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Organizational Health 2013

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A very brief overview relating to industrial/organizational psychology and organizational health. Much more specifics required to execute individual or organizational change.

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Organizational Health 2013

  1. 1. Building a Healthy Workplace
  2. 2. The Engaged Workforce• 77% of currentlyemployed workers wouldleave for another job ifthey could (AFLAC,2012).• 71% of currentlyemployed workers areeither not engaged orfully disengaged fromtheir jobs (Gallup, 2011).
  3. 3. Admitting Change is Needed“Diagnosis is a collaborativeprocess between organizationalmembers and the ODconsultant or leadership tocollect pertinentinformation, analyze it, anddraw conclusions for actionplanning and intervention.”Cummings & Worley (2008)
  4. 4. Gallup: The 12 Rules1. I know what is expected of me at work.2. I have the materials and equipment I need todo my work right.3. At work, I have the opportunity to do what Ido best every day.4. In the last seven days, I have receivedrecognition or praise for doing good work.5. My supervisor, or someone at work, seemsto care about me as a person.6. There is someone at work who encouragesme development.Wagner, R & Harter, J.K. (2006). 12: The elements of great managing. New York, NY. Gallup Press
  5. 5. Gallup: The 12 Rules7. At work, my opinions seem to count.8. The mission or purpose of my companymakes me feel my job is important.9. My associates or fellow employees arecommitted to doing quality work.10. I have a best friend at work.11. In the last six months, someone at workhas talked to me about my progress.12. This last year, I have had opportunities atwork to learn and grow.Wagner, R & Harter, J.K. (2006). 12: The elements of great managing. New York, NY. Gallup Press
  6. 6. Trust is Everything“Members of a trulycohesive team musttrust one another tothe point ofvulnerability,completelycomfortable beingtransparent.”ResultsAccountabilityCommitmentConflictTrustLencioni, P. (2012). The advantage: Why organizational health trumps everything. Jossey Bass. San Francisco
  7. 7. The Advantage“Organizational healthwill one day surpass allother disciplines inbusiness as the greatestopportunity forimprovement andcompetitive advantage.”Lencioni, P. (2012). The advantage: Why organizational health trumps everything. Jossey Bass. San Francisco
  8. 8. Changing Minds• Reason• Research• Resonance• Redescriptions:• Resources andRewards• Real World Events• Resistances
  9. 9. American Psychological Association• EmployeeEngagement• Balancing Work &Life• EmployeeDevelopment &Growth• Safety & Health• Recognition
  10. 10. Organizational CultureAntecedentsOrgCultureStructure&PracticesSocialProcessesCollectiveAttitudesandBehaviorOutcomes
  11. 11. What Matters Now• Values• Innovation• Adaptability• Passion• Ideology
  12. 12. Towards Organizational Health“We must abandon outmoded viewsof human nature by recognizingthat people simply are not therational maximizers of economicgain assumed by classical economictheory. Instead, employees andcustomers must be seen as peoplefirst and employees and customerssecond. That means they aresubject to all the inherentcontradictions, flaws, and emotionsthat come with being human.”
  13. 13. People & NumbersCompanies today aren’t managing their employee’scareers; knowledge workers must, effectively, betheir own CEO’s. It’s up to you to carve out yourplace, to know when to change course, and to keepyourself engaged and productive during a work lifethat may span 50 years. To do these things well,you’ll need to cultivate a deep understanding ofyourself—not only how you learn, [but] how youwork with others, what your values are, and whereyou can make the greatest contribution. Becauseonly when you operate from strengths can youachieve true excellence.Peter Drucker (2005)
  14. 14. How Does Any of This Apply?• What Will You Remember?• What Will You Share?• What Will You Do?
  15. 15. ReferencesAFLAC (March, 2012). Workforces Report. Retrieved from:http://www.aflac.com/aflac _workforces_report/default.aspxAFLAC (June, 2012). Why do workers leave? Retrieved from:http://www.aflac.com/us/en/docs/workforce/viewpoint_whyworkersleave.pdfBiswas, S., & Bhatnagar, J. (2013). Mediator Analysis of EmployeeEngagement: Role of Perceived Organizational Support, P-OFit, Organizational Commitment and Job Satisfaction. Vikalpa: TheJournal For Decision Makers, 38(1), 27-40.Blacksmith, N., & Harter, J. K., (2011). Majority of American workers notengaged in their jobs. Washington, D.C., Gallup. Retrieved fromhttp://www.gallup.com/poll/150383/Majority%E2%80%90American%E2%80%90Workers%E2%80%90Not%E2%80%90Engaged%E2%80%90Jobs.aspxBolman, L.G., & Deal, T.E. (2003). Reframing organizations: Artistry, choiceand leadership. San Francisco. Jossey-Bass.Cummings, T. G., & Worley, C. G. (2008). Organization development &change. (9th ed.). Mason, OH: South-Western Publishing.Drucker, P. F. (2005). Managing Oneself. Harvard Business Review, 83(1), 100-109.
  16. 16. ReferencesFleming, J. H. & Harter, J.K. (February 13, 2013). The next discipline:Applying behavioral economics to drive growth and profitability.Washington, D.C. Gallup.Gardner, Howard (2006). Changing Minds: The Art and Science of ChangingOur Own and Other People’s Minds. Boston, MA. Harvard BusinessPublishingGrote, D. (September, 2008). Passing judgment: Why we still can’tperformance appraisals right. The Conference Board Review. New York.Hamel, G. (2012). What matters now: How to win in a world of relentlesschange. San Francisco. Jossey-Bass.Lencioni, P. (2012). The advantage: Why organizational health trumpseverything. San Francisco. Jossey BassLewicki, R. J., McAllister, D. J., & Bies, R. J. (1998). Trust and distrust: Newrelationships and realities. Academy of Management Review, 23, 438–458.Mayer, R. C., Davis, J. H., & Schoorman, D. F. (1995). An integration model oforganizational trust. Academy of Management Review, 20, 709–735.Patterson, K., Grenny, J., McMillan, R. & Switzler, A. (2002). New York.McGraw Hill.
  17. 17. ReferencesSenge, P., Kleiner, A., Roberts, C., Ross, R. Roth, G, & Smith, B. (1999). Thedance of change: The challenges to sustaining momentum in learningorganizations. New York. Doubleday.Wagner, R & Harter, J.K. (2006). 12: The elements of great managing. NewYork. Gallup PressZhang, A., Tsui, A. S., Song, L., Li, C., & Jia, L. (2008). How do I trust thee?The employee-organization relationship, supervisory support, and middlemanager trust in the organization. Human Resource Management, 47(1),111-132.

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