Page 117 - DMGT520_ORGANIZATION_CHANGE_AND_DEVELOPMENT

Organization Change and Development

Notes 5. Adjourning: Adjourning is the end phase of cycle of a team. Sooner or later, each team has
to be adjourned, even the most successful teams as they have completed their mission. The
adjournment phase takes place in the case of those teams which are created for some
special purposes like task force, committee, etc. Other types of team like a department in
an organization run on the basis of some permanency though there may be changes in
team members. After the adjournment of the team, intense social relationship among
members comes to an end.
It is not necessary that all teams follow the rigid pattern prescribed here and the similar problems
they face at each stage because each team is different in some respect based on the type of
members and problems and functions assigned. However, concept of stages is significant in the
context of the nature of problem which team members are likely to face in teamwork.

Self Assessment

State whether the following statements are true or false:
5. OD interventions refer to various activities which a consultant and client organisation
perform for improving organisational performance through enabling organisational
members better manage their behavior, their work group, and organisational culture.
6. Formalization refers to the extent to which jobs within the organisation are specialized.
7. Span of Control refers to the number of specialized activities or individuals supervised by
one person.
8. Coordination enables application of specialized knowledge which betters quality of work
and improves organisational efficiency.

9. Strategic planning is a dynamic process which defines the organisation’s mission and
vision sets goals and develops action steps to help an organisation focus its present and
future resources toward fulfilling its vision.
10. Centralisation refers to decision-making at lower levels in the hierarchy of authority.

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Case Study Organization Development Interventions

H ere is a brief on interventions that OD practitioners choose from, in partnering
with organizational leaders to create “planned change.”

This is, of course, not exhaustive. It only covers the most common OD interventions.
Every practitioner augments this list with both specially designed interventions that meet
the precise needs of clients and with other, more complex interventions such as large-
group sessions, and other popular programs. It is important, however, that all OD
professionals be completely grounded in these basic interventions.
Applying Criteria to Goals
Here the leadership establishes objective criteria for the outputs of the organization’s
goal-setting processes. Then they hold people accountable not only for stating goals against
those criteria but also for producing the desired results.

Contd...

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