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23 Cards in this Set
- Front
- Back
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Define Org Development
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system-wide application of behavioral science knowledge to effect planned development and re-inforcement of org strategies, structures and processes to improve effectiveness and new competitive advantage.
The science art and methods for changing how orgs function. |
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Three OD methods
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Interpersonal/Group change
systemwide process change Grid OD |
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Interpersonal/Group change methods
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T groups
Team Building Change agent Encounter group (type of T group) |
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systemwide process change
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survey feedback. Data driven model for self-examination. Groups examine data and plan for problem solving.
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Define Grid OD
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Concern for people and performance, pre-packed, comprehensive long term effort to change entire org
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First three Grid OD steps and what they accomplish
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SII
These remove communications barriers: grid seminar intragroup development intergroup development |
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Last three Grid OD steps and what they accomplish
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MAM
These foster planning and goal setting: Ideal strategic model development Attaining intended goals/model Measurement and process critique |
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Issues with Grid OD
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Firms don't complete all 6 steps because of interruptions/suspension.
Firms not sure which steps had effects. |
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Two components of successful OD
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matching method and depth. Multi-method more successful and lasting.
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Successful sequence of change might be
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employee engagement in goal setting/delegation of authority
introduction of SDTs and cross training service quality training rollout quantitative tracking of service quality intro of team based bonuses contingent on service metrics |
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Define culture
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beliefs and values understood by employees
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Possible issues of fit btw culture and strategy
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Acquired firm cultures may not mix
Environmental factors may change mission/goals/strategies Strong cultures may adapt slowly to change Threaten org goals due to legitmising infighting and secrecy |
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Contributors to culture
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Founder/CEO
Socialization processes |
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Socialization processes
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job previews
mentoring management as examples debasement/indoctrination OJT adjust rewards and promo system stories about founder |
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High performance cultures should
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align with strategic/market goals
reinforce financial performance emphasize flexibility |
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HOME stands for
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History - cohesiveness
Oneness - shared missions Membership - raise level info sharing Exchange - improvement/coordination btw int/ext parties |
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Home approach to improve culture is based on
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management trust and respect of workforce
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Why do organisations
have to change? |
Environmental uncertainty (P9/14)
caused by Environmental Complexity - number and variety of external constituencies and Environmental Change - stability of the constituencies and whether they change rapidly or slowly over time |
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3 ways to counter Externally induced change
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change goals and strategies
tehcnology (IT) org structure func to product,central to decentral |
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3 ways to counter Internally induced changes
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Modify job designs
People (Mgmt takes pay cut) Modify control systems (performance/reward Results in modified behavior |
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3 conditions for successful planned change
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employee dissatisfaction with status-quo
shared vision/mission well managed process of change |
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Planned change consists of
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unfreeze
change refreeze |
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Key issues for managers of planned change
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diagnose-change agent, steering committee
resistance-fear that cost of change exceeds benefit carry-over-bringing outside exp/training to bear in workplace evaluation-prevent fads by clearly defining areas to quantitatively measure institutionalization-becomes permanent part of systes/culture and structure diffusion-institutionalize throughout firm. |
