Ob 26-24083-brown7 01 - organization development and reinventing the organization
1. An Experiential Approach to Organization Development 7th edition Chapter 1
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Chapter 1
Organization Development
and Reinventing the
Organization
2. An Experiential Approach to Organization Development 7th edition Chapter 1
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Learning Objectives
Define OD and recognize need for change.
Describe culture and understand its impact.
Understand the psychological contract.
Describe five stages of OD.
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The Workout: Organization Changes
at GE (part 1 of 2)
GE has training center for managers.
Participants said GE was slow to make
changes.
Workout is program that came from sessions.
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The Workout: Organization Changes
at GE (part 2 of 2)
In workout employees take the leadership in
bringing about changes.
GE continues to use workout so it can reinvent
itself.
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Challenges for Organizations
Change avalanching down on us.
Tomorrow’s world different from today’s.
Organizations need to adapt to change.
Organizations in continuous interaction with
external forces.
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Figure 1.1
The Organizational Environment
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What Is OD?
Long-range efforts and programs aimed at
improving an organization’s ability to survive
by changing problem-solving and renewal
processes.
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OD Is:
Planned.
Organization wide.
Managed from top.
Increases organization effectiveness.
Planned interventions.
Uses behavioral science knowledge.
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The Characteristics of OD
Planned change.
Collaborative approach.
Improve performance.
Humanistic values.
Systems approach.
Scientific approaches.
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Table 1.1
Major Characteristics of the Field of OD
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Our Changing World:
Germany in Slow-mo (part 1 of 2)
Germany entering 2nd decade of stagnation.
A model of world in ‘70s and ‘80s.
Reputation as Europe’s unchanging core.
History of blaming others for problems.
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Our Changing World:
Germany in Slow-mo (part 2 of 2)
Some looking inward for causes.
Problem traced to job-protection law of ‘50s.
Unions block proposals to reform labor laws.
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Why OD?
Most cited reasons for beginning change
program:
The level of competition.
Survival.
Improved performance.
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Primary Goals of
Change Programs
Increase productivity.
Increase responsiveness.
Improve competitive position.
Increase employee involvement.
Increase employee morale.
Develop new managerial skills.
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Table 1.2
Major Goals of Large-Scale Change Programs
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Factors Leading to
Emergence of OD
Need for new organizational forms.
Focus on cultural change.
Increase in social awareness.
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The Only Constant Is Change
Today's managers need new mind-set.
Flexibility.
Speed.
Innovation.
Constantly changing conditions.
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Successful Firms
Share These Traits
Faster.
Quality conscious.
Employee involvement.
Customer oriented.
Smaller.
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Figure 1.2
Changing Organization of Twenty-First Century
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OD in Practice:
Trilogy Software (part 1 of 2)
Trilogy Software example of shifting
organizational structures.
Workers are shareholders, managers, and
partners.
Biggest worry is not facing down other
businesses.
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OD in Practice:
Trilogy Software (part 2 of 2)
Depends on talented people.
Economy fostering new kinds of practices.
This case shows major element in planned
change is planning for organizational culture.
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Evolution of OD
Evolved since the late 1940s.
NTL Laboratory-Training methods.
Survey research and feedback.
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Who Does OD? (part 1 of 3)
OD practitioners consist of specialists and those
applying OD in daily work:
Professionals and specialists trained in OD.
Managers and leaders applying OD.
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Who Does OD? (part 2 of 3)
OD specialists:
• Internal practitioners – from within
organization.
• External practitioners – from outside
organization.
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Who Does OD? (part 3 of 3)
Activities include:
Team leaders developing teams.
Building learning organizations.
Implementing total quality management.
Creating boundaryless organizations.
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Organization Culture
Dress.
Patterns of behavior.
Language.
Value system.
Feelings.
Attitudes.
Interactions.
Group norms.
A system of shared meanings including:
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Norms (part 1 of 2)
Organized and shared ideas of what members
should do and feel.
How behavior is regulated.
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Norms (part 2 of 2)
Pivotal norms - essential to accomplishing
organization’s objectives.
Peripheral norms - support and contribute to
pivotal norms but not essential to
organization’s objectives.
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Socialization Process
Process that adapts employees to culture.
New employees become aware of norms.
Employees encounter culture.
Individuals understand power, status, rewards,
and sanctions.
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Figure 1.3
The Socialization Process
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Adjustment to Cultural Norms and
Socialization Occurs in 3 Ways
1. Rebellion - rejection of all values and norms.
2. Conformity - acceptance of all values and
norms.
3. Creative individualism - acceptance only of
pivotal values; rejection of others.
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Figure 1.4
Basic Responses to Socialization
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Psychological Contract
Unwritten agreement between individuals and
organization.
Open-ended so issues may be renegotiated.
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A Model for Change
OD is continuing process with emphasis on
viewing organization as total system of
interacting and interrelated elements.
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Figure 1.5
Organization Development’s Five Stages
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Five-stage Model for OD Process
(part 1 of 5)
Stage one: Anticipating need for change.
• Someone recognizes need for change.
• There must be felt need for change.
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Five-stage Model for OD Process
(part 2 of 5)
Stage two: Developing practitioner-client
relationship.
• OD practitioner enters system.
• Good first impressions and match
important.
• Practitioner establishes trust, open
communication, shared responsibility.
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Five-stage Model for OD Process
(part 3 of 5)
Stage three: The diagnostic phase.
• Practitioner and client gather data about
system.
• Objective is to understand client’s
problems, identify forces causing situation,
and select change strategies.
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Five-stage Model for OD Process
(part 4 of 5)
Stage four: Action plans, strategies, and
techniques.
• Series of interventions, activities, or
programs aimed at increasing
effectiveness.
• Programs apply OD techniques.
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Five-stage Model for OD Process
(part 5 of 5)
Stage five: Self-renewal, monitor, and stabilize.
• As OD program stabilizes, need for
practitioner decreases.
• Monitor results.
• Stabilize change.
• Gradual disengagement of OD practitioner.
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Key Words and Concepts
Action research model - collecting
information, feeding back to client, developing
and implementing action programs.
Change leader - person responsible for
change.
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Client - person or organization that is being
assisted.
Creative individualism - questioning of
peripheral norms, accepting of pivotal norms.
External practitioner - person from outside
organization who serves as resource for
change.
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Internal practitioner - internal resource for
change.
Norms - organized and shared ideas
regarding what members should do and feel,
how behavior should be regulated, and what
sanctions should be applied.
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Organization culture - system of shared
meanings, including language, dress, values,
norms of organization.
Organization development - planned strategy
to bring about change.
OD practitioner - people using, advocating,
and assisting others to implement OD.
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OD specialist - professional who has
specialized and trained in OD and related
areas.
Peripheral norms - support and contribute to
pivotal norms but not essential to
organization's objectives.
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Pivotal norms - essential to organization's
objectives.
Psychological contract - expectations
between individual and organization.
Socialization - process of individual adjusting
to organization's culture.
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Preparations for Next Chapter
Read Chapter 2.
Read instructions for Simulation 2.1.
Read and prepare analysis for Case: The
NoGo Railroad.