure of off-site laboratory training to live up to its early promise was one of the important forces

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5) What is Organizational Development? Describe different stages of organizational development. Discuss any two interventions and their contribution to organizational development. Give examples.

Organization development (OD) is a concept, organization-wide effort to increase an organization's effectiveness and viability. Warren Bennis has referred to OD as a response to change, a complex educational strategy intended to change the beliefs, attitudes, values, and structure of organization so that they can better adapt to new technologies, marketing and challenges, and the dizzying rate of change itself. OD is neither "anything done to better an organization" nor is it "the training function of the organization"; it is a particular kind of change process designed to bring about a particular kind of end result. OD can involve interventions in the organization's "processes," usingbehavioural science knowledge as well as organizational reflection, system improvement, planning, and self-analysis. Kurt Lewin (1898–1947) is widely recognized as the founding father of OD, although he died before the concept became current in the mid-1950s. From Lewin came the ideas of group dynamics and action research which

http://mbaignoumaterial.blogspot.com/ Please send your documents/contribution at [email protected] . Send documents in *.pdf or *.doc *.doc format only. only. Your contribution contribution is vital vital for success of this blog’s mission. mission. Thanks Rajan VK. underpin the basic OD process as well as providing its collaborative consultant/client ethos. Institutionally, Lewin founded the "Research Center for Group Dynamics" (RCGD) at MIT, which moved to Michigan after his death. RCGD colleagues were among those who founded the National Training Laboratories (NTL), from which the Tgroup and group-based group-based OD emerged. In the UK, the Tavistock Institute of Human Relations was important in developing developing systems theories. The joint TIHR journal Human Relations Relations was an early journal in the field. The Journal of Applied Behavioral Sciences is now the leading journal in the field. Overview At the core of OD is the rogram of organization, defined as two or more people working together toward one or more shared goal(s). Development in this context is the notion that an organization may become more effective over time at achieving its goals. OD is a long range effort to improve organization's problem solving and renewal processes, particularly through more effective and collaborative management of organizational culture, often with the assistance assistance of a change agent or catalyst and the use of the theory and technology of applied behavioral science. Although behavioral science has provided the basic foundation for the study and practice of organizational development, new and emerging fields of study have made their presence known. Experts in systems thinking, leadership studies, organizational leadership, and organizational learning (to name a few) whose perspective is not steeped in just the behavioral sciences, but a much more multi-disciplinary and inter-disciplinary approach have emerged as OD catalysts. These emergent expert perspectives see the organization as the holistic interplay of a number of systems that impact the process and outputs of the entire organization. More importantly, the term change agent or catalyst is synonymous with the notion of a leader who is engaged in doing leadership, a transformative or effectiveness process as opposed to management, management, a more incremental or efficiency based change methodology. Organization development is a "contractual relationship between a change agent and a sponsoring organization entered into for the purpose ofusing applied behavioral science and or other organizational change

http://mbaignoumaterial.blogspot.com/ Please send your documents/contribution at [email protected] . Send documents in *.pdf or *.doc *.doc format only. only. Your contribution contribution is vital vital for success of this blog’s mission. mission. Thanks Rajan VK. perspectives in a systems context to improve organizational performance and the capacity of the organization to improve itself". Organization Organization development is an ongoing, ongoing, systematic process to implement effective change in an organization. Organization development is known as both a field of applied behavioral science focused on understanding and managing organizational change and as a field of scientific study and inquiry. It is interdisciplinary in nature and draws on sociology, psychology, and theories of motivation, learning, and personality. Organization development is a growing field that is responsive to many new approaches including Positive Adult Development. Contractual relationship Although neither the sponsoring organization nor the change agent can be sure at the outset of the exact nature of the problem or problems to be dealt with or how long the change agents' help will be needed, it is essential that some tentative agreement on these matters be reached. The sponsoring organization organization needs to know generally what the change agent's preliminary plan is, what its own commitments are in relation to personal commitments and responsibility for the program, and what the change agent's fee will be. The change agent must assure himself that the organization's, and particularly the top executives', commitment to change is strong enough to support the kind of self-analysis and personal involvement requisite to success of the program. Recognizing the uncertainties lying ahead on both sides, a termination agreement agreement permitting either side to withdraw at any time is usually included. Change agent A change agent in the sense used here is not a technical expert skilled in such functional areas as accounting, production, or finance. He is a behavioral scientist who knows how to get people in an organization involved in solving their own problems. His main strength is a comprehensive knowledge of human behavior, supported by a number of intervention techniques (to be discussed later). The change agent can be either external or internal to the organization. An internal change agent is usually a staff person who has expertise in the behavioral sciences and in the intervention technology of OD. Beckhard reports several cases in which line people have been trained in OD and have returned to their organizations to engage in successful change assignments. In the natural

http://mbaignoumaterial.blogspot.com/ Please send your documents/contribution at [email protected] . Send documents in *.pdf or *.doc *.doc format only. only. Your contribution contribution is vital vital for success of this blog’s mission. mission. Thanks Rajan VK. evolution of change mechanisms in organizations, this would seem to approach the ideal arrangement. Qualified change agents can be found on some university faculties, or they may be private consultants associated with such organizations as the National Training Laboratories Institute for Applied Behavioral Science (Washington, D.C.) University Associates (San Diego, California), the Human Systems Intervention graduate program in the Department Department of Applied Human Sciences (Concordia (Concordia University, Montreal, Canada), Navitus (Pvt) Ltd (Pakistan), and similar organizations. The change agent may be a staff or line member of the organization who is schooled in OD theory and technique. In such a case, the "contractual relationship" is an in-house agreement that should probably be explicit with respect to all of the conditions involved except the fee. Sponsoring organization The initiative for OD programs comes from an organization that has a problem. This means that top management or someone authorized by top management is aware that a problem exists and has decided to seek help in solving it. There is a direct analogy here to the practice of psychotherapy: The client or patient must actively seek help in finding a solution to his problems. This indicates a willingness on the part of the client organization to accept help and assures the organization that management is actively concerned. Applied behavioral science One of the outstanding characteristics of OD that distinguishes it from most other improvement programs is that it is based on a "helping relationship." Some believe that the change agent is not a physician to the organization's ills; that s/he does not examine the "patient," make a diagnosis, and write a prescription. Nor does s/he try to teach organizational members a new inventory of knowledge which they then transfer to the job situation. Using theory and methods drawn from such behavioral sciences as (industrial/organizational psychology,industrial sociology, communication, cultural anthropology, administrative theory, organizational behavior, economics, and political science, the change agent's main function is to help the organization define and solve its own problems.

http://mbaignoumaterial.blogspot.com/ Please send your documents/contribution at [email protected] . Send documents in *.pdf or *.doc *.doc format only. only. Your contribution contribution is vital vital for success of this blog’s mission. mission. Thanks Rajan VK. The basic method used is known as action research. This approach, which is described in detail later, consists of a preliminary diagnosis, collecting data, feedback of the data to the client, data exploration by the client group, action planning based on the data, and taking action. Systems context OD deals with a total system — the organization as a whole, including its relevant environment — or with a subsystem or systems — departments or work groups — in the context of the total system. Parts of systems, for example, individuals, cliques, structures, norms, values, and products are not considered in isolation; the principle of interdependency, interdependency, that is, that change in one part of a system affects the other parts, is fully recognized. recognized. Thus, OD interventions focus on the total culture and cultural processes of organizations. The focus is also on groups, since the relevant behavior of individuals in organizations and groups is generally a product of group influences rather than personality. Improved organizational performance The objective of OD is to improve the organization's organization's capacity to handle its internal and external functioning and relationships. This would include such things as improved interpersonal and group processes, more effective communication, enhanced ability to cope with organizational problems of all kinds, more effective decision processes, more appropriate leadership style, improved skill in dealing with destructive conflict, and higher levels of trust and cooperation among organizational members. These objectives stem from a value system based on an optimistic view of the nature of man — that man in a supportive environment is capable of achieving higher levels of development and accomplishment. Essential to organization development and effectiveness is the scientific method — inquiry, a rigorous search for causes, experimental testing of hypotheses, and review of results. Organizational self-renewal The ultimate aim of OD practitioners practitioners is to "work themselves out of a job" by leaving the client organization

http://mbaignoumaterial.blogspot.com/ Please send your documents/contribution at [email protected] . Send documents in *.pdf or *.doc *.doc format only. only. Your contribution contribution is vital vital for success of this blog’s mission. mission. Thanks Rajan VK. with a set of tools, behaviors, attitudes, and an action plan with which to monitor its own state of health and to take corrective steps toward its own renewal and development. This is consistent with the systems concept of feedback as a regulatory and corrective mechanism. Early development Kurt Lewin played a key role in the evolution of organization development as it is known today. As early as World War II, Lewin experimented with a collaborative change process (involving himself as consultant and a client group) based on a three-step process of planning, taking action, and measuring results. This was the forerunner of action research, an important element of OD, which will be discussed later. Lewin then participated in the beginnings of laboratory training, or T-groups, and, after his death in 1947, his close associates helped to develop survey-research methods at the University of Michigan. These procedures became important parts of OD as developments in this field continued at the National Training Laboratories and in growing numbers of universities and private consulting firms across the country. Douglas McGregor and Richard Beckhard while "consulting together at General Mills in the 1950's, the two coined the term organizational development (OD) to describe an innovative bottoms-up change effort that fit no traditional traditional consulting categories". The failure of off-site laboratory training to live up to its early promise was one of the important forces stimulating the development of OD. Laboratory training training is learning from a person's "here and now" experience as a member of an ongoing training group. Such groups usually meet without a specific agenda. Their purpose is for the members to learn about themselves from their spontaneous "here and now" responses to an ambiguous hypothetical situation. Problems of leadership, structure, status, communication, and selfserving behavior typically arise in such a group. The members have an opportunity to learn something about themselves and to practice such skills as listening, observing others, and functioning as effective group members. As formerly practiced (and occasionally still practiced for special purposes), laboratory training was conducted in "stranger groups," or groups composed of individuals from different organizations, situations, situations, and

http://mbaignoumaterial.blogspot.com/ Please send your documents/contribution at [email protected] . Send documents in *.pdf or *.doc *.doc format only. only. Your contribution contribution is vital vital for success of this blog’s mission. mission. Thanks Rajan VK. backgrounds. A major difficulty developed, however, in transferring knowledge gained from these "stranger labs" to the actual situation "back home". This required a transfer between two different different cultures, the relatively safe and protected environment of the T-group (or training group) and the give-and-take of the organizational environment with its traditional values. This led the early pioneers in this type of learning to begin to apply it to "family groups" — that is, groups located within an organization. organization. From this shift in the locale of the training site and the realization that culture was an important factor in influencing group members (along with some other developments developments in the behavioral sciences) emerged the concept of organization development. Case history The Cambridge Clinic found itself having difficulty with its internal working relationships. The medical director, concerned with the effect these problems could have on patient care, contacted an organizational organizational consultant at a local university and asked him for help. A preliminary discussion among the director, the clinic administrator, and the consultant seemed to point to problems in leadership, conflict resolution, resolution, and decision processes. The consultant suggested that data be gathered so that a working diagnosis could be made. The clinic officials agreed, and tentative working arrangements were concluded. At the beginning of a workshop about a week later, the consultant fed back to the clinic staff the data he had collected. Modern development In recent years, serious questioning has emerged about the relevance of OD to managing change in modern organizations. The need for "reinventing" the field has become a topic that even some of its "founding fathers" are discussing critically. With this call for reinvention and change, scholars have begun to examine organizational development from an emotion-based standpoint. For example, deKlerk (2007) writes about how emotional trauma can negatively affect performance. Due to downsizing, outsourcing, mergers, restructuring, continual changes, invasions of privacy, harassment, and abuses of power, many employees experience the emotions of aggression, anxiety, apprehension, cynicism, and fear, which can lead to performance decreases. deKlerk (2007) suggests that in order to heal the

http://mbaignoumaterial.blogspot.com/ Please send your documents/contribution at [email protected] . Send documents in *.pdf or *.doc *.doc format only. only. Your contribution contribution is vital vital for success of this blog’s mission. mission. Thanks Rajan VK. trauma and increase performance, O.D. practitioners must acknowledge the existence of the trauma, provide a safe place for employees to discuss their feelings, symbolize the trauma and put it into perspective, and then allow for and deal with the emotional responses. One method of achieving this is by having employees draw pictures of what they feel about the situation, and then having them explain their drawings with each other. Drawing pictures is beneficial beneficial because it allows employees to express emotions they normally would not be able to put into words. Also, drawings often prompt active participation in the activity, as everyone is required to draw a picture and then discuss its meaning. The use of new technologies combined with globalization globalization has also shifted the field of organization development. Roland Sullivan (2005) defined Organization Development with participants at the 1st Organization Development Conference for Asia in Dubai-2005 as "Organization Development is a transformative leap to a desired vision where strategies and systems align, in the light of local culture with an innovative and authentic leadership style using the support of high tech tools." Organisational development is the thing helping in building good culture in the orgaanisation.

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