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Organization Development and Change

Organization Development and Change. Chapter Twelve: Individual, Interpersonal, and Group Process Approaches. Thomas G. Cummings Christopher G. Worley. Learning Objectives for Chapter Twelve.

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Organization Development and Change

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  1. Organization Development and Change Chapter Twelve: Individual, Interpersonal, and Group Process Approaches Thomas G. Cummings Christopher G. Worley

  2. Learning Objectivesfor Chapter Twelve • To understand the human process interventions aimed at individuals, interpersonal relations, and group dynamics • To understand the application and effectiveness of various process interventions in producing change Cummings & Worley, 8e (c)2005 Thomson/South-Western

  3. Process Interventions • A set of activities on the part of the consultant that helps individuals and group members understand, diagnose, and improve their behaviors. • Interventions are aimed at helping individuals develop skills, and members of groups assess their interactions and devise more effective ways of working. Cummings & Worley, 8e (c)2005 Thomson/South-Western

  4. Individual, Interpersonal and Group Process Approaches • Coaching • Training and Development • Process Consultation • Third-Party Interventions • Team Building Cummings & Worley, 8e (c)2005 Thomson/South-Western

  5. Coaching • Goals • Assist in execution of a transition • Address a performance problem • Develop new behavioral skills with leadership development • Application Stages • Establish the principles of the relationship • Conduct an assessment • Coach and client debrief the results • Develop and Implement an action plan • Assess the results Cummings & Worley, 8e (c)2005 Thomson/South-Western

  6. Training and Development • Goals • Changing the skills and knowledge of organization members to improve effectiveness and build capabilities • Application Stages • Perform needs assessment • Develop objectives and design training • Deliver training • Evaluate training Cummings & Worley, 8e (c)2005 Thomson/South-Western

  7. Process Consultation • Definitions • The creation of a relationship that permits the client to perceive, understand, and act on the process events…” • An approach that helpspeople and groups help themselves • Group Process Issues Addressed by Process Consultation • Communications • The functional roles of group members • Group problem solving and decision making • Group norms • Leadership and authority Cummings & Worley, 8e (c)2005 Thomson/South-Western

  8. Basic Process Interventions • Individual Interventions • Aimed at helping people better communicate with others • Johari Window • Group Interventions • Aimed at the process, content or structure of the group Cummings & Worley, 8e (c)2005 Thomson/South-Western

  9. Johari Window Unknown to Others Known to Others Known to Self Open Window Hidden Spot Unknown to Self Blind Spot Unknown Window Cummings & Worley, 8e (c)2005 Thomson/South-Western

  10. Improving Communications Using the Johari Window Unknown to Others Known to Others Known to Self Open Window Reduce Hidden Area through Disclosure to Others Reduce Blind Spot through Feedback from Others Unknown to Self Cummings & Worley, 8e (c)2005 Thomson/South-Western

  11. Third Party Interventions • Activities that focus on interpersonal conflicts within the organization • Interventions help involved parties interact with each other directly, facilitating diagnosis of the conflict and its resolution Cummings & Worley, 8e (c)2005 Thomson/South-Western

  12. A Cyclical Model of Conflict Behavior Behavior Triggering Event Triggering Event Issues Consequences Issues Consequences Episode 1 Episode 2 Cummings & Worley, 8e (c)2005 Thomson/South-Western

  13. Strategies for Conflict Resolution • Prevent the conflict through mandate or separation of the parties • Set limits on the timing and extent of the conflict • Help the parties to cope differently with the conflict • Attempt to eliminate or resolve the basic issues in the conflict Cummings & Worley, 8e (c)2005 Thomson/South-Western

  14. Team Building Activities • Activities Related to One or More Individuals • Activities Oriented to the Group’s Operations and Behaviors • Activities Affecting the Group’s Relationship with the Rest of the Organization Cummings & Worley, 8e (c)2005 Thomson/South-Western

  15. Types of Teams • Groups reporting to the same manager • Groups involving people with common goals • Temporary groups formed to accomplish a specific, one-time task • Groups consisting of people whose work roles are interdependent • Groups with no formal links but whose collective purpose requires coordination Cummings & Worley, 8e (c)2005 Thomson/South-Western

  16. Team-Building Activities • Determine the Intervention Target • One or more individuals • A group’s operation and behavior • A group’s relationships with the rest of the organization • Determine the Intervention Orientation • Diagnostic • Developmental Cummings & Worley, 8e (c)2005 Thomson/South-Western

  17. Team Building Activities • Group Operation and Behavior • An inward look by the team at its own performance, behavior and culture for the purpose of improving effectiveness • Group Relationships with the Organization • Understand the group’s role within the organization including interaction, support, and collaboration • Manager’s Role Cummings & Worley, 8e (c)2005 Thomson/South-Western

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