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MGMT 410/510 Topics in Organization Development April 8

MGMT 410/510 Topics in Organization Development April 8. Quick Review of Previous Class Theory Behind OD OD as a Process of Change OD Stages & Phases The Client and Other Players. Characteristics of OD?. Leading Change Collaborative Performance Humanistic – Relationships

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MGMT 410/510 Topics in Organization Development April 8

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  1. MGMT 410/510 Topics in Organization Development April 8 • Quick Review of Previous Class • Theory Behind OD • OD as a Process of Change • OD Stages & Phases • The Client and Other Players

  2. Characteristics of OD? • Leading Change • Collaborative • Performance • Humanistic – Relationships • Systems – Interdependencies • Scientific Don Harvey & Donald R. Brown

  3. What is OD? "Organization development is a system-wide application of behavioral science knowledge to the planned development and reinforcement of organizational strategies, structures, and processes for improving an organization's effectiveness." (Cummings and Worley) • “OD is a planned process of change in an organization’s culture through the utilization of behavioral science technologies, research and theory.” (Burke)

  4. Emergence of OD • The need for new organizational forms • The focus on cultural change • The increase in social awareness • Warren Bennis

  5. Characteristics of Effective Organizations • Less hierarchical – more networked • Involve members in decisions they are expected to implement • In general, more people oriented • Flexible in how work is done • Encourage innovation • Posses greater information flow Burke

  6. Organization Structure Strategy & Goals Learning Information Direction-setting Leadership Organization Mission & Visions Performance Measures & Rewards Processes & Tools People Processes Systems Culture Dimensions of and Organization Linkageinc.com

  7. Organization as a System Transformation Process Inputs Information Equipment Facilities Materials Money People Technology Outputs Products Goods Services Organization Human Resources Workplace Actions Physical Resources People Environmental Feedback Don Harvey & Donald R. Brown

  8. Where does OD Come From? • Sensitivity Training • Sociotechnical Systems • Survey Feedback Burke

  9. Theorists Who’ve Influenced OD • Individual Perspective • Maslow & Herzberg – emphasis on individual needs • Vroom & Lawler – emphasis on expectancies & values • Hackman & Oldham – emphasis on job satisfaction • Skinner – emphasis on individual performance Burke

  10. Theorists Who’ve Influenced OD • Group Perspective • Lewin – emphasis on norms & values • Argyris – interpersonal competence & values • Bion – group unconscious, psychoanalytic basis Burke

  11. Theorists Who’ve Influenced OD • System Perspective • Likert – emphasis management style & approach • Lawrence & Lorsch – Organizational structure • Levinson – Organization as a family Burke

  12. Case Review Exercise • Discussion Questions • What is the key issue(s) of the case? • Consider the theories discussed, which help • you to understand what is going on? Why? • Applying the theories discussed, what might • you do to resolve the issue(s)? Why?

  13. Action Research • Three-step Model of System Change Unfreezing Changing Refreezing Need Identify w/ New Self: Assimilation Guilt/Anxiety Information Others: Alignment Safety OD as a Process of Change Burke

  14. OD as a Process of Change • Phases of Planned change • Development of need for change • Establish a change relationship • Work toward change • Generalization & stabilization of change • Achieving a terminal relationship Burke

  15. OD Stages & Phases 1. Entry STAGE 1 Anticipate Need for Change 2. Contracting 7. Evaluation STAGE 5 Monitoring & Stabilizing STAGE 2 Develop Consultant Client Relationship STAGE 6 Continuous Improvement 6. Intervention 3. Diagnosis STAGE 4 Action Phase STAGE 3 Diagnostic Phase 4. Feedback 5. Planning change Burke Don Harvey & Donald R. Brown

  16. Case Review Exercise • Discussion Questions • Image you are an OD Consultant assigned to the case; What steps you would take to resolve this case?

  17. Defining the Client • Contact clients—individual who defines the • project/or contracts with a consultant • Intermediate clients—senior management • Primary clients—those that own the problem • Ultimate clients—larger context that’s impacted • by the project, often the entire organization

  18. Marketing Sales Production Defining the Client “I have come to think of my client as the relationship and/or interface between individuals and units within and related to the system.” Burke President VP Finance VP Operations VP Admin. VP Engineering

  19. Other Participant Roles • Project Sponsor – sufficient authority to authorize change • Project Leader/Manager – authority & • responsibility to lead project • Consultant – provide process and technical expertise • Change Agent – vision for change, implementer, communicator • Process Owner(s) – responsible for products or services produced by key processes being reviewed

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