Organizational Design, Diagnosis, & Development

1. Organizational Design, Diagnosis, & Development Session 1 An Overview of Organizational Design, Diagnosis, & Development

2. Course Goals • To assist management students in identifying symptoms of problems in organizations • To give students am understanding of the variety of interventions for resolving organizational problems through organizational design and development • To promote the development of analytical skills in discerning organizational dysfunction • To promote recognition of appropriate organizational interventions in relation to the dysfunction

3. Organizational Design • The formal and systematic arrangement of operations that comprise the entire organization • The Differentiation of units and activities into specialized groups and the way these groups are Integrated into a total system

4. The Role of Strategy in Organizational Design • Design as a management tool • Design is not just for the Chiefs • Managers can use redesign to effect change • Why designs fail • Thought to be a panacea • Irrational basis for use • Just another fad • Appropriate designs -- One size cannot fit all.

5. WHAT IS OD • A planned effort to increase organizational effectiveness • Goals are achieved through behavioral science research methods • Simplified it is: • Diagnosis -> Intervention ->Evaluation

6. A Brief History of OD • It grew out of workshops on race relations at the State Teachers College in New Britain, CN • Founders included Kurt Lewin and Ron Lippett. • Focus on group norms; group process (task vs maintenance functions) group decision making. • OD in the 90's • Focus became team building efforts • OD is more important than ever because organizations are changing at a dizzying rate, they are merging, they are spinning off units, they are reorganizing, they are employing new technologies

7. Needs for Diagnostic Skills • The role of the practitioner • Client relationships • The diagnostic process • Analyzing at the organizational group and individual levels • Data collection and interpretation

8. The Semester Plan • Starting with design • Environmental & technological impingements • Basic architecture • New structures • Diagnosis • A model for analysis • Techniques of data collection

9. The Plan, continued • Development • Human process interventions • (1) T groups, team building • (2) Systems wide -- surveys, feedback • Technostructual interventions • (1) Organizational redesign • (2) Quality of work life • (3) Work redesign

10. More of the Plan • Human resource interventions • (1) Goal setting and reward systems • (2) Career planning and stress management • Strategic interventions • (1) Organization and external environment relationships • (2) Internal environment -- culture and climate

11. Backwards & Forwards • Summing up:We considered goals for the course and then proceeded to examine Organizational design as a strategic tool, the purpose of Organizational Development, and needs for diagnostic skills. We concluded with a preview of thesemester • Looking ahead: Next time we will explore the basic building block of organizational structure.