This summary outlines key aspects of the diagnostic process presented in Chapter 5 of An Experiential Approach to Organization Development 7th edition. The chapter discusses gathering data through methods like surveys, interviews, and observation to identify problems in organizations. Diagnosis is presented as a cyclical process involving data collection, problem identification, interpretation, and potential solutions. Models are used to analyze structures, cultures, and behaviors. The goal of diagnosis is to understand the present state of an organization and specify the nature, causes, and basis for selecting strategies to address issues.
يُعدّ الجانب الاجتماعي في الأندية من الجوانب المهمة في ترسيخ القيم والمبادئ السامية والعمل على خدمة المجتمع، والسعي في الشأن المجتمعي والاهتمام بفئات الرياضة والشباب، والعمل الفردي والجماعي.
يُعدّ الجانب الاجتماعي في الأندية من الجوانب المهمة في ترسيخ القيم والمبادئ السامية والعمل على خدمة المجتمع، والسعي في الشأن المجتمعي والاهتمام بفئات الرياضة والشباب، والعمل الفردي والجماعي.
فنون خدمة العملاء و خدمة ما بعد البيع و كيفية التعامل مع العملاء و انواعهم وتحويل العملاء إلى مسوقين مباشرين..
مع المدرب احمد ادهم الشرقاوي
http://www.AhmedAdham.com/
ما هى مؤشرات الأداء الرئيسية KPI؟ وما أهميتها؟
هى مؤشرات من شأنها أن تساعدنا على فهم كيف يجرى الحال فى تطور عمل تجارى، أو شركة، فى تقديم خدمة أو تسويق منتج مقارنة بأهداف استراتيجية، ومقاصد محددة.
ولكى تختار الشركة المؤشرات التى ستقوم بقياسها لمعرفة مدى نجاحها فلابد أن تقوم بدراسة جميع الجوانب الأساسية المؤثرة على العمل مثل: الخطة الاستراتيجية للشركة، الهدف من وراء المنتج أو الخدمة المقدمة، المستهلك الذى يستفيد من الخدمة أو المنتج، والموظف الذى سيقدم الخدمة أو يصنّع المنتج، عملية الانتاج وأسلوب سير العمل، الالتزامات المالية والأرباح، جودة المنتج وكفاءة الموظف القائم عليه الخ. و غالبا ما يكون للشركة عدة أهداف مرتبطة بكل جانب على حدة وتريد النجاح فى تلك الجوانب كلها سويا. وبالتالى تحتاج لقياس مؤشرات توضح مدى نجاحها فى تلك الأهداف معتمدة على جمع بيانات ذات صلة وتحليل عميق لتلك البيانات.
يعتبر التعامل مع العملاء مهارة من أهم المهارات التي ينبغي أن تتعلمها في حياتك، فالتعامل مع االمتعاملين فن، وليس من السهل أن نحوز على احترام وتقدير الآخرين، والإنسان اجتماعيٌ بطبعه، يحب تكوين العلاقات وبناء الصداقات.
فيحتاج التعامل مع المتعاملين إلى لباقةٍ خاصة للسيطرة على الحديث مع إعطاء اهتمام بالغ لما يقول ثم اجتذابه للموضوع الرئيس بطريقةٍ ودية، وتوجيه الحديث إلى موضوع المقابلة، ويجب عدم إسكاته بالقوة. ويحتاج أن يقدم له دليلًا صادقًا على صدق كلامه في صورة ورقة أو مستند، وأن يخلق معه نوعًا من الصداقة مع توفير ضمانات البيع. ويحتاج إلى إشعار المتعاملين بالثقة، مع عدم الضفط عليهم، ولا تضع أمامه خيارات كثيرة حتى لا تزيد تردده، كما يحتاج إلى الشرح المنطقي، والرد على اعتراضاته، ويجب عليك اقتناص أي فرصة أو إشارة لتفضيله إحدى سلعك؛ حيث إنه يجب الاستماع إلى آراء وانطباعات العملاء. يجب تدريب الموظفين على التعامل مع الشكاوى؛ أي تدريبهم على حل أي مشكلة أو تحدٍّ قد يواجه أي عامل في المكان، وهنا؛ يتم تدريب كل الموظفين الذين لهم علاقة والذين ليس لهم علاقة. لذلك كانت هناك حاجة ماسة لعمل هذا البرنامج التدريبي للتعرف على كيفية إسعاد المتعاملين.
أقدم لكم عرض بوربوينت مصمم لعرض المهارات الحياتية، يسعدني مشاركتكم خبرتي في هذا المجال ، واود التنويه ان هذا العرض مصمم من قبل عرب سلايد لقوالب البوربيونت الاحترافية
www.arbslide.com
تستطيع أي مؤسسة التنافس في بيئة عمل سريعة التغيير؛ عليها أن تكون قادرة على استشعار التغيير القادم، والاستعداد بل والاستجابة له بسرعة ومرونة، وقراءة التغييرات الموجودة في البيئة المحيطة بها، والتنبؤ بما هو قادم بقدر المستطاع بل أن تكون قادرة على استغلال الفرص وتحسين أدائها، ومن ثم ظهر مفهوم الرشاقة المؤسسية، لقدرة المؤسسة على الإستجابة والتكيف بسرعة والإزدهار في البيئة المتغيرة على نطاق أوسع وتحقيق الإستدامة في النتائج مع الإستفادة المثلى من الموارد البشرية المتاحة.
لذا صمم هذا البرنامج لينتقل بنا من عالم تقليدي الى عالم آخر أبرز ملامحه أننا سنكون فيه مبادرين لا تابعين، نسعى للتغيير الحقيقي وهو تغيير مؤسساتهم من مؤسسات تقليدية الى مؤسسات رشيقة.
Culture is the heart of any organization. It is like oxygen which we can feel but cannot see and without which we cannot survive. In organizations, culture is like the DNA of an organization thus each organization is a unique one.
ادارة الموارد البشرية والهيكل التنظيمي
o مقدمة لمفهوم ادارة الموارد البشرية وموقعها على الهيكل التنظيمي .
o ماهية ومهام وواجبات ادارة الموارد البشرية .
o انواع الهياكل التنظيمية و ميزات كل نوع منها وما هو الهيكل المثالي؟
o وسائل ومبادئ وأسس ومراحل وخطوات اعداد الهياكل التنظيمية الفعالة .
o عناصر ومكونات بطاقات الوصف الوظيفي .
o مراحل وخطوات اعداد بطاقات الوصف الوظيفي .
o صفات وميزات الوصف الوظيفي المثالي .
الكايزن هو عندما تضيف تحسينا صغيرا كل يوم بإستمرار ستحقق كبرى المهام فى نهاية الأمر ، وعندما تحسن من الظروف المحيطة شئاً قليلا كل يوم ستحقق تحسن ضخم فى نهاية الأمر ".
The process of bringing planned change to an organization. MOC usually means leading an organization through a series of steps to meet a defined goal. Synonymous with change management.
فنون خدمة العملاء و خدمة ما بعد البيع و كيفية التعامل مع العملاء و انواعهم وتحويل العملاء إلى مسوقين مباشرين..
مع المدرب احمد ادهم الشرقاوي
http://www.AhmedAdham.com/
ما هى مؤشرات الأداء الرئيسية KPI؟ وما أهميتها؟
هى مؤشرات من شأنها أن تساعدنا على فهم كيف يجرى الحال فى تطور عمل تجارى، أو شركة، فى تقديم خدمة أو تسويق منتج مقارنة بأهداف استراتيجية، ومقاصد محددة.
ولكى تختار الشركة المؤشرات التى ستقوم بقياسها لمعرفة مدى نجاحها فلابد أن تقوم بدراسة جميع الجوانب الأساسية المؤثرة على العمل مثل: الخطة الاستراتيجية للشركة، الهدف من وراء المنتج أو الخدمة المقدمة، المستهلك الذى يستفيد من الخدمة أو المنتج، والموظف الذى سيقدم الخدمة أو يصنّع المنتج، عملية الانتاج وأسلوب سير العمل، الالتزامات المالية والأرباح، جودة المنتج وكفاءة الموظف القائم عليه الخ. و غالبا ما يكون للشركة عدة أهداف مرتبطة بكل جانب على حدة وتريد النجاح فى تلك الجوانب كلها سويا. وبالتالى تحتاج لقياس مؤشرات توضح مدى نجاحها فى تلك الأهداف معتمدة على جمع بيانات ذات صلة وتحليل عميق لتلك البيانات.
يعتبر التعامل مع العملاء مهارة من أهم المهارات التي ينبغي أن تتعلمها في حياتك، فالتعامل مع االمتعاملين فن، وليس من السهل أن نحوز على احترام وتقدير الآخرين، والإنسان اجتماعيٌ بطبعه، يحب تكوين العلاقات وبناء الصداقات.
فيحتاج التعامل مع المتعاملين إلى لباقةٍ خاصة للسيطرة على الحديث مع إعطاء اهتمام بالغ لما يقول ثم اجتذابه للموضوع الرئيس بطريقةٍ ودية، وتوجيه الحديث إلى موضوع المقابلة، ويجب عدم إسكاته بالقوة. ويحتاج أن يقدم له دليلًا صادقًا على صدق كلامه في صورة ورقة أو مستند، وأن يخلق معه نوعًا من الصداقة مع توفير ضمانات البيع. ويحتاج إلى إشعار المتعاملين بالثقة، مع عدم الضفط عليهم، ولا تضع أمامه خيارات كثيرة حتى لا تزيد تردده، كما يحتاج إلى الشرح المنطقي، والرد على اعتراضاته، ويجب عليك اقتناص أي فرصة أو إشارة لتفضيله إحدى سلعك؛ حيث إنه يجب الاستماع إلى آراء وانطباعات العملاء. يجب تدريب الموظفين على التعامل مع الشكاوى؛ أي تدريبهم على حل أي مشكلة أو تحدٍّ قد يواجه أي عامل في المكان، وهنا؛ يتم تدريب كل الموظفين الذين لهم علاقة والذين ليس لهم علاقة. لذلك كانت هناك حاجة ماسة لعمل هذا البرنامج التدريبي للتعرف على كيفية إسعاد المتعاملين.
أقدم لكم عرض بوربوينت مصمم لعرض المهارات الحياتية، يسعدني مشاركتكم خبرتي في هذا المجال ، واود التنويه ان هذا العرض مصمم من قبل عرب سلايد لقوالب البوربيونت الاحترافية
www.arbslide.com
تستطيع أي مؤسسة التنافس في بيئة عمل سريعة التغيير؛ عليها أن تكون قادرة على استشعار التغيير القادم، والاستعداد بل والاستجابة له بسرعة ومرونة، وقراءة التغييرات الموجودة في البيئة المحيطة بها، والتنبؤ بما هو قادم بقدر المستطاع بل أن تكون قادرة على استغلال الفرص وتحسين أدائها، ومن ثم ظهر مفهوم الرشاقة المؤسسية، لقدرة المؤسسة على الإستجابة والتكيف بسرعة والإزدهار في البيئة المتغيرة على نطاق أوسع وتحقيق الإستدامة في النتائج مع الإستفادة المثلى من الموارد البشرية المتاحة.
لذا صمم هذا البرنامج لينتقل بنا من عالم تقليدي الى عالم آخر أبرز ملامحه أننا سنكون فيه مبادرين لا تابعين، نسعى للتغيير الحقيقي وهو تغيير مؤسساتهم من مؤسسات تقليدية الى مؤسسات رشيقة.
Culture is the heart of any organization. It is like oxygen which we can feel but cannot see and without which we cannot survive. In organizations, culture is like the DNA of an organization thus each organization is a unique one.
ادارة الموارد البشرية والهيكل التنظيمي
o مقدمة لمفهوم ادارة الموارد البشرية وموقعها على الهيكل التنظيمي .
o ماهية ومهام وواجبات ادارة الموارد البشرية .
o انواع الهياكل التنظيمية و ميزات كل نوع منها وما هو الهيكل المثالي؟
o وسائل ومبادئ وأسس ومراحل وخطوات اعداد الهياكل التنظيمية الفعالة .
o عناصر ومكونات بطاقات الوصف الوظيفي .
o مراحل وخطوات اعداد بطاقات الوصف الوظيفي .
o صفات وميزات الوصف الوظيفي المثالي .
الكايزن هو عندما تضيف تحسينا صغيرا كل يوم بإستمرار ستحقق كبرى المهام فى نهاية الأمر ، وعندما تحسن من الظروف المحيطة شئاً قليلا كل يوم ستحقق تحسن ضخم فى نهاية الأمر ".
The process of bringing planned change to an organization. MOC usually means leading an organization through a series of steps to meet a defined goal. Synonymous with change management.
Merancang Kinerja Unggul Organisasi Melalui Diagnostic ReadingTri Widodo W. UTOMO
Materi Ceramah Untuk Penguatan Agenda Diagnostic Reading
Diklat Kepemimpinan Tingkat I dan II LAN-RI
2016
Dr. Tri Widodo W. Utomo, SH.,MA
Deputi Inovasi Administrasi Negara LAN-RI
Jl. Veteran No, 10 Jakarta
http:inovasi.lan.go.id
Leanness Assessment using Fuzzy Logic Approach: A Case of Indian Horn Manufac...IIRindia
Lean principles are being implemented by many industries today that focus on improving the efficiency of the operations for reducing the waste, efforts and consumption. Organizations implementing lean principles can be assessed using the some tools. This paper attempts to assess the lean implementation in a leading Horn manufacturing industry in South India. The twofold objectives are set to be achieved through this paper. First is to find the leanness level of a manufacturing organization for which a horn manufacturing company has been selected as the case company. Second is to find the critical obstacles for the lean implementation. The fuzzy logic computation method is used to extract the perceptions about the particular variables by using linguistic values and then match it with fuzzy numbers to compute the precise value of the leanness level of the organization. Based on the results obtained from this analysis, it was found that the case study company has performed in the lean to vey lean range and the weaker areas have been identified to improve the performance further.
C o l o r a d o S t a t e U n i v e r s i t y - P u e b l o .docxclairbycraft
C o l o r a d o S t a t e U n i v e r s i t y - P u e b l o
Division of Continuing Education Page 12
Independent Study and External Degree Completion Program
Lesson 3
Section 3: Once again there are questions listed for each of the chapters in this section.
Respond to them fully after stating the questions.
Section 3: Chapter 7: Question 1
The five steps for classical decision making are found on page 169, and the definition is on
page 171. In a risk environment or an uncertain environment, it may be very difficult to follow
these steps. How can a risk environment or an uncertain environment affect this process?
What is the difference between a risk environment and an uncertain environment?
Section 3: Chapter 7: Question 2
In the text, there is a discussion of framing errors, confirmation errors, escalating
commitment, availability bias, representativeness bias, anchoring bias, and adjustment bias.
Briefly define each of these errors and biases and provide an example of each one (not the one
in the text). These are particularly important since they are found in all levels of an
organization.
Section 3: Chapter 7: Question 3
Managers are often confronted with structured problems which require programmed
decisions, and unstructured problems which require non-programmed decisions. Serious
problems may require a crisis decision which is the most serious type of non-programmed
decision.
Provide an example of a programmed and non-programmed decision which you have
encountered in your own experience. How do you determine whether a decision is really a
programmed decision, or whether it actually requires a unique solution? When should senior
management become involved?
(Many programmed decisions are just that today. In retail they may be built into the computer
system, and made at the cash register – such as returns, returns with or without receipts, or
information available regarding a customer’s past transactions!)
Section 3: Chapter 8: Question 1
Organizations should have a mission statement, a strategic plan, organizational plans,
tactical plans, goals and objectives. Which of these should primarily be developed by directors
and senior management, middle management, and supervisors and other first level
management personnel? How can these plans be best aligned in order to clearly involve all
levels of management in these goals?
C o l o r a d o S t a t e U n i v e r s i t y - P u e b l o
Division of Continuing Education Page 13
Independent Study and External Degree Completion Program
Section 3: Chapter 8: Question 2
Benchmarking is often used as a way to improve an organization. What is organizational
benchmarking and how is it developed?
Section 3: Chapter 8: Question 3
Planners often use forecasting, contingency planning, and scenario planning. Define and
provide an example of each. The example should d.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
FIA officials brutally tortured innocent and snatched 200 Bitcoins of worth 4...jamalseoexpert1978
Farman Ayaz Khattak and Ehtesham Matloob are government officials in CTW Counter terrorism wing Islamabad, in Federal Investigation Agency FIA Headquarters. CTW and FIA kidnapped crypto currency owner from Islamabad and snatched 200 Bitcoins those worth of 4 billion rupees in Pakistan currency. There is not Cryptocurrency Regulations in Pakistan & CTW is official dacoit and stealing digital assets from the innocent crypto holders and making fake cases of terrorism to keep them silent.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
1. An Experiential Approach to Organization Development 7th
edition Chapter 5
Slide 1
Chapter 5Chapter 5
The Diagnostic Process
2. An Experiential Approach to Organization Development 7th
edition Chapter 5
Slide 2
Learning Objectives (part 1 of 2)
Identify system parameters and recognize
symptoms, problems, and causes of
organizational ineffectiveness.
Recognize techniques for gathering
information from client systems.
3. An Experiential Approach to Organization Development 7th
edition Chapter 5
Slide 3
Learning Objectives (part 2 of 2)
Describe major diagnostic models and
techniques used in OD programs.
Apply systematic diagnosis to organizational
situations.
4. An Experiential Approach to Organization Development 7th
edition Chapter 5
Slide 4
Data Mining at McDonald’s?
(part 1 of 2)
McDonald’s has new method of gathering data
from customers.
Sends mystery-diners to restaurants.
Collects data useful to individual store.
Evaluators trained so there was consistency
in grading.
5. An Experiential Approach to Organization Development 7th
edition Chapter 5
Slide 5
Data Mining at McDonald’s?
(part 2 of 2)
Stores evaluated every six months.
Simultaneously conducts in-depth interviews
with repeat customers.
6. An Experiential Approach to Organization Development 7th
edition Chapter 5
Slide 6
Diagnosing Problem Areas
(part 1 of 2)
Identification of areas for improvement.
Assess organization’s current performance and
desired level of quality.
7. An Experiential Approach to Organization Development 7th
edition Chapter 5
Slide 7
Diagnosing Problem Areas
(part 2 of 2)
Provides information that allows for faster-
reacting organization.
Analyzes data on structure, administration,
interaction, and other elements.
8. An Experiential Approach to Organization Development 7th
edition Chapter 5
Slide 8
What is Diagnosis?
A systematic approach to understand present
state of organization.
Specifies nature of problem, causes, and
provide basis for selecting strategies.
Involves systematic analysis of data.
9. An Experiential Approach to Organization Development 7th
edition Chapter 5
Slide 9
Critical Issues in Diagnosis
Simplicity.
Visibility.
Involvement.
Primary factors.
Measure what’s
important.
Sense of urgency.
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Slide 10
The Process
Diagnosis is cyclical process involving:
Data gathering.
Identification of
problem areas.
Interpretation.
Potential action
programs.
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Slide 11
Steps in Diagnosis (part 1 of 2)
Step 1: Tentative problem identified.
Step 2: Collect data.
Step 3: Analyze data.
Step 4: Feedback data.
Step 5: More data needed?
12. An Experiential Approach to Organization Development 7th
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Slide 12
Steps in Diagnosis (part 2 of 2)
Step 6: Problems areas identified.
Step 7: Is client motivated?
Step 8: Diagnosis and work on problem.
Step 9: Monitor and assess results.
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Slide 13
Figure 5.1
The Diagnostic Process
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Slide 14
Performance Gap
Difference between what organization could do
and what organization is doing.
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Slide 15
Self-Assessment Gap Analysis
of Four Key Areas
1. Organization’s strengths.
2. What can be done to take advantage of
strengths.
3. Organization’s weaknesses.
4. What can be done to alleviate weaknesses.
16. An Experiential Approach to Organization Development 7th
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Slide 16
Figure 5.2
The Performance Gap
17. An Experiential Approach to Organization Development 7th
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Slide 17
OD in Practice:
Diagnosis For Kodak (part 1 of 3)
Kodak is attempting to transform to cutting edge
of digital revolution.
Kodak surveyed managers.
Rearranged business in late 1990s.
Limited in its scope and of little benefit.
18. An Experiential Approach to Organization Development 7th
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Slide 18
OD in Practice (part 2 of 3)
Kodak known to favor caution over risk-taking.
Kodak is chemical company that must
transform into electronics company.
Electronics highly competitive and Kodak has
little experience with electronics.
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Slide 19
OD in Practice (part 3 of 3)
New products and change.
Kodak focuses attention on nonconsumer
applications.
Experiencing strong growth.
New managers have proven track
records.
20. An Experiential Approach to Organization Development 7th
edition Chapter 5
Slide 20
Data-Collection Process
Data is an aggregation of:
Statistics.
Opinions.
Assumptions.
Signs.
Signals.
Clues.
Facts.
Information is data that have form and structure.
21. An Experiential Approach to Organization Development 7th
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Slide 21
Data Collection Stages (part 1 of 4)
1. Definition of objectives.
2. Selection of factors.
3. Selection of data-gathering method.
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Slide 22
Data Collection Stages (part 2 of 4)
Definition of Objectives
Define objectives of change program.
Identify preliminary diagnosis and further
information required.
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Slide 23
Data Collection Stages (part 3 of 4)
Selection of Key Factors
Identify central variables.
May be necessary to increase range and depth
of data.
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Slide 24
Data Collection Stages (part 4 of 4)
Selection of Data-Gathering Method
Selection of one or more methods of gathering
data.
Nature of the problem helps determine method.
Variety of methods may be used.
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Slide 25
Types of Methods (part 1 of 4)
1. Secondary sources.
2. Organization and industry data.
3. Employee surveys or questionnaires.
Useful with a large number of people.
Data may lack “richness.”
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Slide 26
Types of Methods (part 2 of 4)
Sociogram
Visual method of recording and analyzing
preferences in a group.
Each member represented by circle.
Communication represented by arrows
indicating direction of choice.
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Slide 27
Figure 5.3
Sociogram
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Slide 28
Types of Methods (part 3 of 4)
Direct observation.
Observing how people go about tasks.
Interviews.
One of most widely used methods.
Direct, personal, and flexible.
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Slide 29
Types of Methods (part 4 of 4)
Directed interview.
Open-ended questions.
Closed questions.
Nondirected interview.
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Slide 30
Implementation of
Data Collection
Decide from whom data will be obtained.
Select appropriate technique.
Implement data-collection program.
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Slide 31
Analysis of Data
Techniques used to analyze data dictated by
method used to gather data.
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Slide 32
Guidelines for Evaluating
Effectiveness of Data Collection
Validity of data.
Time to collect data.
Cost of data collection.
Organization culture and norms.
Hawthorne effect in data collecting.
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Slide 33
Our Changing World:
eBay, Center for Global
Commerce (part 1 of 2)
eBay has become marketplace of world.
eBay driven by understanding data.
CEO Whitman says, “If you can’t measure it,
you can’t control it.”
Understanding data is how eBay learns about
its customers.
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Slide 34
Our Changing World (part 2 of 2)
Changes at eBay are like needle-moving.
Make small changes to make small gains.
Danger is that eBay becomes obsessed with
data and measurements.
“You have to be careful because you could
measure too much,” Whitman says.
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Slide 35
Diagnostic Models
Of OD practitioners, 70% reported using a
model to assist in identifying problems.
Models may be used to analyze structure,
culture, and behavior of organization.
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Slide 36
Types of Diagnostic Models
Analytical
Emergent-group
behavior
Management
practitioner
Sociotechnical systems
Cause maps and social
network analysis
Force-field analysis
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Slide 37
Analytical Model
Used for interdepartmental issues.
Examines characteristics of departments.
Objective to help departments achieve
integration.
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Slide 38
Table 5.1
Orientation of Functional Departments
39. An Experiential Approach to Organization Development 7th
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Slide 39
Emergent-Group Behavior Model
Used to analyze interdependence of groups.
Collects data on activities, interactions, and
norms.
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edition Chapter 5
Slide 40
Management Practitioner Model
Basic planning.
General business
practices.
Finance.
Advertising and
promotion.
Market research.
Personnel.
Six basic factors are analyzed:
41. An Experiential Approach to Organization Development 7th
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Slide 41
Sociotechnical Systems Model
Two interrelated systems in organization:
Social system. Technical system.
The 2 systems are interrelated.
Diagnosis determines interrelationships and
type of feedback required.
42. An Experiential Approach to Organization Development 7th
edition Chapter 5
Slide 42
Cause Maps and Social Network
Analysis Models
Cause maps—mathematical representations of
relationships among variables.
Social network analysis—mathematical
representation of individual and group.
Analysis reveals important interdependencies.
43. An Experiential Approach to Organization Development 7th
edition Chapter 5
Slide 43
Force-Field Analysis Model
(part 1 of 2)
Behavior balance between forces working in
opposite directions.
Restraining forces - act to keep organization
stable.
Driving forces - act to change organization.
44. An Experiential Approach to Organization Development 7th
edition Chapter 5
Slide 44
Force-Field Analysis Model
(part 2 of 2)
When forces equal, organization in quasi-
stationary state of equilibrium.
Analysis determines forces to increase or
decrease.
45. An Experiential Approach to Organization Development 7th
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Slide 45
Figure 5.4
Force-Field Analysis Model
46. An Experiential Approach to Organization Development 7th
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Slide 46
Figure 5.5
Example of Use of Force-Field Analysis
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Slide 47
Red Flags in Diagnosis
Confidentiality of data.
Over diagnosis.
Crisis diagnosis.
Overwhelming diagnosis.
Practitioner’s favorite diagnosis.
Diagnosis of symptom.
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Slide 48
Key Words and Concepts
Analytical model - Examines characteristics of
departments. Objective to help departments
achieve integration.
Cause maps - uses mathematical
representations of causal relationships
among variables.
49. An Experiential Approach to Organization Development 7th
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Slide 49
Clique - in a sociogram, when three or more
persons select one another.
Closed questions - specific questions
normally answered yes or no.
Confidentiality - privileged communications
that should not be divulged.
50. An Experiential Approach to Organization Development 7th
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Slide 50
Data - unstructured, unformed facts.
Diagnosis - analysis of problem(s).
Directed interview - interview in which specific
information is sought.
Driving forces - put pressure on organization
to change.
51. An Experiential Approach to Organization Development 7th
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Slide 51
Emergent-group behavior model - used to
analyze interdependence of groups.
Equilibrium –restraining and driving forces for
change equal or in balance.
Force-field analysis model - weights forces for
and against change.
52. An Experiential Approach to Organization Development 7th
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Slide 52
Hawthorne effect - act of investigating or
observing may influence the behavior of
those being investigated.
Information - data that has structure and
form.
Isolates – individuals within a group who are
chosen rarely by others.
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Slide 53
Mutual choice - when individuals within a
group choose one another.
Nondirected interview - interview direction is
chosen by respondent.
One-way choice - when individual in group
chooses another but is not chosen in return.
54. An Experiential Approach to Organization Development 7th
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Slide 54
Open-ended questions - allows respondent to
be unrestrained and to direct interview.
Performance gap - difference between
desired and actual performance.
Questionnaires - method of gathering data
normally used for large number of responses.
55. An Experiential Approach to Organization Development 7th
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Slide 55
Restraining forces - forces that act to keep
organization stable.
Social network analysis model - uses
mathematical representation of relationships
between individuals or groups and reveals
interdependencies.
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Slide 56
Sociogram - diagram of relationships and
interactions within group.
Sociometric approach – technique for
collecting quantitative data on work groups.
Result of approach is sociogram.
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Slide 57
Sociotechnical systems model - determines
how social and technological systems
interrelate and the feedback between
subsystems.
Stars – those highly chosen individuals.
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Slide 58
Preparations for Next Chapter
Read Chapter 6.
Prepare for OD Skills Simulation 6.1. Read
the Company Situation and complete Step 1.
Read and analyze Case: The Hexadecimal
Company.