organizational development

ORGANIZATIONAL DEVELOPMENT

ORGANIZATIONAL DEVELOPMENT

Is defined as purposive and planned effort that is managed from the top and filtered through the employees with the primary purpose of increasing organizational effectiveness through the use of appropriate and carefully studied forms of strategic interventions.

organizational development

a purposive and planned effort the organizations decide to undertake after carefully scanning and studying the conditions of the environment. Organizations can employ different approaches in employing environmental scanning. Using the SWOT mode.

organizational development

is spearheaded by top management

organizational development

aims to enhance organizational effectiveness

organizational development

uses strategic organization development interventions

top management

OD is spearheaded by ______

organizational effectiveness

OD aims to enhance __

interventions

OD uses strategic organization development ______

globalization

is changing the markets and environments in which organizations operate as well as the way they function.

Information Technology

is redefining the traditional business model by changing how work is performed.

Managerial Innovation

has responded to the globalization and information technology trends and has accelerated their impact on organizations.

Organizational Development

has evolved more as a response to organizational conditions in the context of an every-dynamic milieu.

four

The organization development maturity is divided into ___ stems,

French and Bell

According to _____, Jr. one stem consists of innovation in applying laboratory-trainings insights to complex organization.

innovation

one stem consists of ____

survey research and feedback methodology

The second stem ______

fusion

the third stem is a ____

emergence

The fourth stem is the ____

Problem Solving

conventional approach

Experiential Learning

innovative approach

Contingency Approach

assumes knowledge of the functions of an organization, and their interrelationship with each other and the environment

Financial and economic indicators of effectiveness to OD

is traditional measures of work satisfaction and personal growth.

environment predictability and organizational change behavior.

Organizations vary with respect to ________

Environmental predictability

refers to the consistency of the milieu in an organization.

change behavior

refers to the organization’s level of flexibility that varies from high to low.

Lethargic organizations

have stable goals, rigid rules and policies. They exercise a high degree of control. The system is described as bureaucratic and the atmosphere is sluggish. They are not open to change.

Perceptive organizations

They change goals more often. They undergo fast reorganizations are reactive. They are generally conservative and traditional.

Satisficing organizations

They have generally consistent goals. They are centralized with a high degree of flexibility. They are open to change. They have a culture of self-improvement for better attainment of goals

Proactive organizations

often change goals in relation to organizational awareness. They are ready to take advantage of opportunities. They are more innovative-looking. They are flexible to needed change. They are better described as transformational.

Change outlook of organizations

Refers to the organization’s viewpoint on change. This varies from positive to negative.

Will Change

Organizations with positive outlook on change will definitely change if the environment is certain.

Will not change

Organizations that dislike any extent of deviation from the status quo given an uncertain environment will definitely not change.

May consider change

Given a secure and definite environment, organizations with a negative outlook on change may consider adopting changes.

Will study change

Organizations with mindset of openness to change will continuously study change even if the environment is unsure.

The necessity to lead with a vision

Individuals involved in the change process must be clear on what the change aims to achieve.

The decision not impose change

Unless change is handled professionally and carefully

The need to understand the existing condition

In instituting any change, it is essential that a clear review and thorough understanding of the prevailing conditions within the organization have to be conducted.

The effort to encourage change in the employees

Employees are important to any organization. They are the muscle of the organizations. Change involve employees.

process

Change is essentially a ____. It involves a progression of steps, each of which is essential to its successful actualization

Establish or anticipate a felt need

Instituting change is a delicate process that has to be well thought of.

Develop a consultant-client relationship

the organization sets up a consultant-client relationship.

Prepare an action plan

Once the consultant-client relationship is formalized, the consultant begins/his/her work.

Implement the action plan

after having been convinced of the merits of the action plan, the next step to take is its implementation.

Monitor the results

while the action plan is being implemented, the results have to be regularly monitored. A feedback mechanism has to be in place for proper evaluation. Evaluation can be conducted formally or informally.

Maintain the desired changes and work for continuous Improvement

lastly, after evaluating the results, these changes have to be maintained and continuously improved.

Organizational Development

is directed at bringing about planned change to increase an organization’s effectiveness and capability to change itself

planned change

the term change will refer to ______. Organization development is directed at bringing about planned change to increase an organization's effectiveness.

OD practitioner

It is generally initiated and implemented by managers, often with the help of an _____either from inside or outside of the organization.

open-systems view

According to the _______, organizations— like living creatures—tend to be homeostatic, or continuously working to maintain a steady state. This helps us understand why organizations require external impetus to initiate change and, indeed, why that change will be resisted even when it is necessary.

three

Organizational change can occur at ____ levels

Changing the individuals who work in the organization

that is, their skills, values, attitudes, and eventually behavior—but making sure that such individual—behavioral change is always regarded as instrumental to organizational change.

Changing various organizational structures and systems

reward systems, reporting relationships, work design, and so on.

Directly changing the organizational climate or interpersonal style

how open people are with each other, how conflict is managed, how decisions are made, and so on.

UNFREEZE

 the present pattern of behavior as a way of managing resistance to change

unfreeze

. Depending on the organizational level of change intended, such unfreezing might involve, on the individual level, selectively promoting or terminating employees; on the structural level, developing highly experiential training programs in such new organization designs as matrix management; or, on the climate level, providing data-based feedback on how employees feel about certain management practices.

unfreeze

each of these interventions is intended to make organizational members address that level’s need for change, heighten their awareness of their own behavioral patterns, and make them more open to the change process

MOVEMENT

involves making the actual changes that will move the organization to another level of response.

movement

On the individual level, we would expect to see people behaving differently, perhaps demonstrating new skills or new supervisory practices. On the individual level, we would expect to see changes in actual organizational structures, reporting relationships, and reward systems that affect the way people do their work. Finally, on the climate or interpersonal- style level, we would expect to see behavior patterns that indicate greater interpersonal trust and openness and fewer dysfunctional interactions.

REFREEZING

 involves stabilizing or institutionalizing these changes by establishing systems that make these behavioral patterns “relatively secure against change,” as Lewin put it.

refreezing

may involve, for example, redesigning the organization’s recruitment process to increase the likelihood of hiring applicants who share the organizations new management style and value system.

refreezing

the organization may also ensure that the new behaviors have become the operating norms at work, that the reward system actually reinforces those behaviors, or that a new, more participative management style predominates

institutionalization of change

deliberate steps need to be taken to cement these changes in place—this _______ is designed to make the changes semi-permanent until the next cycle of change occurs.

Disconfirmation

Organizational members are not likely to embrace change unless they experience some need for it.

disconfirmation

Embracing change typically means that people are dissatisfied with the way things are – quality is below standard, costs are too high, morale is too low, or direction is unclear, for example

psychological disconfirmation

Unfreezing is sometimes accomplished through a process of_____________

Induction of guilt or anxiety

This is a matter of establishing a gap between what is current but not working well and some future goal that would make things work better.

guilt or anxiety

When people recognize a gap between what is and what would be better and more desirable, they will be motivated via _____ to reduce the gap

Creation of psychological safety

To face disconfirmation, experience guilt or anxiety, and be able to act or move, people must believe that moving will not bring them humiliation or loss of self-esteem.

Movement

involves making the actual changes that will move the organization to another level of response

Identification with a new role model, mentor, boss, or consultant

to “begin to see things from that other person’s point of view. If we see another point of view operating in a person to whom we pay attention and respect, we can begin to imagine that point of view as something to consider for ourselves”.

Scanning the environment for new, relevant information

This process was an activity of bringing to the two of them new, relevant information that might help them move forward with the changes needed in the relationship

refreezing

 This final stage is one of helping the client integrate the changes.

refreezing

This stage involves stabilizing or institutionalizing these changes by establishing systems (such as norms, policies, and structures) that make these behavioral patterns “relatively secure against change”

Personal refreezing

is the process of taking the new, changed way of doing things and making it fit comfortably into one’s total self-concept.

personal refreezing

This process involves a lot of practice – trying out new roles and behaviors, getting feedback, and making adjustments until the new way of doing things feels reasonably comfortable.

Relational refreezing

is the process of assuring that the client’s new behavior will fit with significant others. In a system, when one begins to do things differently, will this difference quickly affect others with.

OD practitioner

They may be internal or external consultants who offer professional services to organizations, including their top managers, functional department heads, and staff groups.

OD practitioner

They may be those specializing in fields related to OD, such as reward systems, organization design, total quality, information technology, and business strategy.

OD practitioner

The increasing number of managers and administrators who have gained competence in OD and who apply it to their own work areas.

humanistic framework

Traditionally, OD practitioners have promoted a set of values under a __________ including a concern for inquiry and science, democracy, and being helpful.

open systems

Organizations are _____ and exist within increasingly turbulent environments.

Ethical issues

________ in OD are concerned with how practitioners perform their helping relationship with organization members.

Organization development

involves an ongoing, systematic, long-range process of driving organizational effectiveness, solving problems, and improving organizational performance.

organization development

It is also one of the capabilities identified in the Talent Development Capability Model.

entering and contracting

are the initial steps in the OD process.

entering and contracting

They involve defining in a preliminary manner the organization’s problems or opportunities for development and establishing a collaborative relationship between the OD practitioner and members of the client system about how to work on those issues.

Entering and contracting

it set the initial parameters for carrying out the subsequent phases of OD

diagnostic phase

_________ of OD involves a far more extensive assessment of the problematic or development issue than occurs during the entering and contracting stage

determining the relevant client

a second activity in entering an OD relationship

relevant client

Generally, the ____ includes those organization members who can directly impact the change issue, whether it is solving a particular problem or improving an already successful organization or department.

selecting an od practitioner

The last activity involved in entering an OD relationship

Objectives of proposed project

A statement of the goals in clear and concise terms, including measurable results if any.

Proposed process or action plan

Provide an overview of the process to be used. Usually includes a diagnosis (including how the data will be collected), feedback process, and action planning or implementation process.

Roles and responsibilities

A list of key stakeholders in the process including the OD practitioner and the specific responsibilities for which they will be held accountable.

Recommended interventions

A description of the proposed change strategies, including training, off site meetings system or processes to be redesigned and other activities.

Fees, terms, and conditions

Provide an outline of the fees and expenses associated with the project.

Contracting

is a natural extension of the entering process and clarifies how the OD process will proceed.

contracting

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.

Mutual Expectations

this part of the contracting process focuses on the expectations of the client and the OD practitioner.

Time and Resources

to accomplish change, the organization and the OD practitioner must commit time and resources to the effort. Each must be clear about how much energy and how many resources will be dedicated to the change process