5TH URBAN & CITY MANAGEMENT COURSE FOR AFRICA FACE – FACE AND DISTANCE LEARNING VERSION MODULE II Organizational Development as a Framework for Creating Anti-Poverty Strategies and Action Including Gender Mainstreaming BY KINUTHIA WAMWANGI Senior

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5TH URBAN CITY MANAGEMENT COURSE FOR
AFRICAFACE FACE AND DISTANCE LEARNING VERSION
MODULE IIOrganizational Development as a
Framework for Creating Anti-Poverty Strategies
and Action Including Gender Mainstreaming BY
KINUTHIA WAMWANGISenior Programme
OfficerTraining and Human Resources
DevelopmentMunicipal Development Partnership
Eastern Southern Africakinuthia_at_mdpesa.orgPr
esented on 21 October 2003At the Global Distance
Learning Centre, Tanzania

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OBJECTIVES

• At the end of this module participants will be
  expected to understand the concept of
  organizational development and how it can be
  used
• As a tool for managing change
• As a collaborative problem solving approach
• To manage organizational culture for
  effective outcomes

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OBJECTIVES.continues

• To mobilize cross functional teams in municipal
  project management
• To mainstream gender in local government
  management and processes
• As a framework for creating anti-poverty
  strategies

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DEFINITION OF CHANGE

• Change occurs in society, organizations or
  individuals.
• It implies a perceived difference or
  transformation
• It is continuous.
• Modern change has changed in speed, depth and
  complexity.
• The present generation has witnessed many changes
  (The fall of the Berlin Wall, the Collapse of the
  Soviet Union, Globalization).
• Change brings new social values, new ways of
  doing things and new possibilities.

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TYPES OF CHANGE

• There are many forms of change
• Two types have attracted analysis in the study of
  organizational behaviour
• Organizational change.
• Organizational development.

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ORGANIZATIONAL CHANGE

• It describes the interrelationships between the
  organizational change and human change.
• Organizational change involves various aspects
  including products and service, technologies,
  systems, relationships, organizational culture
  and management techniques.
• The behaviour of organizational workers at all
  levels determines what organizational changes
  can be made.
• People need to understand change and be willing
  and able to embrace it.
• Change occurs when there is a change in attitude
  and behaviour

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FIGURE I LEVELS DETERMINANTS OF CHANGE
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ORGANIZATIONAL CHANGE (Continued)

• If change is decided and imposed on individuals
  by management it can lead to organizational
  dilemma
• The imposition of change on individuals is
  preferred by organizations in a fast moving
  competitive environment.
• These organizations are usually faced immediate
  threats that need rapid change and improvements
  within tight timescales.
• Organizational change is therefore results
  driven.

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ORGANIZATIONAL DEVELOPMENT

• DEFINITION
• OD is a methodology or technique used to effect
  change in an organization with a view of
  improving the organizations effectiveness
• It aims at gaining sustained commitment to the
  pursuit of intangible goals such as attitude
  change and new sets of values.

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ATTRIBUTES OF OD

• A planned process of change
• Applies behavioral science knowledge
• Aims at the change of organization strategies,
  structures and processes
• Applies to an entire system of an organization
• Targets long term institutionalization of new
  activities
• Encompasses strategy, structure and process
  changes
• A process managed from the top

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CHARACTERISTICS OF ORGANIZATIONAL DEVELOPMENT

• Values of OD
• OD Approaches
• OD Toolkits

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VALUES OF OD

• OD places human centered values above everything
  else.
• The human values are as follows
• The individual should be treated with respect and
  dignity.
• The organization climate should be characterized
  by trust, openness and support.
• Hierarchical authority and control are not
  regarded as effective mechanisms.
• Problems and conflicts should be confronted, and
  not disguised or avoided
• People affected by change should be involved in
  its implementation

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OD APPROACHES

• At least three planned change models
• Lewins Change Model
• Action Research Model
• Contemporary Action Research Model

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FIGURE II COMPARISON OF PLANNED CHANGE MODELS
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LEWINS MODEL

• It is a once only intervention with seven steps
• Scouting
• Entry
• Diagnosis
• Planning
• Action
• Stabilization and Evaluation
• Termination

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THE ACTION RESEARCH MODEL

• The outcomes are fed back fed back so that
  further improvements and changes can be made.
• It is a cyclical and iterative process.
• It is a collaborative effort between the
  consultant and the clients members who engage in
  joint planning, diagnosis, implementation,
  evaluation and further planning.

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THE CONTEMPORARY ACTION RESEARCH

• This is of great interest to the Workshop
• Can be used to promote projects in both public
  and private organizations .

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OD TOOLKITS

• These are used to address specific areas of a
  problem.
• They include
• process consultation.
• Changing the structure.
• Survey feedback.
• Team building.
• Inter-group development.
• Role negotiation.
• Sensitivity training.

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FIGURE III ORGANIZATIONAL DEVELOPMENT IN LOCAL
GOVERNMENT
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ORGANIZATIONAL DEVELOPMENT INTERVENTIONS

• Cultural Analysis
• Process consultation
• Structure Change
• Team Building
• Role Negotiation

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CULTURAL ANALYSIS

• One of the most complex change actions
• It is a result of long term learning
• Organizational culture influences organizational
  strategy, performance and policies.
• To change organizational culture may be traumatic
  and it requires careful analysis and handling.
• Trauma experienced by American Companies in the
  1980s when they adopted Japanese approach.

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PROCESS CONSULTATION

• Consultation is that situation where an expert is
  invited to advise an organization that is
  experiencing a problem.
• Three types of consultation
• The expertise model
• The doctor patient model
• The process consultation model

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PROCESS CONSULTATION (Continued)

• OD advocates the process consultation model.
• The purport of the model is to engage an external
  consultant on a flexible advisory capacity to
  work with the clients.
• The consultant need not be an expert in the
  problem at hand.
• His expertise is in facilitating a process that
  carries everybody in the search for solutions.
• Once the expert leaves the people should have the
  capacity to solve the next round of problems.

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STRUCTURE OF CHANGE

• An intervention that helps to change the
  structure of an organization to make the work
  more interesting, challenging or productive.
• Involves activities such as job enrichment,
  formation of autonomous work teams or business
  re-engineering.
• Other actions involve decentralization /
  centralization in an organization or even
  redesigning of focus from region to product or
  vice versa.

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TEAM BUILDING

• Team work is vital to the functioning of modern
  organizations.
• Members of teams bring different strengths to the
  group.
• Teams take over from hierarchical systems where
  individuals are assumed to know everything
  depending on their level in the authority ladder.
• The system denies the organization the cumulative
  advantage of skills and strengths in different
  individuals.

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ROLE NEGOTIATION

• A misunderstanding between individuals in an
  organization can affect its effectiveness.
• Caused by lack of shared awareness,
  misunderstanding or lack of trust.
• Role negotiation helps to clarify individual
  perceptions and mutual expectations in order to
  resolve differences.

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ACTION RESEARCH METHODOLOGY

• The action research model is the more preferred
  OD model.
• It focuses on planned change as a cyclic process.
• Eight steps can be identified
• Problem identification
• Consultation with a behavioral science expert
• Data gathering and preliminary diagnosis
• Data feedback to the key client group.
• Joint (evaluation) diagnosis of problem.
• Joint action planning
• Action or implementation of proposals for change.
• Repeat the cycle fresh data gathering and
  feedback of results.

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STRUCTURE OF THE OA PROCESS
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CONTEMPORARY ADAPTATION TO ACTION RESEARCH

• This model shifts attention from smaller
  sub-units of organizations to total systems and
  communities.
• It is more complex and political and involves
  multiple change processes.
• It has been developed internationally and more
  specifically in developed countries.
• It is characterized by increased involvement of
  members in learning about their own organizations
  and how to change them.