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Organizational Development  Brenda Neckvatal School of Continuing Studies University of Richmond
Introduction
 
 
Organizational Development Model
Macro
Evaluated Each Country What is it like to be a citizen What is their corporate & industrial culture like Educational focus...
United States Home-run hitters who are capable of producing ‘wow’ results Individual accomplishments are apex in achievers...
Japan Technologically advanced, fast turnaround of concept production & marketing goods Captures lightning in a bottle Bos...
Germany Slow consistent innovative approach to technology Developing on their successes through research & development Pro...
Organization
Organization <ul><li>Visionary Companies </li></ul><ul><ul><li>Length of time – 50 years in business </li></ul></ul><ul><u...
12 Shattered Myths <ul><li>12 Shattered Myths of a Visionary Company </li></ul><ul><ul><li>It takes a great idea to start ...
12 Shattered Myths <ul><li>12 Shattered Myths of a Visionary Company </li></ul><ul><ul><li>The only constant is change </l...
12 Shattered Myths <ul><li>12 Shattered Myths of a Visionary Company </li></ul><ul><ul><li>Successful companies focus prim...
Building a Visionary Company Clock Building
Clock Building <ul><li>Building a company that can prosper beyond the presents of any single leader through multiple lifec...
Clock Building <ul><li>Successes in Clock Building  </li></ul><ul><li>Companies don’t wait for the “right” idea </li></ul>...
No “Tyranny of the Or” <ul><li>Successes in Clock Building  </li></ul><ul><li>You can be conservative around the foundatio...
Visionary Company: Core Ideologies <ul><li>Example in Current Business </li></ul><ul><li>CarMax </li></ul><ul><li>Decision...
Visionary Company: Beyond the Profits <ul><li>Good is Never Enough </li></ul><ul><li>“ a visionary company continually pur...
Preserve the Core & Stimulate Progress Stimulate Progress
Visionary Company: Beyond the Profits <ul><li>Preserve the Core </li></ul><ul><ul><li>to protect the values, rules & pract...
Preserve the Core & Stimulate Progress Clock Building Stimulate Progress
Preserve the Core & Stimulate Progress Tangible Mechanisms Preserve the Core A L I G N E D W I TH
Preserve the Core & Stimulate Progress Tangible Mechanisms
Preserve the Core & Stimulate Progress <ul><li>How CarMax Preserves the Core </li></ul><ul><li>By seeking regular feedback...
Preserve the Core & Stimulate Progress <ul><li>Stimulating Growth </li></ul><ul><li>Requires setting Big Harry Audacious G...
Individual
<ul><ul><li>… and what we don’t know </li></ul></ul>
Slow Death <ul><li>Slow Death Develops From </li></ul><ul><li>Pervasiveness </li></ul><ul><ul><li>change is needed but the...
Slow Death <ul><li>Slow Death Develops From </li></ul><ul><li>Thirst for vision </li></ul><ul><ul><li>the need for effecti...
The Heroic Journey <ul><li>The Heroic Journey </li></ul><ul><li>A journey of individualism </li></ul><ul><ul><li>surrender...
Monitoring the Vitality <ul><li>Own Your Own Vitality </li></ul><ul><li>Don’t work harder… </li></ul><ul><ul><li>work smar...
Transformational Cycle <ul><li>How People Change & the Stages They Experience to Get There </li></ul>
Transformational Cycle Initiation phase Transformational phase Routinization phase Uncertainty phase Fear of Failure Panic...
Deep Change <ul><li>Obstacles Against Change </li></ul><ul><li>People are afraid to leave their comfort zone </li></ul><ul...
Organizational Development  Brenda Neckvatal School of Continuing Studies University of Richmond
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Organizational Development

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  • 06/20/10
  • 06/20/10
  • 06/20/10
  • 06/20/10
  • 06/20/10
  • 06/20/10
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  • 06/20/10
  • 06/20/10
  • Transcript of "Organizational Development"

    1. 1. Organizational Development Brenda Neckvatal School of Continuing Studies University of Richmond
    2. 2. Introduction
    3. 5. Organizational Development Model
    4. 6. Macro
    5. 7. Evaluated Each Country What is it like to be a citizen What is their corporate & industrial culture like Educational focus Socialized healthcare Approach to technology
    6. 8. United States Home-run hitters who are capable of producing ‘wow’ results Individual accomplishments are apex in achievers Leaders stand poised in the spotlight
    7. 9. Japan Technologically advanced, fast turnaround of concept production & marketing goods Captures lightning in a bottle Boshito The welfare of the unit is greater than the individual
    8. 10. Germany Slow consistent innovative approach to technology Developing on their successes through research & development Products capture long term community-like brand loyalty
    9. 11. Organization
    10. 12. Organization <ul><li>Visionary Companies </li></ul><ul><ul><li>Length of time – 50 years in business </li></ul></ul><ul><ul><li>They are admired & studied in the business community </li></ul></ul><ul><ul><li>Sustained through multiple product life cycles </li></ul></ul>
    11. 13. 12 Shattered Myths <ul><li>12 Shattered Myths of a Visionary Company </li></ul><ul><ul><li>It takes a great idea to start a great company </li></ul></ul><ul><ul><li>They require charismatic leaders </li></ul></ul><ul><ul><li>They exist only to maximize profits </li></ul></ul><ul><ul><li>They share common “correct” core values </li></ul></ul><ul><ul><li>The companies are a great place to work, for everyone </li></ul></ul>
    12. 14. 12 Shattered Myths <ul><li>12 Shattered Myths of a Visionary Company </li></ul><ul><ul><li>The only constant is change </li></ul></ul><ul><ul><li>All blue-chip companies play it safe </li></ul></ul><ul><ul><li>They are successful because of brilliant and complex strategic planning </li></ul></ul><ul><ul><li>CEOs must be hired from outside the company to stimulate change </li></ul></ul>
    13. 15. 12 Shattered Myths <ul><li>12 Shattered Myths of a Visionary Company </li></ul><ul><ul><li>Successful companies focus primarily on beating the competition </li></ul></ul><ul><ul><li>They can’t have their cake and eat it too </li></ul></ul><ul><ul><li>They become a visionary company through their “visionary statements” </li></ul></ul>
    14. 16. Building a Visionary Company Clock Building
    15. 17. Clock Building <ul><li>Building a company that can prosper beyond the presents of any single leader through multiple lifecycles is clock building. </li></ul>
    16. 18. Clock Building <ul><li>Successes in Clock Building </li></ul><ul><li>Companies don’t wait for the “right” idea </li></ul><ul><li>The company is the ultimate creation </li></ul><ul><li>Not all leaders are charismatic, but they have consistent core practices </li></ul>
    17. 19. No “Tyranny of the Or” <ul><li>Successes in Clock Building </li></ul><ul><li>You can be conservative around the foundation & make bold moves </li></ul><ul><li>You can have ideological control & operational autonomy </li></ul>
    18. 20. Visionary Company: Core Ideologies <ul><li>Example in Current Business </li></ul><ul><li>CarMax </li></ul><ul><li>Decisions are made based on what is in the best interest of… </li></ul><ul><li>Associates </li></ul><ul><li>Customers </li></ul><ul><li>Shareholders </li></ul>
    19. 21. Visionary Company: Beyond the Profits <ul><li>Good is Never Enough </li></ul><ul><li>“ a visionary company continually pursues but never fully achieves or completes its purpose – like chasing the earth’s horizon.” </li></ul><ul><li>Collins & Porras </li></ul>
    20. 22. Preserve the Core & Stimulate Progress Stimulate Progress
    21. 23. Visionary Company: Beyond the Profits <ul><li>Preserve the Core </li></ul><ul><ul><li>to protect the values, rules & practices that define the foundation of your company’s culture </li></ul></ul><ul><li>Stimulate Growth </li></ul><ul><ul><li>move your company forward & build on your strengths & resources </li></ul></ul>
    22. 24. Preserve the Core & Stimulate Progress Clock Building Stimulate Progress
    23. 25. Preserve the Core & Stimulate Progress Tangible Mechanisms Preserve the Core A L I G N E D W I TH
    24. 26. Preserve the Core & Stimulate Progress Tangible Mechanisms
    25. 27. Preserve the Core & Stimulate Progress <ul><li>How CarMax Preserves the Core </li></ul><ul><li>By seeking regular feedback through specific communication programs </li></ul><ul><li>Stimulating Progress </li></ul><ul><li>Creating individualized development plans for associates & promoting from within </li></ul>
    26. 28. Preserve the Core & Stimulate Progress <ul><li>Stimulating Growth </li></ul><ul><li>Requires setting Big Harry Audacious Goals </li></ul><ul><li>Keeping what works & improving upon it </li></ul><ul><li>Developing cult-like cultures </li></ul><ul><li>Grow your managers </li></ul><ul><li>Build the vision </li></ul><ul><li>Good is never enough </li></ul>
    27. 29. Individual
    28. 30. <ul><ul><li>… and what we don’t know </li></ul></ul>
    29. 31. Slow Death <ul><li>Slow Death Develops From </li></ul><ul><li>Pervasiveness </li></ul><ul><ul><li>change is needed but the need is denied </li></ul></ul><ul><li>Violation of trust </li></ul><ul><ul><li>self interest is priority over collective responsibility </li></ul></ul>
    30. 32. Slow Death <ul><li>Slow Death Develops From </li></ul><ul><li>Thirst for vision </li></ul><ul><ul><li>the need for effective leadership during tough times </li></ul></ul><ul><li>Burnout </li></ul><ul><ul><li>lack of energy </li></ul></ul>
    31. 33. The Heroic Journey <ul><li>The Heroic Journey </li></ul><ul><li>A journey of individualism </li></ul><ul><ul><li>surrender our present self </li></ul></ul><ul><li>Must leave the realm of certainty </li></ul><ul><ul><ul><li>leaving or detaching from what we already know </li></ul></ul></ul>
    32. 34. Monitoring the Vitality <ul><li>Own Your Own Vitality </li></ul><ul><li>Don’t work harder… </li></ul><ul><ul><li>work smarter </li></ul></ul><ul><li>Cross the invisible line (unknowingly)… </li></ul><ul><ul><ul><li>additional stress builds </li></ul></ul></ul>
    33. 35. Transformational Cycle <ul><li>How People Change & the Stages They Experience to Get There </li></ul>
    34. 36. Transformational Cycle Initiation phase Transformational phase Routinization phase Uncertainty phase Fear of Failure Panic Illusion Exhaustion Stagnant
    35. 37. Deep Change <ul><li>Obstacles Against Change </li></ul><ul><li>People are afraid to leave their comfort zone </li></ul><ul><li>People deny a need for change </li></ul><ul><li>They fear change </li></ul><ul><li>People who only focus on their successes will drive themselves towards failure </li></ul><ul><li>They are afraid of the unknown </li></ul>
    36. 38. Organizational Development Brenda Neckvatal School of Continuing Studies University of Richmond
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