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Chapter 7

Chapter 7. Organizational Change, Culture, and Development. CHAPTER OBJECTIVES. Define human resource development. Describe organizational change. Define corporate culture and describe the factors that affect it. Explain three broad types of organizational culture.

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Chapter 7

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  1. Chapter 7 Organizational Change, Culture, and Development

  2. CHAPTER OBJECTIVES • Define human resource development. • Describe organizational change. • Define corporate culture and describe the factors that affect it. • Explain three broad types of organizational culture. • Define organization development and describe the more predominant organization development techniques. • Describe how managers can evaluate organization development (OD) programs.

  3. CHAPTER OUTLINEMAJOR TOPICS • Organizational Change • The Change Process • Understanding and Reducing Resistance • Corporate Culture • Factors That Influence Corporate Culture • Types of Cultures • Changing the Corporate Culture • Organization Development • Approaches to Organization Development • Evaluating Organization Development

  4. Organizational Change • The Movement From One Condition Or State To Another—a Process Which Is Ongoing And Systematic And Which May Affect Individuals, Groups, Or Entire Organizations.

  5. The Organizational Change Sequence EXTERNAL ENVIRONMENT INTERNAL ENVIRONMENT Recognize the Need for Change Select Appropriate HRD Method Reduce Resistance to Change Implement the Change Develop a Flexible List of Duties Evaluate HRD Effectiveness Figure 7-1 7-5

  6. Understanding And Reducing Resistance Building Trust and Confidence Open Communication Employee Participation Motivations

  7. Factors That Influence Corporate Culture Work Group Commitment Hindrance Morale Friendliness Manager/Supervisor Leadership Style Aloofness Output emphasis Consideration Thrust Factors That Influence Corporate Culture Organizational Characteristics Size Complexity Formalization Autonomy Administrative Processes Reward system Communication system Conflict/cooperation Risk tolerance Figure 7-2 7-7

  8. Types of Cultures Permissive Autocratic Participative

  9. Problems Inherent in Counterproductive Cultures • Stereotyping • Discrimination and Harassment • Exclusion and Isolation • Work-family Balance • Career Development

  10. Organizational Development • An organization-wide application of behavioural science knowledge to the planned development and reinforcement of a firm’s strategies, structures and processes in order to improve effectiveness.

  11. APPROACHES TO ORGANIZATION DEVELOPMENT • Survey Feedback • Quality Circles • Management by Objectives • Job Enrichment • Transactional Analysis

  12. APPROACHES TO ORGANIZATION DEVELOPMENT (Continued) • Quality of Work Life (QWL) • Sensitivity Training • Total Quality Management • Reengineering • Team Building and Self-Directed Teams

  13. The MBO Process EXTERNAL ENVIRONMENT INTERNAL ENVIRONMENT Establish Long-Range Objectives Establish Intermediate and Short-Range Objectives Superior Determine Performance Objectives for Subordinate Subordinate Establish Action Plans Evaluate Results Take Appropriate Corrective Action 7-13 Figure 7-4

  14. The Team-Building Process Team Leader Agenda (Problems) (1) Group Advised of Problems Diagnosis Full Group Participation (2) Identification of Problem Factors (3) Communication, Role Clarifications, Leadership Styles, Organizational Structure Interpersonal Frictions (5) Group Commitment to Solution, Interpersonal Support, Interpersonal Trust Discussion and Choice of Solutions (4) Imple- mentation of Solution (Change) Enhances Figure 7-6 (6) 7-14

  15. Evaluating Organizational Development • Evaluation Is a Continuous Process Using Performance Criteria Such As: • Productivity • Absenteeism • Turnover • Accident Rates • Overtime

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