integ: iop (ORGANIZATIONAL CHANGE AND DEVELOPMENT)

Effective

Doing the RIGHT thing (Goal Achievement)

Efficient

Doing THINGS right (Level of resources)

Organizational Change

• Connotes implementation

• No reassurance for development, but it can still be changed

Organizational Transformation

• Reinventing involves a 360 change, business strategies

• Also focuses on a portfolio of interdependent initiatives

SACRED COW HUNT

• employees look for practices and policies that waste time and are counterproductive

• Known as a practice because they think IT IS RIGHT

Paper Cow

unnecessary paperwork; usually forms and reports that cost organizations money to prepare, distribute, and read

Meeting Cow

number and length of meetings

Speed Cow

unnecessary deadlines

Denial

employees deny that any changes will actually take place

Defense

employees try to justify their positions and ways of doing things

Discarding

employees discard the old ways and start to accept the change as the new reality

Adaptation

employees test the new system, learn how it functions, and begin to make adjustments

Internalization

employees have become immersed in the new culture

Evolutionary Change

continual process of upgrading or improving processes

Revolutionary Change

drastic changes

Client

person/organization receiving change help

Change Agent

• person driving change

• “If ain’t broke, break it”

Change Resistant

• opposes change

• “It may be broken, but it,s still better than the unknown”

Change Analyst

• evaluates change impact

• “If ain’t broke, leave it alone; If it’s broke, fix it”

Receptive Changers

• willingly embrace change

• “If it’s broke, i’ll help for it”

Reluctant Changers

• accept change but with hesitation

• “Are you sure it’s broken?”

ORGANIZATIONAL DEVELOPMENT

• planned, organization-wide effort to increase organizational effectiveness through behavioral science knowledge and technology (Beckhard, 1969)

• Often involves altering the organization’s works structure or influencing worker’s attitudes or behaviors to help the organization to adapt to fluctuating external and internal conditions

POSITIVE ORGANIZATIONAL DEVELOPMENT

focusing on strenghts and positive change

Appreciative Inquiry

engages employees by focusing on positive messages, the best of what employees have to offer, and the affirmation of past and present strenghts and successes

DISCOVERY

• Identify strenght (RESEARCH)

• Employees list what the company does best

DREAM

• info from discovery- vision/focus (BRAINSTORMING)

• Team envisions best possible customer service

DESIGN

• designing innovative ways (PLANNING)

• Mapping new customer service processes

DESTINY

• design is maintained or sustained (EXECUTION)

• Training staff and launching newservice plan

REENGINEERING (business process design)

overhauling process to improve efficiency

FUNDAMENTAL

• focus on core goals and needs; questions assumption behind process, not just how they’re done

• Ask why? Why do we do that? Why we do that this way?

RADICAL

• major changes instead of small improvements; abandoning oldways completely & inventing entirely

• root level changes, starts fresh

DRAMATIC

• significant impact on performance; breakthrough performance improvements, not small incremental change

• aim big

PROCESS

• step-by-step improvement in work flows; focus end-to-end work, not isolated task/department

• redesign the flow

ORGANIZATIONAL TRANSFORMATION

big changes in structure, culture, or strategy

CULTURE CHANGE

• alteration of a pattern of beliefs, values, norms, and expectations, shared by organizational members

• from strict hierarchy to open collaboration

KNOWLEDGE MANAGEMENT

• organizations enhance their operations through attempts to generate, transform, disseminate, and use their knowledge

• creating a shared data base for all project learnings

ORGANIZATIONAL CHANGE

• process of altering organizations to be more adaptive and congruent with their business environment

• adding flexible work hours