1. Models of organisation Development

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

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

4. Larry Griener’s Model (Sequential Stages) Stimulus on the power structure Pressure on top management Intervention at tttthe top Diagnosis of problem areas Invention of new solution Experime ntation with new solution Reinforce ment from positive result s Arousal to take action Reorientati on to internal problems Recognisat ion of specific problem Commitme nt to new course of action Search for results Acceptan ce of new practices Reaction of the power structure

5. Leavitt’s Model Task Structure Technology People 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

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

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

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

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