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Future of OD

Future of OD. . Growth of OD in Global Setting. Rapid development of foreign economies Increasing worldwide availability of technical and financial resources Emergence of a global economy. Contextual Factors. Cultural values Power Distance/Hierarchy

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Future of OD

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  1. Future of OD .

  2. Growth of OD in Global Setting • Rapid development of foreign economies • Increasing worldwide availability of technical and financial resources • Emergence of a global economy

  3. Contextual Factors • Cultural values • Power Distance/Hierarchy • Individualism vs. Collectivism/Autonomy vs. Conservatism • Uncertainty Avoidance • Performance Orientation • Communication • Finances • Education

  4. Power Distance • Acceptance of status differences and unequal distributed power • Autocratic, little employee participation • Organizational cultures National cultures

  5. Individualism/Autonomy vs. Collectivism/Conservatism • Relationship to group is unique and responsible for self vs. embedded part of a group • Endorse personal initiatives, competition vs. group needs, harmony

  6. Uncertainty Avoidance • Society’s tolerance with unfamiliarity and unpredictability • Value experts, clear roles, avoid conflict, resist change, impose rules

  7. Performance Orientation • Society’s value on performance improvements and excellence • Encouraged to strive for continuously improved performance

  8. Future Orientation • The degree to which individuals in organizations or societies engage in future-oriented behaviors, such as planning, investing in the future, and delaying individual or collective gratification. • More people live for the present rather than for the future. • Implications: what constitutes “timeliness”

  9. Gender Egalitarianism • The degree to which an organization or a society minimizes gender role differences while promoting gender equality. • Boys are encouraged more than girls to attain a higher education.

  10. Communication Style • Meaning in words or action • High context: ceremony, ritual, time is loose • High content: time = money; direct, clear

  11. Economic Contexts of International OD Practice

  12. Key Questions • Does the organization see the world as one market or are there multiple markets? • What are the keys to success in this business? • What does the organization do better than anyone else?

  13. Worldwide Strategic Orientations • The Global Orientation • The Multinational Orientation • The Transnational Orientation

  14. The Global Orientation • Strategy • Goals of efficiency • Standardized products • Key Organization Design Features • Centralized decisions • Strong integrated operations • Formal control systems • Key Staffing Issues • Home country expatriates/international assignees

  15. Global Product Structure Chair Legal Engineering President Finance International Regional Coordinators Global Industrial Group Global Automotive Group Global Instruments Group

  16. The Multinational Orientation • Strategy • Goals of local dominance • Tailored products • Key Organization Design Features • Decentralized decisions • Some centralized planning • Profit center-oriented controls • Key Staffing Issues • Local country management teams

  17. Global Geographic Division CEO Pacific Division European Division South American Division Corporate Staff Long-range Planning Product Coordinators

  18. The Transnational Orientation • Strategy • Goals of efficiency and responsiveness by integration • Tailored products • Key Organization Design Factors • Some decentralized decision making • Worldwide coordination • Subtle control mechanisms • Key Staff Issues • Hire the “best” person

  19. Global Social Change Organizations • Primary task: agent of change in creation of environmentally and socially sustainable world futures • Empower by achieving global change mission • Globally-locally linked in structure, membership, partnership; exist as entities beyond nation-state • Multi-organizational and often cross-sectoral

  20. Developing GSCOs • Build the local organization • Create horizontal linkages • Create vertical linkages

  21. Roles and Skills of GSCO Change Agent • Bridging Role • Stewardship Role • Communication Skills • Negotiation Skills • Networking Skills

  22. Trends Affecting OD Practice • Environmental Trends • Wealth is becoming more concentrated • Economy is more globalized • Ideologies are shifting from consumption to coexistence and ecological sustainability

  23. Trends Affecting OD Practice • Workforce Trends • Workforce is becoming older, more diverse, more educated • Shift toward contingent employment & change in psychological contract • No careers

  24. Trends Affecting OD Practice • Technology Trends • Internet growth will increase • E-commerce growth • Increased rate and pervasiveness of technological change

  25. Trends Affecting OD Practice • Organizational Trends • Organizations will become both smaller and larger; more and less decentralized • Virtual, networked, alliance based • Truly global management structures and cultures

  26. The Future of OD • More embedded in the organization’s culture • More technologically enabled • Shorter OD cycle times • More innovation and learning oriented • More diverse client organizations • More cross-cultural • Clearer about values

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