models of organisation development n.
Skip this Video
Loading SlideShow in 5 Seconds..
Models of organisation Development PowerPoint Presentation
Download Presentation
Models of organisation Development

Loading in 2 Seconds...

play fullscreen
1 / 9

Models of organisation Development - PowerPoint PPT Presentation

  • Uploaded on

Models of organisation Development. Kurt Lewin,s Model. Organisations have internal equilibrium. Hence it should be prepared before introducing any change. Unfreeze and create motivation for change. Introduce change to solve the organizational problem.

I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
Download Presentation

PowerPoint Slideshow about 'Models of organisation Development' - sunee

An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.

- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
kurt lewin s model
Kurt Lewin,s Model
  • Organisations have internal equilibrium.
  • Hence it should be prepared before introducing any change.
  • Unfreeze and create motivation for change.
  • Introduce change to solve the organizational problem.
  • This change will move the organization to new equilibrium.
  • Stabilize at new equilibrium so that it does not go back to old position (Refreezing).
unfreezing changing freezing
  • Unfreezing:- Creating the need for change, motivating people for change and minimising resistance to change.
  • Changing:- Transition from old behaviour to experimentation with new behaviour.
  • Re-freezing:- Stablising and integrating the change by reinforcing the new behaviour in all aspect s of organisation

Pressure on top management

Intervention at tttthetop

Diagnosis of problem areas

Invention of new solution

Experimentation with new solution

Reinforcement from positive results

Larry Griener’sModel (Sequential Stages)

Stimulus on the power structure

Arousal to take action

Reorientation to internal problems

Recognisation of specific problem

Commitment to new course of action

Search for results

Acceptance of new practices

Reaction of the power structure

leavitt s model
Leavitt’s Model


Change in any sub system

ends to have consequences for

the other sub system

Hence OD efforts should not focus on intended change but also effect of change on other systems



Change can be brought out in any sub system depending upon the diagnosis of the situation

Planned change could be training of people, technological change, structural modification or task modification


od action research process
OD Action Research Process

Key Executive perception of problem

Data coll & preliminary diagnosis

Joint problem diagnosis

Consultation with behavioral scientist

Feed back to the key client

Data gathering after action

Joint action planning

Feed back to the client


New data gathering as a result of new action

New action planning

New action


od process
OD Process
  • OD process starts with the perception of problem.
  • This sets the stage for intervention.
  • The change agent needs to be relatively free unbiased.
  • He gathers the data and then analyses them.
  • The change agent discusses the results with top management and identify the problem.
standardised diagnostic process accounts for
Standardised Diagnostic Process Accounts for
  • Back ground variables:-
    • Structural factors like design parameters, technology, working conditions etc.
    • Process factors like managerial practices, sanctions and reward system, leadership behaviour etc,
    • Employee related variables like attitude, expectation, work values etc.
salient issues in od
Salient Issues in OD
  • Begins at top level of management and permeate the org till it reaches the lowest level.
  • Bring OD in such a way that you do not depend on consultant permanently.
  • Identify and define problem correctly as rest of the activities will depend on it.
  • Intervention will vary depending upon individual behaviour change and org behavioural change.
  • Evaluation of effectiveness is as important as identifying it.