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60 Cards in this Set
- Front
- Back
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organization culture
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sharing of values and beliefs and the behavior related to them
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organizational climate
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organization culture combined with leadership styles and level of bureaucracy
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HRD
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human resource development
functional area of hr that seeks to affect the behavior of employees so org can reach goals |
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OD
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organization development
systematic method of examining technology, processes, structure and HR & developing action strategies to help achieve goals |
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OD intervention & categories
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may be directed toward specifics or entire org.
*strategic *techno-structural *human process *human resource management |
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Strategic OD interventions
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usually made to implement changes made to the vision or mission of org or realign with climate
*change management *knowledge management *learning organizations |
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change management
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broad term used to describe strategies used to facilitate acceptance of change by others
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change process theory
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describes 3 stages of change:
1. unfreezing 2. moving 3. refreezing |
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unfreezing stage of change process theory
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creates motivation for change
-need to create vision for outcome and sense of urgency to get there |
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moving stage of change process theory
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-resistance occurs and managed
-org. aligned w/ change |
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refreezing stage of change process theory
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change becomes the new norm
outcome evaluated and new changes made |
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knowledge management
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manage knowledge acquired by individuals so that it information comes together and stays with the company
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learning organizations
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innovative env. in which knowledge is generated
solve problems by experimenting w/ new methods |
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the fifth discipline
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5 disciplines that cultivate new ways of thinking
1. systems thinking 2. personal mastery 3. mental models 4. building a shared vision 5. team learning |
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systems thinking
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ability of individuals and org.s to recognize patterns and project how changes will impact
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mental models
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deep seated belieds that color perceptions and have an effect on how individuals see the worl around them and react to it
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team learning
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sharing ideas and build upon them w/out holding anything back
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techno-structural interventions
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adress how work gets done by examining employee involvement and redesigning work processes
-TQM -high involvement organizations |
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TQM
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total quality management
-process that focuses all resources within the org. on providing value for customers -market research and product development are key components of the system |
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TQM analysis tools
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*check sheets and histograms
*pareto chart *cause & effect diagram *stratification *scatter charts *process control charts |
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check sheets
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simplest TQM analysis tools
list of items expected to occur |
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histograms
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-looks at random occurences and sees if there is a pattern
-provides simple visual image |
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pareto chart
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graphical representation of the 80/20 rule
80% of the problems are caused by 20% of the reasons |
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cause-and-effect diagram
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organizes info during brainstorming
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stratification
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show individual components of a problem in addition to summary
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process control charts
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analyze things out of normal range, out of control ...like a 30 day search taking 4 months
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high involvement orgs.
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employees deign own processes
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OD vs HRD
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OD are organization wide while HRD is individual
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HRD
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human process interventions
human resource management interventions |
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human process interventions
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develop competencies at individual level
-teambuilding activities -leadership development -management development -supervisory training -employee developmment -conflict resolution -MBO (management by objectives) -emotional intelligence |
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MBO
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management by objectives
aligns individual goals w/ organizational goals ties results to goals |
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HR management interventions
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e.g.
designing jobs that increase staisfaction -developing recruiting procedures -performance management systems -reward systems -diversity programs |
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performance management systems
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ongoing process of providing feedback to employees about performance
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focal review period
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all employees reviewed at the same time
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performance appraisal methods
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-comparison methods
-rating methods -narrative methods -behavioral methods -continuous feedback |
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comparison methods
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-ranking
*best for small groups -paired comparison * all employees are compared to one another -forced ranking *ranking along bell curve with small groups low and high |
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rating methods
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-rating scales
*because descriptors are interpreted by raters not as objective -checklist *wieghted and used for score |
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narrative methods
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-critical incident
*successful or unsucceful performance instant -essay *short description, allows flexibility -field review *conducted by soeone other than supervisor |
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behavioral methods
BARS |
behaviorally anchored rating scale
uses JD to create dimensions that rep most important req. of job describes examples of different levels of performance for each and asks which one is tue |
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continuous feedback
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every day feedback instead of annual review of mistakes during the year
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performance appraissals
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-supervisor assessment
-employee self-assessment -assessment from tohers -goal setting -development goals |
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training programs
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-organizational
-task -individual training programs follow ADDIE model |
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ADDIE
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model for training programs
*analysis *design *development *implementation *evaluation |
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visual learners
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retain info better when they see it
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kinesthetic learners
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retain info better when they have hands-on experience
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auditory learners
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retain info better when they hear it
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learning curve
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graphical represetation of the rate of learning over time
-negatively accelerating -positively accelerating -s-shaped -plateau |
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negatively accelerating learning curve
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rapid learning that tapers off
usually routine tasks |
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postively accelerating learning curve
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slow at first then fast
-things that require mastery like learning accounting software, must know accounting first |
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s-shaped learning curve
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slow at first then learns quickly and then tapers off
like software conversion projects |
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plateau curve
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learns quickly and then no progress
task not frequently used |
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copyright act
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use of original works without permission of the owner is prohibited
copyright owner is creator, except for Work-for-hire: *when owned by employer/comissioner circumstances that do not require permission: *public domain *fair use |
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public domain copyright permission
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-expired copyrights
-prouced as job duties of federal employee |
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fair use cpoyright permission
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use for criticism, commentary, news reporting, teaching
dependent on: 1. if used for non-profit 2. nature of the work 3. amount of the work 4. effect on work's market value |
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u.s. patent act
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allows exclusice rights and benefits to invention over a defined period of time
-design patents *new ornamental design *12 years -utility patents *processes, machines, manufacture, or useful improvements *20 years -plant patents *invention or discovery of plan varieties |
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training materials
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-leader guide
-manuals -handouts |
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implementation
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*facility
-seating syles *trainers *schedule |
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types of seating styles
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*theater style
-lectures and films *classroom style -listening & notes *banquet style -small group discussions *chevron style -group participation *conference style -group discussions among members of = status *u-shaped -case discussions with trainer |
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outplacement services
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transition employees who are leaving co.
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repatriation
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-appropriate expectations set
-return assignments & changes -debrief and monitor |
