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General Introduction to Organization Development
What Is OD?
 Planned, Organization wide, Managed from top, Increases organization effectiveness,
Planned interventions, and Uses behavioral science knowledge
...
Ex:
–Introduction of a new technology
 Change focus on Meeting Challenges for Organizations that’s why it is concerned with
adopting to change (be flexible & innovative) and continuous interaction with external forces
...

• OT is a revolution
...

• Unplanned changes in response to
pressures
...

Organization Development
• OD like an evolution
...

• Longer time frame than OT
...

• Modifies total organization or major
parts
...
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Entering and Contracting
 The first set of activities in planned change concerns entering and contracting
 Those events help managers decide whether they want to engage further in a planned
change program and to commit resources to such a process
 Entering an organization involves gathering initial data to understand the problems facing the
organization or to determine the positive areas for inquiry
...

 The contract spells out future change activities, the resources that will be committed to the
process, and how OD’s practitioners and organization members will be involved
...

 Diagnosis can focus on understanding organizational problems, including their causes and
consequences, or on collecting stories about the organization’s positive attributes
...

 It includes choosing an appropriate model for understanding the organization and gathering,
analyzing, and feeding back information to managers and organization members about the
problems or opportunities that exist
...

Planning and Implementing Change
 In this stage, organization members and practitioners jointly plan and implement OD
interventions
...

 Depending on the outcomes of diagnosis, there are four major types of interventions in OD:
o Human process interventions at the individual, group, and total system levels
o Interventions that modify an organization’s structure and technology
o Human resources interventions that seek to improve member performance and
wellness
o Strategic interventions that involve managing the organization’s relationship to its
external environment and the internal structure and process necessary to support a
business strategy
 Implementing interventions is concerned with leading and managing the change process
...

Evaluating and Institutionalizing Change
 The final stage in planned change involves evaluating the effects of the intervention and
managing the institutionalization of successful change programs so they persist
...
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 Feedback to organization members about the intervention’s results provides information
about whether the changes should be continued, modified, or suspended
...

Planned change Criticisms
 Assumes environmental stability
 Ignores power and politics
 Too reliant on managers
 Not applicable to situations that need rapid, directive transformational change
 It is a ‘one best way’ approach
 Limited applicability
...

o The most obvious group of OD practitioners are those people specializing in OD as a
profession
...

o The second set of people to whom the term OD practitioner applies are those
specializing in fields related to OD, such as reward systems, organization design, total
quality, information technology, and business strategy
...

Main Roles of OD Practitioner
 Facilitator : Improve the organization members’ ability to achieve its goal
 Catalyst: Develop client’s capacity to conduct change
...

 Problem solver: Enhance the client’s diagnostic ability to design and execute an intervention
 Educator: Involve organization members in the change process
Their skills
1
...
Project management skills
3
...
Communication skills
5
...
Personal skills
COMPETENCIES OF AN EFFECTIVE ORGANIZATION DEVELOPMENT PRACTITIONER
 Intrapersonal skills – Self-awareness and enquiry
 Interpersonal skills – Ability to work with others and groups
 General consultation skills – Ability to manage consulting process

Mr
...

• Implementing total quality management and Creating Boundaryless organizations
...

Lack of objectivity
Overly cautious, likely when dealing
with internal power structures
May lack certain skills and
experience in facilitating
organisational change

Definition

Advantages
•
•
•
•
Disadvanta
ges

•
•
•

Expertise
Objective perspective
Ability to probe difficult issues
and to question the status quo

•

Extra time required to familiarise
themselves
Wary (cautious) of outsiders
Outsiders have little investment
in outcomes

Not previously associated with
client
...

– Employee who initiates
change in work group
...


•

•
•

External-Internal Practitioner Team
• Team combines external practitioner working with internal practitioner
...

• External practitioner brings: Expertise, objectivity, and new insights
...

• They Provides support to one another
...

• Team combines advantages of both while minimizing disadvantages
...

• View styles as degree of emphasis placed upon 2 dimensions:
– Effectiveness - degree of emphasis upon goal accomplishment
...


Mr
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Stabilizer style
...
Maintains low profile
...
Tries to survive by following directives
...
Cheerleader style
...
Places emphasis on member satisfaction
...
Does not emphasize organization effectiveness
...
Analyzer style
...
Places emphasis on efficiency
...
Little attention to satisfaction of members
...
Persuader style
...
Seeks compromise between cheerleader and analyzer styles
...
Achieves average performance
5
...

1
...

2
...

o Role ambiguity
 Role Ambiguity - norms for a specific position are vague, unclear and illdefined
...

Entering and Contracting
Entering and contracting are the initial steps of the OD process
...

 Setting expectations for the OD practitioner and client is vital in the entering and contracting
phase
...
May be a symptom of the root
problem
...

 Focuses on making a good decision about whether to proceed and allows both the client and
OD practitioner to clarify expectations about how the change process will unfold
...


Mr
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They may need to meet with representatives of the client organization
rather than with the total membership; they may need to formalize their respective roles and
how the change process will unfold
...

 The organization member may be a manager, staff specialist, or some other key participant,
and the practitioner may be an OD professional from inside or outside of the organization
...

 In helping assess these issues, the OD practitioner may need to collect preliminary data
about the organization
...

 This knowledge will help both parties determine whether they should proceed to develop a
contract for working together
...

Clarifying the Organizational Issue:
 When seeking help from OD practitioners, organizations typically start with a presenting
problem—the issue that has caused them to consider an OD process
...

 The presenting problem often has an implied or stated solution
...

 They may even state the presenting problem in the form of a solution: "We need some team
building
...

 Gaining a clearer perspective on the organizational issue may require collecting preliminary
data
...


Mr
...

 They are intended to provide enough rudimentary knowledge of the organizational issue to
enable the two parties to make informed choices about proceeding with the contracting
process
...

 The diagnosis also might discover other issues that need to be addressed, or it might lead to
redefining the initial issue that was identified during the entering and contracting stage
...

 Generally such organization members are involved who can directly impact the change
issue, whether it is solving a particular problem or improving an already successful
organization or department
...
In trying to improve
the productivity of a unionized manufacturing plant, for example, it will be necessary to
include union official as well as managers and staff personnel
...

 Determining the team members can vary in complexity depending on the situation
...

 For example, if a manager asked for help improving the decision-making process of his or
her team, the manager and team members would be the part of the OD process
...

 Determining the team members is more complex when the organizational issue cannot
readily be addressed in a single unit
...

 For example, the manager of a production department may seek help in resolving conflict
between his or her unit and other departments in the organization
...

 The team might include members from all departments involved in the conflict as well as the
executive to whom all of the departments report
...
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 If that interdepartmental conflict also involved key suppliers and customers from outside of
the firm, the team might include members of those groups
...

 When examining company records or interviewing personnel, practitioners can seek to
identify the key members and organizational units that need to be involved
...

Unfortunately, little systematic advice is available on how to choose a competent OD
professional, whether from inside or outside of the organization
...

 Lippitt listed areas that managers should consider before selecting a practitioner, including
the ability of the consultant to form sound interpersonal relationships, the degree of focus on
the problem, the skills of the practitioner relative to the problem, the extent that the consultant
clearly informs the client as to his or her role and contribution, and whether the practitioner
belongs to a professional association
...

 A client may not like the consultant's work, but it is critical to know the reasons for both
pleasure and displeasure
...

 Certainly, OD consulting is as much a person specialization as it is a task specialization
...

 Regardless of technical training, the consultant must be able to maintain a boundary position,
coordinating among various units and departments and mixing disciplines, theories,
technology, and research findings in an organic rather than a mechanical way
...

 Thus, in selecting an OD practitioner, perhaps the most important issue is the fundamental
question, how effective has the person been in the past, with what kinds of organizations,
using what kinds of techniques? In other words, references must be checked
...

 The burden of choosing an effective OD practitioner should not rest entirely with the client
organization
...


Mr
...

 Thus, practitioners should help educate potential clients, being explicit about their strengths
and weaknesses and about their range of competence
...

 They define the major focus for contracting, including the relevant parties
...
It
typically establishes the expectations of the parties, the time and resources that will be
expended, and the ground rules under which the parties will operate
...
It
can be relatively informal and involve only a verbal agreement between the client and OD
practitioner
...

 After some discussion, they might agree to devote one hour of future meeting time to
diagnosing the team with the help of the leader
...
In other cases, contracting can be more protracted and result in a formal
document
...

Government agencies, for example, generally have procurement regulations that apply to
contracting with outside consultants
...
Such contracting clarifies the
client's and the practitioner's expectations about how the OD process will take place
...
That can lead to reduced commitment and
support, to misplaced action, or to premature termination of the process
...

Mutual Expectations:
 This part of the contracting process focuses on the expectations of the client and the OD
practitioner
...
Clients usually can describe the desired outcomes, such as decreased turnover
or higher job satisfaction
...
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working relationships, and personal accomplishments can facilitate the development of a
good contract
...

This can include opportunities to try new interventions, report the results to other potential
clients, and receive appropriate compensation or recognition
Time and Resources:
 To accomplish change, the organization and the OD practitioner must commit time and
resources to the effort
...
Failure to make explicit the necessary requirements of change process
can quickly ruin an OD effort
...

 However, the client may expect the practitioner to complete the assignment without talking to
the workers
...

 Resources can be divided into two parts
...

 From the practitioner's perspective, they can include access to key people or information,
enough time to do the job, and commitment from certain people
...

 Being clear about the constraints on carrying out the assignment will facilitate the contracting
process and improve the chances for success
...

Ground Rules:
 The final part of the contracting process involves specifying how the client and the OD
practitioner will work together
...

 For internal consultants, organizational politics make it especially important to clarify issues
of how to handle sensitive information and how to deliver bad news
...
Failure to address the concerns may
mean that the client or the practitioner has inappropriate assumptions about how the process
will unfold
...
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Collecting and Analyzing Diagnostic Information
Collecting and Analyzing Diagnostic information:
 Organization development is vitally dependent on organization diagnosis: the process of
co1lecing information that will be shared with the client in jointly assessing how the
organization is functioning and determining the best change intervention
...

 The process begins by establishing an effective relationship between the OD practitioner and
those from whom data will be collected and then choosing data-collection techniques
...

 Data analysis organizes and examines the information to make clear the underlying causes
of an organizational problem or to identify areas for future development
...

 The key to effective diagnosis is to Know what to look for at each organizational level and to
Recognize how the levels affect each other
Diagnosing Problem Areas
 Identification of areas for improvement
...

 Analyzes data on organization’s Structure, Administration, Interaction, Procedures, and Other
elements
...
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Organization-Level Diagnostic Model

Must understand the part of the model and assess how the design components align with
each other and with the inputs
...
g
...
g
...
g
...


Mr
...

 The threatening or overwhelming diagnosis
...

o The diagnosis may be made to fit the practitioner’s own special skill areas regardless
of the problem
 The diagnosis of symptom
...

Data Collection - Feedback Cycle

The Feedback Process
 Attention to the following will enable the OD practitioner to move forward to design a
successful intervention
o Motivate everyone to work with the data
o Structure the meeting for focus and clear effective communication of the message
o Ensure appropriate membership
o Be clear about what can be changed and what cannot
o Use effective process skills to support positive outcomes

Mr
...
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Leading and Managing Change
Activities Contributing to Effective Change Management

Mr
...

 Internal motivators are New leadership, Poor product quality, High production costs, and
Excessive employee absenteeism & turnover
Strategies to Increase Motivation
1
...

a
...

b
...

2
...

a
...
A vision helps to give direction to a change program and to provide a bench mark to
evaluate the success of the change
3
...

a
...

b
...

c
...

d
...

4
...

a
...
Leaders
5
...

a
...
Reward systems
...
Financial rewards (pay for performance, profit-sharing, knowledge-based pay, gain
sharing, and stock-ownership plans)
...
Non-financial rewards (flexi-work, job enrichment, meeting workers’ expectations)
7
...

a
...

8
...

a
...

b
...
If necessary with some employees in order to bring about change
...
Being critical 2
...
Ridiculing 4
...
Using facts
selectively 6
...
Sabotaging 8
...


Mr
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Distorting facts 11
...
Undermining 13
...
Arguing
 Signs of Resistance: Passive
o Agreeing verbally but not following through (“malicious compliance”)
o Failing to implement change
o Procrastinating or dragging one’s feet
o Pretending ignorance
o Withholding information, suggestions, help, or support
o Standing by and allowing change to fail
 Overt vs
...

o Covert Resistance: sabotage of the change process by not putting new systems in
place or not using new skills learnt specifically so that change can happen
...

Why Change is Resisted?
 Lack of clarity as to what is needed “ What & Why?”
 Fear of unknown & disruption of the routine “The Comfort Zone
...

 Criteria that define an effective intervention are:
o the extent to which it fits the needs of the organisation
o the degree to which it is based on causal knowledge of intended outcomes
o the extent to which it transfers competence to manage change to organisation
members
 to Design Effective Interventions
o No ‘one size fits all’ recipe
o Needs careful attention to detail
o Two sets of contingencies that impact on the design of successful intervention need to
be considered
 Contingencies related to the change situation
 Readiness for change: Indicators of readiness for change include:
dissatisfaction with the status quo, availability of resources to support
change, and commitment of significant management time
...
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

Capability to change: It is a function of the change-related knowledge
and skills present in the organization, the resources and systems
devoted to change, and the organization’s experience with change
...

 Cultural context: The national culture can exert a powerful influence on
members’ reactions to change
...

o We do not work in a vacuum
...

o Organisations are miniature societies
...
The
ethical guidelines under which OD practitioners operate require full
disclosure of the applicability of their knowledge and expertise to the
client situation
...


Mr
...

Major Intervention Levels
 Intervention techniques focus on 4 categories:
o Individual or interpersonal level
...

o Intergroup level
...
For example: the impact of a
technological change on the working environment of a group will not be limited to hardware
and the physical environment, but also to structural changes such as size of needed
workforce, new job designs, and new needed skills and talents
...
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Chapter 17: Restructuring Organizations
Downsizing
 Downsizing intervention – aims to improve an organization’s efficiency productivity, and/or
competitiveness by reducing the workforce, redesigning the work processes, or changing the
systems of the organization
 Dealing with Survivors – employees remaining with an organization after the downsizing
processes
 Why do Organizations Downsize?
o Declining profit
o Business downturn or increased pressure from competitors
o Merging with another organization, resulting in duplication of efforts
o Introduction of new technology
o The need to reduce operating costs
o The desire to decrease levels of management
o Getting rid of employee "deadwood"
 Alternatives to Downsizing
o Hiring freeze, Mandatory vacation, Reducing the workweek, Reducing overtime,
Reducing salaries, Short-term facility shutdowns, Obtaining cost-reduction ideas from
employees, Voluntary sabbaticals, Lending employees, or Exit incentives
 Successful downsizing interventions tend to proceed by the following steps:
o Clarify the Organization’s Strategy
o Assess Downsizing Options and Make Relevant Choices
...

o Address the Needs of Survivors and Those Who Leave
o Follow Through with Growth Plans
...

o Work Redesign- medium-term strategy in which organizations focus on work
processes and assess whether specific functions, products and/or services should be
eliminated
...
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o Systematic Change- long-term strategy that changes the organization's culture and
attitudes, and employees' values, with the goals of reducing costs and enhancing
quality
...

o Layoffs may result in initial improvements in financial performance, but such gains are
temporary and not sustained at even pre-layoff levels
...
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Re-engineering
 Re-engineering is the fundamental rethinking and radical redesign of business processes to
achieve dramatic improvements in performance
...

 A typical re-engineering project prepares the organisation, rethinks the way work gets done
and restructures the organisation around the newly designed core processes
 Re-engineered organizations typically have the following characteristics:o Work units change from functional departments to process teams
...

o People’s roles change from controlled to empowered
...

o Organization structures change from hierarchical to flat
o Managers change from supervisors to coaches ; executives change from score –
keepers to leaders
 Implementation steps
o Prepare the organization
o Fundamentally rethink the way work gets done
 Identify and analyse core business processes
 Define performance objectives
 Design new processes
o Restructure the organisation around the new business processes
 Reengineered organizations typically have the following characteristics:
o Work units change from functional departments to process teams
...

o People’s roles change from controlled to empowered
...

o Organization structures change from hierarchical to flat
...

 Results
o Performance improvements in particular processes were associated strongly with
changes in behavior, including structure, skills, information systems, roles, incentives,
and shared values
 Why Reengineering Fail?
o Trying to fix a process instead of changing it
o Ignoring everything except the process design
o Quitting too early
o Reengineering from the bottom up
o Neglecting people’s values and beliefs
o Being willing to settle for minor results

Mr
...


Chapter 17: Human Resource Management Interventions
Performance Management – Management by Objectives
Goal-Setting Theory
 Goal setting is invariably part of an OD program
...

 Goal setting may be Organization-wide, Department-wide, Individual, or Integration of the
three
...

 It is a system of management set up to help in planning, organizing, problem solving,
motivating, and other important management activities
...
” S
...
A
...
T, S= specific, M= Measurable, A=
Attainable, R= Realistic, and T= Time bound
...

 Participation increases commitment to goals
...

o The team sets up methods of measuring performance
...


Mr
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o Define each individual’s major areas of responsibility in terms of results expected
...

o Feedback of results with comparison between actual performance and goals
...

o Establishment of action plans for goals
...

o Traditionally limited to managerial and professional employees where costs can be
justified
...

o MBO may be too quantitative
...

o MBO may be implemented as top dictating to bottom
...

Finally,
 Goal setting appears to produce positive results over a wide range of jobs and organizations
and it has produced performance improvements
 Greater use of and satisfaction with the program
 The researchers concluded that top-management support for MBO is the most important
factor in implementing such programs
...

 In particular, MBO’s focus can be too much on vertical alignment of individual and
organizational goals and not enough on the horizontal issues that exist when tasks or groups
are interdependent
Continuous Change
Continuous change interventions extend transformational change into a nonstop process of strategy
setting, organization designing, and implementing the change
Two different types of continuous change interventions
 self-designing organization interventions
 organization learning and knowledge management interventions

Mr
...

The Self-Design Strategy
 Mohrman and Cummings developed the self-design strategy in response to a number of
demands facing organizations having to adapt to turbulent environments
...
It is also applicable to changing the total organization or only some
subunits
...
It includes two interrelated
change processes: organization learning (OL) and knowledge management (KM)
...
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Characteristics of a Learning Organization
 Structures emphasize teamwork, information sharing, empowerment
 Information systems facilitate rapid acquisition and sharing of complex information to manage
knowledge for competitive advantage
 Human resources reinforce new skills and knowledge
 Organization culture encourages innovation
 Leaders model openness and freedom to try new things while communicating a compelling
vision
 Learning is organizational to the extent that
o It is done to achieve organization purposes
...

o Learning outcomes are embedded in the organization’s systems, structures, and
culture
...

 Double loop learning
o Generative learning
o Questions and changes existing assumptions and conditions
o This level of learning can lead to transformational change, where the status quo itself
is radically altered
...
The processes are:
o Discover Theories in Use and Their Consequences
o Invent and Produce More Effective Theories in Use
 Continuously Monitor and Improve the Learning Process
Knowledge and Performance
 Organization knowledge must be relevant and applied effectively to the competitive strategy
 Link organization learning processes to organization performance
 Growing emphasis on the value of intellectual assets and services
 For many organizations, the value of intellectual assets far exceeds the value of physical and
financial assets;
Knowledge Management Interventions
 Generating Knowledge
o Identify knowledge for competitive strategy

Mr
...

OL and KM
 OL interventions address how organizations can be designed to promote effective learning
processes, and how those learning processes themselves can be improved
...

 Each of the key elements of OL and KM—organization characteristics, organization learning
processes, and organization knowledge—are described below along with the interventions
typically associated with them
Work Design
Work Design
 Creating jobs and work groups that generate high level of employee fulfillment & productivity
 This technostructural intervention can be part of a larger employee involvement application,
or it can be an independent change program
...

o The engineering approach scientifically analyzes workers’ tasks to discover those
procedures that produce the maximum output with the minimum input of energies and
resources
o Critics
 Ignore workers’ social and psychological needs
 Rising educational level of the workforce and the substitution of automation for
labor point to the need for more enriched forms of work in which people have
greater will and are more challenged
 The current competitive climate requires a more committed and involved
workforce able to make online decisions and to develop performance
innovations
...
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o The motivational approach to work design views the effectiveness of organizational
activities primarily as a function of member needs and satisfaction, and seeks to
improve employee performance and satisfaction by enriching jobs
...

o Establishing Client Relationships When jobs are split up, the typical worker has
little or no contact with, or knowledge of, the ultimate user of the product or service
...

o Opening Feedback Channels
...
The technology of an organization can limit job enrichment by
constraining the number of ways jobs can be changed

Mr
...
Human resources systems can constrain job enrichment by
creating formalized job descriptions that are rigidly defined and limit flexibility in changing
people’s job duties
...
Control systems, such as budgets, production reports, and accounting
practices, can limit the complexity and challenge of jobs within the system
 The supervisory system
...

Results of Job Enrichment
 employee turnover, dissatisfaction, and withdrawal are associated with dark offices, a lack of
privacy, and high worker densities
 Enriching the jobs of workers with low growth needs or with low knowledge and skills is more
likely to produce frustration than satisfaction
 It is interesting that the job feedback dimension emerged as the strongest and most
consistent predictor of both psychological and behavioral work outcomes
...

Sociotechnical Systems Approach
 Sociotechnical systems (STS) theory is based on two basic ideas:
o An organization or work unit is a combined, social plus-technical system
(sociotechnical)
o The system is open in relation to their environment and must interact with their
environments to survive and develop
 Self-managed work teams is the most prevalent application of STS
Self- Managed Team
 Members performing interrelated tasks
 Responsible for a complete product or service/ work process or segment
 Assume the responsibilities of managing itself
...
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Team Task Design & Development
 Self-managed work teams are responsible for performing particular tasks; consequently, how
the team is designed for task performance can have a powerful influence on how well it
functions
...

 Because self-managed work teams need to be self-reliant, members generally acquire their
own team process skills
...
The success of such teams clearly depends on support
systems that are quite different from traditional methods of managing
o Performance management systems
o Training systems
o Information systems
o Selection systems
o Management systems
Application Stages
 Sanctioning the Design Effort At this step, workers receive the necessary protection and
support to diagnose their work system and to create an appropriate work design
...
This step includes analyzing the work system to discover
how it is operating
...

 Generating Appropriate Designs
...

o The first principle, compatibility, suggests that the process of designing work should fit
the values and objectives underlying the approach
...
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o The second design principle is called minimal critical specification
...
Organizational support systems may have to be changed to
support new work designs
...
This stage involves making necessary
changes to implement the work design and evaluating the results
...

 Continual Change and Improvement
...

Note:
 This chapter has described three approaches to work design: engineering, motivational, and
sociotechnical
...

 The engineering approach produces traditional jobs and work groups and focuses on efficient
performance
...

 The motivational approach designs jobs that are stimulating and demanding and highlights
the importance of employee need satisfaction
...

 Finally, the STS approach integrates social and technical aspects, but it may not be practical
in all situations
 The technical and personal factors affecting work-design success provide a contingency
framework for choosing among the four different kinds of work designs: traditional jobs,
traditional work groups, enriched jobs, and self-managed teams
...


Mr
...
Such information may suggest the need for further
diagnosis and modification of the change program, or it may show that the intervention is
successful
...
It ensures
that the results of successful change programs persist over time
...

 Two key aspects of effective evaluation are measurement and research design
...

Measurement
 Providing useful implementation and evaluation feedback involves two activities: selecting
the appropriate variables and designing good measures
...
A good measure is operationally defined; that is, it
specifies the empirical data needed, how they will be collected and, most
important, how they will be converted from data to information
...
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



Reliability
...

Validity
...


Research Design
 OD practitioners must make choices about how to design the evaluation to achieve valid
results
...
This is called internal validity
...

 It involves the long-term persistence of organizational changes:
 To the extent that changes persist, they can be said to be institutionalized
...

 This means that numerous others share norms about the appropriateness of the changes
Institutionalization Framework

Mr
...
This is the degree to which an intervention is perceived as being in harmony
with the organization’s managerial philosophy, strategy, and structure; its current
environment; and other changes taking place
 Stability of environment and technology
...
The persistence of change is
favored when environments are stable
...
Diffusion of interventions may be more difficult in unionized settings,
especially if the changes affect union contract issues, such as salary and fringe benefits, job
design, and employee flexibility
...
This involves the extent to which intervention goals are specific rather than
broad
...
This involves the degree to which the changes can be programmed or the
extent to which the different intervention characteristics can be specified clearly in advance to
enable socialization, commitment, and reward allocation
...
This concerns the extent to which the change target is the total
organization, rather than a department or small work group
...

 Internal support
...
Internal support, typically provided by an internal consultant, can
gain commitment for the changes and help organization members implement them
 Sponsorship
...
Sponsors must come from levels in the
organization high enough to control appropriate resources, and they must have the visibility
and power to nurture the intervention and see that it remains viable
...
This concerns the transmission of information about beliefs, preferences,
norms, and values with respect to the intervention
...
This binds people to behaviors associated with the intervention
...
Opportunities for
commitment should allow people to select the necessary behaviors freely, explicitly, and
publicly
...
This involves linking rewards to the new behaviors required by an
intervention
...
This refers to the process of transferring changes from one system to another
...
Islam Yusri
01228860960

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 Sensing and calibration
...
Institutionalized behaviors invariably encounter
destabilizing forces, such as changes in the environment, new technologies, and pressures
from other departments to nullify changes
...
This involves the extent to which organization members have knowledge of the
behaviors associated with an intervention
...

 Performance
...
It may be measured by counting the proportion of relevant people performing the
behaviors
...
This involves the degree to which organization members privately accept the
organizational changes
...

 Normative consensus
...
This indicator of institutionalization reflects
how fully changes have become part of the normative structure of the organization
...
This is concerned with social consensus on values relevant to the
organizational changes
...


Mr

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