OCTAPACE Model &

Comprehensive OD Intervention
Module 5
 OCTAPACE Model of climate survey

• An optimum level of “Development Climate” is

essential for facilitating HRD.
• OCTAPACE is an instrument that can help us to
find out about the organizational
culture/climate.
• Such a climate is characterized as consisting of
the following characteristics i.e. known as
OCTAPACE Model.
 OCTAPACE Model of climate survey
[Link] and Risk taking
[Link]
[Link]
[Link]
[Link]-action
[Link]
[Link]
[Link]
Comprehensive OD Intervention
 Beckhard’s Confrontation Meeting

• Richard Beckhard
• One day meeting
• Organizational health
• Generate data
• Set action plan
 Steps in Meeting
• Climate setting
• Information collecting
• Information sharing
• Priority setting and group action planning
• Immediate follow up by Top team
• Progress review
 Stream Analysis
• Jerry Porras
• Change Management
• Graphically displaying, examining, tracking and
analyzing problems
• Interconnection between the problems
 Four Streams of Stream Analysis

• Organizing arrangements
• Social factors Changes in
Individual
• Technology Behavior on
• Physical setting the Job

Organizational
Improvement
 Four Streams of Stream Analysis
• Organizing arrangements
 Goals
 Strategies
 Structure
 Administrative policies & Systems
 Reward System
 Ownership
• Social factors
 Culture
 Management style
 Interaction process
 Networks
 Four Streams of Stream Analysis
• Technology
 Tools
 Equipments
 Machinery
 Information technology
 Job design
 Work flow design
 Technical expertise
 Technical procedures and system
• Physical setting
 Space
 Ambiance
 Interior
 Architectural design
 Survey Feedback
• Systematic collection of data at all levels
• Feedback the data for individuals and groups
• Analyze – Interpret – Design Corrective actions
• Two components – climate/Attitude Survey
and Feedback Workshops
Comparison of Traditional Approach and Survey Feedback
or OD Approach
Parameters Traditional Approach OD Approach
Data Collected From Rank & File & may be Supervisor Everyone in the System or the
Subsystem

Data Reported to Top Management, Dept Heads, Everyone who participated

and perhaps to employees thro’
Newspapers

Implications of data are Top management Every one in the Organization

worked upon by

Obtaining concurrence on total

Third Party intervention Design and Administration of strategy, design and administration
Strategy Questionnaire and development of questionnaire, design, of
of a report workshops, appropriate
interventions in workshops

Action Planning done by Top Management Only Teams at all levels

Probable Extent of Change
and Improvement LOW HIGH
12
 Systems 1 – 4T
• This management topology is based largely on
measures pertaining to leadership, organizational
climate and job satisfaction.
 In his earlier writings Likert identified 4 types of
systems, which he called,
 System 1 : Exploitive Authoritative
 System 2 : Benevolent Authoritative
 System 3 : Consultative
 System 4 : Participative group
 In his later works only the Systems1-4 terms were used.
 System 1 type of Organization:
• Control, goal setting and decision making are
concentrated at the Top.
• Subordinates are not involved in decisions
related to their work.
• Extensive use of threats, punishments and fear.
• Communication largely DOWNWARD.
• Team work is essentially non existent.
• Motivation, except at the top is LOW.
 System 2 type of Organization:
• Control, goal setting and decision making are
largely concentrated at the top but there is some
delegating of DM relative to implementing policies.
• Subordinate’s ideas are sometimes sought and
occasionally involved in DM.
• Communication is mostly downward with some
lateral and upward communication.
• Motivation is relatively low but higher than system
1
 System 3 type of Organization:
• Broad policy is decided at the top, but substantial delegation of
DM flows down through the organization.
• Goals are formulated at the top with consultation of the
subordinates.
• Subordinates ideas are generally sought and are included in DM.
• Communication is both upward and downward with lateral
communication being encouraged.
• Extensive use of rewards and little use of punishments.
• Individuals feel responsible for the overall welfare of the
organization.
• Teamwork exists in moderate amounts.
• Significantly more participative than system 1 and 2.
 System 4 type of Organization :
• Goals are established through participation.
• Decisions are made by consensus.
• High level of coordination is shown in subordinates.
• Communication flow is downward, upward and
lateral without any distortion.
• No use is made of coercion and fear.
• High motivation is based on extensive involvement.
• Teamwork is evident throughout the organization.
 Grid organization development
• It is a thoroughgoing and systematic OD
program, designed by Robert [Link] & Jane
[Link].
• It is a Six-Phase program where an
organization can systematically move from the
state of examining managerial behavior &
style to the development and implementation
of an “ideal strategic corporate model”.
 Grid organization development
• The program utilizes a considerable no of
instruments , enabling individuals and groups
to access their own strengths and weaknesses ,
it focuses on skills, knowledge, and process
necessary for effectiveness at the individual,
group, intergroup and total organizational
levels.
• Based on the concepts of managerial grid, also
developed by Blake and Mouton.
 The six-phases are
I. The Managerial Grid
II. Team Development
[Link] Development
IV. Developing an Ideal Strategic Corporate
Model
V. Implementing the Ideal Strategic Model
VI. Systematic Critique (Evaluate I 2 V)
 Schein’s Cultural Analysis
• Deep and difficult intervention
• Not for all clients
• Cultural Analysis
• Workshop
 Trans-Organizational Development
• Phase 1: Potential Member organizations are
identified
• Phase 2: Member organizations are convened
• Phase 3: The Trans-organizational System is
Organized
Structural Interventions
 Structural Interventions
1. Socio-technical Systems
2. Self – Managed Teams
3. Work Re-design
4. MBO and Appraisal
5. Quality Circles
6. Quality of Work Life Projects
7. Parallel Learning Structures
8. TQM
9. Reengineering
[Link] Self Design Strategy
[Link] Scale Systems Change & Organizational
Transformation
 Socio-technical Systems
• Efforts generally attempted to create a better
“fit” among the technology, structure, and
social interaction of a particular production
unit in a mine, factory, or office.
• Two basic premises:
– Effective work systems must jointly optimize the
relationship between their social and technical
parts.
– Such systems must effectively managed the
boundary separating and relating them to the
environment.
 Socio-technical Systems
– Highly participative among stakeholders:
Employees, engineers, staff experts, and
managers.

– Feature the formation of autonomous

work groups (i.e. self-managed).

– Theory suggested that effectiveness,

efficiency, and morale will be enhanced.
 Self – Managed Teams
• Problems in implementation:
– What to do with the first-line supervisors who are no
longer needed as supervisors.
– Managers that are now one level above the teams will
likely oversee the activities of several teams, and their
roles will change to emphasize planning, expediting, and
coordinating.

• They need considerable training to acquire skills in group

leadership and ability to delegate; skills to have
participative meetings, planning, quality control, budgeting,
etc.
 Work Re-design
• Hackman and Oldham – theoretical model of
what job characteristics lead to the psychological
states that produce what they call ‘high internal
work motivation.’
• Model approach has the characteristics of OD; use
of diagnosis, participation, and feedback.
• Model suggested that organizations analyze jobs
using the five core job characteristics; then
redesign of group work: skill variety, task identity,
task significance, autonomy, feedback from job.
Core job Critical
psychological Outcomes
characteristics High
status
internal
Skill variety work
Experienced motivation
Task identity meaniningfulness of
Task significance the work High
growth
satisfaction
Experienced
Autonomy High
responsibility for
general job
outcomes of work
satisfaction

Feedback Knowledge of the actual High Work

results of the work activities effectiveness
 MBO and Appraisal
• Management by objective (MBO) programs
evolve from a collaborative organization
diagnosis
• Systems of joint target setting and
performance review
• Designed to increase a focus on objectives
and to increase frequency of problem solving
discussions
• Attention to personal and career goals
 Quality Circles
• The concept is a form of group problem solving and goal setting
with a primary focus on maintaining and enhancing product
quality.

• Extensively used in Japan.

• Quality circles consist of a group of 7 – 10 employees from a unit;

who have volunteered to meet together regularly to analyze and
make proposals about product quality and other problems.

• Morale and job satisfaction among participants were reported to

have increased.

• Quality circles contributes toward total quality management.

 Quality of Work Life Projects
• Organizational improvement efforts.
– Attempt to restructure multiple dimensions of
the organization.
– To institute a mechanism which introduces and
sustains changes over time.

• An increase in participation by employees and

increase in problem solving between the union and
management.
 At GM Plant: Quality of Work Life Projects –
Features

• Voluntary involvement
• Union agreement
• Assurance of no loss of job
• Training in problem solving
• Regular plant and team meetings
• Encouragement of skill development
 Parallel Learning Structures
• Consists of a steering committee and a
number of working groups that:
– Study what changes are needed in the
organization,
– Make recommendations for improvement,
and
– Then monitor the resulting change efforts.
 TQM
• Also called continuous quality improvement.
• A combination of a number of organization improvement techniques
and approaches, including the use of quality circles, statistical quality
control, statistical process control, self-managed teams and task forces,
and extensive use of employee participation.

• Features that characterize TQM:

– Primary emphasis on customers.
– Daily operational use of the concept of internal customers.
– An emphasis on measurement using both statistical quality control
and statistical process control techniques.
– Competitive benchmarking.
– Continuous search for sources of defects with a goal of eliminating
them entirely.
– Participative management.
– An emphasis on teams and teamwork.
– A major emphasis on continuous learning.
– Top management support on an ongoing basis.
 Reengineering
• Definition – the fundamental rethinking and radical redesign of
business processes to achieve dramatic improvements in critical,
contemporary measures of performance, such as cost, quality,
service, and speed.

• Reengineering focuses on visualizing and streamlining any or all

business processes in the organization.

• Reengineering seeks to make such processes more efficient by

combining, eliminating, or restructuring activities without regard
to present hierarchical or control procedures.

• Reengineering is a top-down process; assumes neither an upward

flow of involvement nor that consensus decision making.
 The Self Design Strategy
• It is a “learning model” to help organization develop
“the build-in capacity to transform themselves to
achieve high performance in today’s competitive and
changing environment.
• Basic components:
– An educational component consisting of readings,
presentations, visits to other companies, and attendance at
conferences.
– Clarification of the values that will guide the design process.
– Diagnosis of the current state of the organization using the
values as template.
– Changes are then designed and implemented in an
interactive manner.
Large Scale Systems Change & Organizational
Transformation
• Large-scale systems change; mean organizational
change that is massive in terms of the number of
organizational units involved, the number of people
affected, the number of organizational subsystems
altered, and/or the depth of the cultural change
involved.
– Example: a major restructuring with objectives
including a reduction in hierarchical levels from 8
to 4.
• Organizational transformation; second-order change
– requires a multiplicity of interventions and takes
place over a fairly long period of time (5-year plan).