Page 45 - DMGT520_ORGANIZATION_CHANGE_AND_DEVELOPMENT

Organization Change and Development

Notes Greiner is not certain what the next revolution will be, but he anticipates that it will center
around the ‘psychological saturation’ of employees who grow emotionally and physically
exhausted by the intensity of teamwork and heavy pressure for innovative solutions.

Figure 3.6: The Five Stages of Growth

Task Take two or three organisation and correlates those organizations with
Organisational Growth Model.

3.3 Porras and Robertson Model of Organizational Change

Jerry Porras and his associates developed a model of how organization development works; it
is described in a discussion by Porras and Peter Robertson. The basic premise is that OD
interventions alter features of the work setting causing changes in individuals behaviours,
which in turn lead to individual and organizational improvements. Organizational change
occurs only when individuals change their behaviour, and these behaviour changes occur when
elements of the work setting have been modified by OD interventions. The work setting plays
a central role in this model and consists of four factors: organizing arrangements, social factors,
physical setting, and technology. This model shows how OD interventions can be linked to
factors in the work setting. For example, OD interventions that focus on goals, strategies, and
rewards will affect organizing arrangements. Interventions that focus on culture, management
style, and interaction processes will affect social factors. Interventions that focus on job design
and work flow design will affect technology. Following figure shows the work setting in the
larger organizational framework. The premise modeled here is that work setting factors influence
organizational members cognitions (they learn what is expected, required, rewarded), which

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