Module - 5 -OB-1.pptxsudjekrkfofkwkwkkkrire

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1. Module 5 : Group and Organization Dynamics

2. Syllabus – Module 5 Group development and Models: Tuckman’s Model of Group Development, Punctuated-Equilibrium Model , Overview of Group Properties of roles, norms, status, size, cohesiveness and diversity. Group think and Group Shift. Organization Development and Organization Change. Organization Conflict: Concept, its types, relation with performance and process of conflict.

3. Group Development and Models

4. Stages in Group Development: In 1965, Bruce Tuckman, an educational psychologist developed one of the most influential models for group formation.

5. The Punctuated-Equilibrium Model It’s been found that: (1) the first meeting sets the group’s direction; (2) the first phase of group activity is one of inertia; (3) a transition takes place at the end of the first phase, which occurs exactly when the group has used up half its allotted time; (4) the transition initiates major changes; (5) a second phase of inertia follows the transition; and (6) the group’s last meeting is characterized by markedly accelerated activity.

6. The Punctuated-Equilibrium Model Studies confirm that groups do not develop in a universal sequence of stages, however, the timing of when groups form and change the way they work is highly consistent. The first meeting sets the group's direction, the first phase of group activity is one of inertia, then a transition takes place which initiates major changes, then a second phase of inertia follows the transition, and finally the group's last meeting is characterized by markedly accelerated activity. The punctuated-equilibrium model characterizes groups as exhibiting long periods of inertia interspersed with brief revolutionary changes triggered primarily by their members' awareness of time and deadlines.

7. Organization Development Beer’s Definition of OD  OD is a system-wide process of data collection, diagnosis, action planning, intervention, and evaluation aimed at: E nhancing congruence between organizational structure, process, strategy, people, and culture. D eveloping new and creative organizational solutions. D eveloping the organization’s self-renewing capacity. It occurs through collaboration of organizational members working with a change agent using behavioral science theory, research, and technology.

8. OD Strategies Action Research - An assessment and problem solving process aimed at improved effectiveness for the entire organization or specific work units. Conflict Management - Bringing conflicts to the surface to discover their roots, developing a common ground from which to resolve or better manage conflict. Executive Development - One-on-one or group developmental consultation with CEO's or VP's to improve their effectiveness. Goal Setting - Defining and applying concrete goals as a road map to help an organization get where it wants to go.

9. OD Strategies Group Facilitation - Helping people learn to interact more effectively at meetings and to apply group guidelines that foster open communication, participation and accomplishment. Strategic Planning - A dynamic process which defines the organization's mission and vision, sets goals and develops action steps to help an organization focus its present and future resources toward fulfilling its vision. Teambuilding - Improving how well organization members help one another in activities where they must interact.

10. Organization Change The term change refers to any alteration which occurs in the overall work environment of an organization. When an organizational system is disturbed by some internal or external force, change frequently occurs. As a process, is simply modification of the structure or process of a system.

11. Forces for Change A. External Forces Technology Marketing conditions Social changes Political forces B. Internal Forces Nature of the work force Change in managerial personnel Deficiencies in existing management structure To avoid developing inflexibility

12. Resistance to change Resistance to change  is the action taken by individuals and groups when they perceive that a  change  that is occurring as a threat to them. Employees can realize that they don't like or want a  change and resist publicly, verbally, and argumentatively.

13. Thank You!