Oc 6440 collecting and analyzing diagnostic data
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This document discusses methods for collecting and analyzing diagnostic information in organizational development. It covers the importance of establishing a diagnostic relationship with clients, feedback cycles for data collection, sampling techniques, common data collection methods like questionnaires, interviews, observations, and unobtrusive measures. It also discusses qualitative and quantitative tools for analyzing data, including content analysis, force-field analysis, descriptive statistics, measures of association, and difference tests.
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Oc 6440 feeding back diagnostic information
The document discusses the importance of feedback in organizational development and change processes. It describes desired characteristics for feedback content, which should be relevant, understandable, descriptive, verifiable, timely, limited to significant issues, and allow for comparisons. It also describes characteristics for effective feedback meetings, noting they work best when participants are motivated, meetings are well-structured, and involve the right people. Additionally, it outlines the survey feedback process and some potential limitations.
The OD Practitioner
The document discusses the values and ethics of organizational development (OD) practitioners. Traditionally, OD values have focused on humanism, trust, collaboration and self-control. Recently, values have also emphasized improving organizational effectiveness and performance. Joint values of humanizing organizations and improving effectiveness have received support. Challenges include conflicts between employee needs and organizational needs. Practitioners must have political skills to manage external relationships and value dilemmas. Ethical issues center around potential client abuse and letting personal values interfere with practice. Dilemmas include misusing data, technical ineptness, power/coercion, and conflicts in values/goals between the practitioner and organization.
Techno structural interventions
This document discusses techno-structural interventions in organizations. It defines techno-structural interventions as change programs focusing on an organization's technology and structure to address global competition, technological changes, and environmental changes. Examples of techno-structural interventions include structural design, downsizing, process reengineering, employee involvement, and work design. The document then focuses on work design, describing three approaches: the engineering approach, which focuses only on technical aspects; the motivational approach, which focuses only on psychological aspects; and the socio-technical systems approach, which considers both technical and social factors.
Oc 6440 organization process approaches
This document discusses three types of organization-wide interventions for change: organization confrontation meetings, intergroup relations interventions, and large group interventions. Organization confrontation meetings bring together groups from across an organization to identify and prioritize problems and opportunities for improvement. Intergroup relations interventions like microcosm groups and conflict resolution aim to improve relationships between groups. Large group interventions focus on issues affecting the whole organization through methods like future search conferences and open space meetings. The document provides details on the processes and goals of each type of intervention.
Oc 6440 diagnosing groups and jobs
The document discusses models for diagnosing issues at the group and individual level in an organization. It presents a group-level diagnostic model that examines how goal clarity, task structure, team functioning, group composition, and performance norms impact group effectiveness. It also presents an individual-level diagnostic model that examines how skill variety, task identity, task significance, autonomy, and feedback about results impact individual effectiveness. The models are used to identify the underlying causes of problems at the group and individual levels to help organizations improve performance.
Oc 6440 designing interventions
The document discusses the design of effective organizational interventions. It defines an intervention as a set of planned actions intended to increase organizational effectiveness by disrupting the status quo. Effective interventions are relevant to organizational needs, are based on causal knowledge of intended outcomes, and transfer change management skills to members. The design of interventions considers contingencies like readiness for change, capabilities, and cultural context. Interventions can target human processes, technostructure, human resources management, or strategy. Examples provided include coaching, reengineering, and culture change.
Chapter 3 od pracitioner
This document discusses organization development practitioners and their roles. There are three sets of people involved in organization development - those who specialize in it as a profession, those in related fields, and managers who apply it. Effective practitioners have attributes like diagnostic ability, empathy, problem solving skills, and flexibility. They require competencies in intrapersonal skills, interpersonal skills, general consultation skills, and organization development theory. Practitioners can be internal consultants who are organization members, or external consultants who work for firms. Internal consultants have advantages like existing relationships and understanding the organization, while externals can select projects and terminate them. Both roles require balancing between the organization and their own profession.
Organization development and change
The document provides an overview of organization development and planned change. It defines organization development and discusses its historical development. It also presents several definitions of OD provided by Burke, French, Beckhard, and Beer. The chapter outlines the learning objectives and process models of planned change including Lewin's change model and the action research model. It describes the general model of planned change and discusses critiques of planned change approaches.
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Oc 6440 feeding back diagnostic information
The document discusses the importance of feedback in organizational development and change processes. It describes desired characteristics for feedback content, which should be relevant, understandable, descriptive, verifiable, timely, limited to significant issues, and allow for comparisons. It also describes characteristics for effective feedback meetings, noting they work best when participants are motivated, meetings are well-structured, and involve the right people. Additionally, it outlines the survey feedback process and some potential limitations.
The OD Practitioner
The document discusses the values and ethics of organizational development (OD) practitioners. Traditionally, OD values have focused on humanism, trust, collaboration and self-control. Recently, values have also emphasized improving organizational effectiveness and performance. Joint values of humanizing organizations and improving effectiveness have received support. Challenges include conflicts between employee needs and organizational needs. Practitioners must have political skills to manage external relationships and value dilemmas. Ethical issues center around potential client abuse and letting personal values interfere with practice. Dilemmas include misusing data, technical ineptness, power/coercion, and conflicts in values/goals between the practitioner and organization.
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This document discusses techno-structural interventions in organizations. It defines techno-structural interventions as change programs focusing on an organization's technology and structure to address global competition, technological changes, and environmental changes. Examples of techno-structural interventions include structural design, downsizing, process reengineering, employee involvement, and work design. The document then focuses on work design, describing three approaches: the engineering approach, which focuses only on technical aspects; the motivational approach, which focuses only on psychological aspects; and the socio-technical systems approach, which considers both technical and social factors.
Oc 6440 organization process approaches
This document discusses three types of organization-wide interventions for change: organization confrontation meetings, intergroup relations interventions, and large group interventions. Organization confrontation meetings bring together groups from across an organization to identify and prioritize problems and opportunities for improvement. Intergroup relations interventions like microcosm groups and conflict resolution aim to improve relationships between groups. Large group interventions focus on issues affecting the whole organization through methods like future search conferences and open space meetings. The document provides details on the processes and goals of each type of intervention.
Oc 6440 diagnosing groups and jobs
The document discusses models for diagnosing issues at the group and individual level in an organization. It presents a group-level diagnostic model that examines how goal clarity, task structure, team functioning, group composition, and performance norms impact group effectiveness. It also presents an individual-level diagnostic model that examines how skill variety, task identity, task significance, autonomy, and feedback about results impact individual effectiveness. The models are used to identify the underlying causes of problems at the group and individual levels to help organizations improve performance.
Oc 6440 designing interventions
The document discusses the design of effective organizational interventions. It defines an intervention as a set of planned actions intended to increase organizational effectiveness by disrupting the status quo. Effective interventions are relevant to organizational needs, are based on causal knowledge of intended outcomes, and transfer change management skills to members. The design of interventions considers contingencies like readiness for change, capabilities, and cultural context. Interventions can target human processes, technostructure, human resources management, or strategy. Examples provided include coaching, reengineering, and culture change.
Chapter 3 od pracitioner
This document discusses organization development practitioners and their roles. There are three sets of people involved in organization development - those who specialize in it as a profession, those in related fields, and managers who apply it. Effective practitioners have attributes like diagnostic ability, empathy, problem solving skills, and flexibility. They require competencies in intrapersonal skills, interpersonal skills, general consultation skills, and organization development theory. Practitioners can be internal consultants who are organization members, or external consultants who work for firms. Internal consultants have advantages like existing relationships and understanding the organization, while externals can select projects and terminate them. Both roles require balancing between the organization and their own profession.
Organization development and change
The document provides an overview of organization development and planned change. It defines organization development and discusses its historical development. It also presents several definitions of OD provided by Burke, French, Beckhard, and Beer. The chapter outlines the learning objectives and process models of planned change including Lewin's change model and the action research model. It describes the general model of planned change and discusses critiques of planned change approaches.
Oc 6440 entering and contracting
This document discusses the entering and contracting process for organizational development and change initiatives. It outlines the steps of clarifying the organizational issue, determining the relevant client, and selecting a consultant. An effective proposal includes goals, an action plan, responsibilities, change strategies, and fees. An effective contract establishes mutual expectations around outcomes, resources, time, and confidentiality. The entering process also involves interpersonal issues for both the client and consultant around vulnerability, control, empathy, and competence.
FEEDING BACK DIAGNOSTIC INFORMATION
This document discusses data feedback, which is the process of presenting data collected through surveys or other means back to an organization. It provides information on why data feedback is important for organizational change and success. Specifically, it notes that data feedback provides empirical evidence that can help organizations see the need for change. It also outlines several key features that make data feedback effective, such as being relevant, understandable, descriptive, and timely. The document then discusses the feedback process, including common goals, feelings that may arise, and the role of the organizational development practitioner in facilitating productive discussions. It also presents survey feedback as a common technique and provides steps for administering and analyzing survey feedback within an organization.
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Organizational diagnosis ppt
Organizational diagnosis is a process to identify gaps between a company's current and desired performance in order to help it achieve its goals. The process involves gathering data through methods like interviews, observations, and questionnaires, analyzing the information, and providing feedback to identify strengths, opportunities, and problems. It is important to have clear expectations and roles defined between the client and consultant to facilitate open communication and ensure useful data is collected. Various techniques can be used in analysis, such as force field analysis, which balances the forces for and against decisions to help strengthen supportive forces and reduce opposition.
Introduction to organisational development
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The document discusses diagnosing organizational effectiveness through a comprehensive three-level model examining the organization, groups within the organization, and individuals. At the organizational level, it evaluates factors like strategy, structure, culture and resources. At the group level, it assesses goals, tasks, composition and norms. At the individual level, it analyzes job characteristics and personal factors that influence satisfaction and performance.
Organizational Development
This document provides an overview of organizational development (OD) including its history, models, theories, key concepts, and strategies. It discusses early influences on OD such as T-groups, action research, and quality of work life programs. Models of change including those by Lewin, Schein, Kilmann, and Porras and Robertson are summarized. Core OD values like participation, empowerment, and teams are covered. Finally, strategies like parallel learning structures and the normative-reductive approach are outlined.
Organizational Development Process
Organizational development is a process that uses behavioral science theories and technologies to plan and implement changes that improve employee performance and organizational effectiveness. It involves assessing needs, planning interventions, implementing interventions, evaluating results, and determining if further intervention is needed. The process aims to define, organize, and implement operations through a product's lifecycle to better achieve organizational goals. It is a systematic way for companies to continuously improve and apply creative ideas.
Forces for change - Organizational Change and Development - Manu Melwin Joy
Given a choice, most organizations prefer stability to change because the more predictable and routine activities are, the higher the level of efficiency that can be obtained. Thus, the status quo is preferred in many cases.
But organizations are not static; they are continuously changing in response to a variety of forces coming from both inside and outside. For leaders, the challenge is to anticipate and direct change processes so that the performance is improved.
5 diagnosing-organizations
This document discusses models for diagnosing organizations. It introduces the open systems model which views organizations as existing within an environment and exchanging inputs, transformations, and outputs. Key properties of systems like boundaries and feedback are also discussed. Several diagnostic models are presented for understanding organizations at the individual, group, and organization levels. The document emphasizes that diagnosis involves understanding each part of the model and assessing how well elements are aligned with each other and external inputs to impact organizational effectiveness. A number of other diagnostic models developed over time are also listed.
Confrontation meeting
The confrontation meeting is a one-day meeting developed by Richard Beckhard where an organization's entire management analyses problems, underlying causes, and develops action plans. In a series of activities, management generates information about major issues, prioritizes problems, and sets schedules for corrective actions. The confrontation meeting improves communication, morale, work culture, and problem solving through a structured seven step process including climate setting, information collecting, priority setting, and follow up review meetings.
Oc 6440 evaluating od interventions
This document discusses evaluating organizational development (OD) interventions and institutionalizing changes from those interventions. It addresses issues in evaluating interventions such as selecting valid and reliable measurement variables and using appropriate research designs. Feedback during and after implementation is important. Factors that influence whether changes are institutionalized include characteristics of the organization, intervention, and processes that socialize and commit people to the changes. Indicators that changes were institutionalized include knowledge, performance, preferences, and consensus around new norms and values.
3 the organization development practitioner
Organization development (OD) practitioners can be internal or external consultants who offer professional services to organizations. They specialize in fields like organization design, quality management, and business strategy. They help managers apply OD concepts in their work areas. Effective OD practitioners have strong interpersonal, conceptual, analytical, and consultation skills. They understand theories of planned change and how to design and implement interventions. Practitioners must manage relationships with external stakeholders and understand power dynamics and value conflicts between organizations. They are expected to promote collaboration while also considering competitive pressures. Practitioners must perform their helping role ethically and avoid misconduct or abusing their professional power and clients.
Group level diagnosing
This document summarizes a presentation about diagnosing groups at the organizational level. It defines key terms like organization design and groups. It then explains that diagnosis is understanding how a group currently functions to design interventions for change. It presents a comprehensive diagnostic model with five major components: goal clarity, task structure, group composition, team functioning, and performance norms. The model also includes inputs like organization design, technology, and human resources as well as outputs of group effectiveness measured by performance and quality of work life. The summary provides an overview of the diagnostic process for understanding and improving group functioning within organizations.
Ethics of Organizational Development - Organizational Change and Development...
RESPONSIBILITY TO OURSELVES
Acting with integrity and Authenticity.
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This chapter discusses organizational change and stress management. It identifies common forces that drive organizational change, such as changes in technology, competition, and social/political trends. The chapter outlines different approaches to managing change, including Lewin's three-step model of unfreezing, moving, and refreezing. It also discusses sources of resistance to change and tactics for overcoming resistance, such as participation and communication. Additionally, the chapter defines stress and its potential sources, and examines individual and organizational approaches for managing stress.
Oc 6440 individual, interpersonal, and group process
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Unit- 1. Performance Management and reward systems in Context
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This document discusses various types of organizational development interventions. It begins by defining intervention and describing criteria for effective interventions. It then discusses factors that impact the success of interventions, including those relating to the change situation and target of change. Various intervention types are covered such as team interventions, inter-group and third party interventions, and comprehensive OD interventions involving the whole system. Structural interventions involving redesigning the organization are also outlined. Presentation sections provide details on specific interventions like team building, process consultation, and socio-technical system design.
Oc 6440 future directions of od
This document discusses trends that will affect how organization development (OD) is practiced in the future. It identifies traditional trends like increasing wealth concentration and globalization. It also notes pragmatic trends like an aging and more diverse workforce. Scholarly trends emphasize understanding, prediction and control. The document concludes that OD will be more embedded within organizations, more technologically enabled, have shorter cycle times, be more interdisciplinary, work with more diverse organizations across cultures, and focus more on ecological sustainability.
Trait Approaches to Personality
The document discusses the five-factor model of personality traits. It describes evidence that supports dividing personality into five broad domains: Openness, Conscientiousness, Extraversion, Agreeableness, and Neuroticism. Research using trait terms from different languages, cross-cultural studies, and correlations between trait measures provides evidence for this five factor structure. The five factors have been shown to be stable over time while still allowing for some changes across the lifespan. Applications of the five-factor model include relationships to health, clinical diagnosis, and understanding the person-situation debate regarding trait consistency.
Oc 6440 nature of planned change
This document discusses perspectives on planned organizational change. It introduces Lewin's three-stage change model of unfreezing, movement, and refreezing. The action research model and positive model of change are also described. A general model of planned change is presented involving diagnosing, planning and implementing change, and evaluating change. The document notes differences in planned change approaches and critiques the conceptualization and practice of planned change.
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Oc 6440 entering and contracting
This document discusses the entering and contracting process for organizational development and change initiatives. It outlines the steps of clarifying the organizational issue, determining the relevant client, and selecting a consultant. An effective proposal includes goals, an action plan, responsibilities, change strategies, and fees. An effective contract establishes mutual expectations around outcomes, resources, time, and confidentiality. The entering process also involves interpersonal issues for both the client and consultant around vulnerability, control, empathy, and competence.
FEEDING BACK DIAGNOSTIC INFORMATION
This document discusses data feedback, which is the process of presenting data collected through surveys or other means back to an organization. It provides information on why data feedback is important for organizational change and success. Specifically, it notes that data feedback provides empirical evidence that can help organizations see the need for change. It also outlines several key features that make data feedback effective, such as being relevant, understandable, descriptive, and timely. The document then discusses the feedback process, including common goals, feelings that may arise, and the role of the organizational development practitioner in facilitating productive discussions. It also presents survey feedback as a common technique and provides steps for administering and analyzing survey feedback within an organization.
Organizational diagnosis
The document discusses organizational diagnosis, which involves compiling information about an organization and its employees to understand relationships and perceptions. It aims to define goals and objectives for organizational change. Several models of organizational diagnosis are described, including descriptive models like the McKinsey 7S model and normative models. Key phases of diagnosis include determining the approach, collecting and analyzing data, and providing feedback. Issues that can impact diagnosis like perceptual bias and diversity are also covered.
Organizational diagnosis ppt
Organizational diagnosis is a process to identify gaps between a company's current and desired performance in order to help it achieve its goals. The process involves gathering data through methods like interviews, observations, and questionnaires, analyzing the information, and providing feedback to identify strengths, opportunities, and problems. It is important to have clear expectations and roles defined between the client and consultant to facilitate open communication and ensure useful data is collected. Various techniques can be used in analysis, such as force field analysis, which balances the forces for and against decisions to help strengthen supportive forces and reduce opposition.
Introduction to organisational development
The term organizational development was coined by Richard Beckhard in the mid-1950s.Organizational development is an acronym of two words i.e., organization and development
Diagnosing Organizational Effectiveness
The document discusses diagnosing organizational effectiveness through a comprehensive three-level model examining the organization, groups within the organization, and individuals. At the organizational level, it evaluates factors like strategy, structure, culture and resources. At the group level, it assesses goals, tasks, composition and norms. At the individual level, it analyzes job characteristics and personal factors that influence satisfaction and performance.
Organizational Development
This document provides an overview of organizational development (OD) including its history, models, theories, key concepts, and strategies. It discusses early influences on OD such as T-groups, action research, and quality of work life programs. Models of change including those by Lewin, Schein, Kilmann, and Porras and Robertson are summarized. Core OD values like participation, empowerment, and teams are covered. Finally, strategies like parallel learning structures and the normative-reductive approach are outlined.
Organizational Development Process
Organizational development is a process that uses behavioral science theories and technologies to plan and implement changes that improve employee performance and organizational effectiveness. It involves assessing needs, planning interventions, implementing interventions, evaluating results, and determining if further intervention is needed. The process aims to define, organize, and implement operations through a product's lifecycle to better achieve organizational goals. It is a systematic way for companies to continuously improve and apply creative ideas.
Forces for change - Organizational Change and Development - Manu Melwin Joy
Given a choice, most organizations prefer stability to change because the more predictable and routine activities are, the higher the level of efficiency that can be obtained. Thus, the status quo is preferred in many cases.
But organizations are not static; they are continuously changing in response to a variety of forces coming from both inside and outside. For leaders, the challenge is to anticipate and direct change processes so that the performance is improved.
5 diagnosing-organizations
This document discusses models for diagnosing organizations. It introduces the open systems model which views organizations as existing within an environment and exchanging inputs, transformations, and outputs. Key properties of systems like boundaries and feedback are also discussed. Several diagnostic models are presented for understanding organizations at the individual, group, and organization levels. The document emphasizes that diagnosis involves understanding each part of the model and assessing how well elements are aligned with each other and external inputs to impact organizational effectiveness. A number of other diagnostic models developed over time are also listed.
Confrontation meeting
The confrontation meeting is a one-day meeting developed by Richard Beckhard where an organization's entire management analyses problems, underlying causes, and develops action plans. In a series of activities, management generates information about major issues, prioritizes problems, and sets schedules for corrective actions. The confrontation meeting improves communication, morale, work culture, and problem solving through a structured seven step process including climate setting, information collecting, priority setting, and follow up review meetings.
Oc 6440 evaluating od interventions
This document discusses evaluating organizational development (OD) interventions and institutionalizing changes from those interventions. It addresses issues in evaluating interventions such as selecting valid and reliable measurement variables and using appropriate research designs. Feedback during and after implementation is important. Factors that influence whether changes are institutionalized include characteristics of the organization, intervention, and processes that socialize and commit people to the changes. Indicators that changes were institutionalized include knowledge, performance, preferences, and consensus around new norms and values.
3 the organization development practitioner
Organization development (OD) practitioners can be internal or external consultants who offer professional services to organizations. They specialize in fields like organization design, quality management, and business strategy. They help managers apply OD concepts in their work areas. Effective OD practitioners have strong interpersonal, conceptual, analytical, and consultation skills. They understand theories of planned change and how to design and implement interventions. Practitioners must manage relationships with external stakeholders and understand power dynamics and value conflicts between organizations. They are expected to promote collaboration while also considering competitive pressures. Practitioners must perform their helping role ethically and avoid misconduct or abusing their professional power and clients.
Group level diagnosing
This document summarizes a presentation about diagnosing groups at the organizational level. It defines key terms like organization design and groups. It then explains that diagnosis is understanding how a group currently functions to design interventions for change. It presents a comprehensive diagnostic model with five major components: goal clarity, task structure, group composition, team functioning, and performance norms. The model also includes inputs like organization design, technology, and human resources as well as outputs of group effectiveness measured by performance and quality of work life. The summary provides an overview of the diagnostic process for understanding and improving group functioning within organizations.
Ethics of Organizational Development - Organizational Change and Development...
RESPONSIBILITY TO OURSELVES
Acting with integrity and Authenticity.
Striving for self-knowledge and personal growth
Asserting individual interests in ways that are fair and equitable.
Organizational Change and Stress Management
This chapter discusses organizational change and stress management. It identifies common forces that drive organizational change, such as changes in technology, competition, and social/political trends. The chapter outlines different approaches to managing change, including Lewin's three-step model of unfreezing, moving, and refreezing. It also discusses sources of resistance to change and tactics for overcoming resistance, such as participation and communication. Additionally, the chapter defines stress and its potential sources, and examines individual and organizational approaches for managing stress.
Oc 6440 individual, interpersonal, and group process
This document discusses various process interventions aimed at individuals, interpersonal relationships, and group dynamics to produce organizational change. It describes approaches like coaching, training, process consultation, third-party interventions, and team building. For each approach, it outlines the goals, application stages, and how they can be used to address issues like communication, roles, problem-solving, and leadership within groups. The purpose is to help individuals and groups understand and improve their behaviors through these human process interventions.
Unit- 1. Performance Management and reward systems in Context
This document provides an overview of performance management. It begins by defining performance management as identifying, measuring, developing, and aligning individual and team performance with organizational goals. It distinguishes performance management from performance appraisal, noting that performance management involves ongoing feedback to improve performance while appraisal assesses strengths and weaknesses annually. The document outlines contributions and disadvantages of performance management systems, defines reward systems, and describes the roles and ideal characteristics of an effective performance management system.
Organizational development interventions
This document discusses various types of organizational development interventions. It begins by defining intervention and describing criteria for effective interventions. It then discusses factors that impact the success of interventions, including those relating to the change situation and target of change. Various intervention types are covered such as team interventions, inter-group and third party interventions, and comprehensive OD interventions involving the whole system. Structural interventions involving redesigning the organization are also outlined. Presentation sections provide details on specific interventions like team building, process consultation, and socio-technical system design.
Oc 6440 future directions of od
This document discusses trends that will affect how organization development (OD) is practiced in the future. It identifies traditional trends like increasing wealth concentration and globalization. It also notes pragmatic trends like an aging and more diverse workforce. Scholarly trends emphasize understanding, prediction and control. The document concludes that OD will be more embedded within organizations, more technologically enabled, have shorter cycle times, be more interdisciplinary, work with more diverse organizations across cultures, and focus more on ecological sustainability.
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Forces for change - Organizational Change and Development - Manu Melwin Joy
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Oc 6440 individual, interpersonal, and group process
Oc 6440 individual, interpersonal, and group process
Unit- 1. Performance Management and reward systems in Context
Unit- 1. Performance Management and reward systems in Context
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The document discusses the five-factor model of personality traits. It describes evidence that supports dividing personality into five broad domains: Openness, Conscientiousness, Extraversion, Agreeableness, and Neuroticism. Research using trait terms from different languages, cross-cultural studies, and correlations between trait measures provides evidence for this five factor structure. The five factors have been shown to be stable over time while still allowing for some changes across the lifespan. Applications of the five-factor model include relationships to health, clinical diagnosis, and understanding the person-situation debate regarding trait consistency.
Oc 6440 nature of planned change
This document discusses perspectives on planned organizational change. It introduces Lewin's three-stage change model of unfreezing, movement, and refreezing. The action research model and positive model of change are also described. A general model of planned change is presented involving diagnosing, planning and implementing change, and evaluating change. The document notes differences in planned change approaches and critiques the conceptualization and practice of planned change.
Oc 6440 diagnosing organizations
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OC 6440 scenario planning
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Oc 6440 restructuring organizations
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Oc 6440 performance management
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Oc 6440 competitive and collaborative strategies
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Oc 6440 organization transformation
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Oc 6440 employee involvement
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Oc 6440 work design
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Oc 6440 developing and assisting members
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Oc 6440 collecting and analyzing diagnostic data
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Oc 6440 od in non industrial settings
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Oc 6440 collecting and analyzing diagnostic data
- 1. Organization Development and Change Thomas G. Cummings Christopher G. Worley Collecting and Analyzing Diagnostic Information
- 2. Cummings & Worley, 8e (c)2005 Thomson/South-Western 7-2 Learning Objectives for Chapter Seven • To understand the importance of diagnostic relationships in the OD process • To describe the methods for diagnosing and collecting data • To understand and utilize techniques for analyzing data
- 3. Cummings & Worley, 8e (c)2005 Thomson/South-Western 7-3 The Diagnostic Relationship • Who is the OD Practitioner? • Why is the practitioner here? • Who does the practitioner work for? • What does the practitioner want and why? • How will my confidentiality be protected? • Who will have access to the data? • What’s in it for me? • Can the practitioner be trusted?
- 4. Cummings & Worley, 8e (c)2005 Thomson/South-Western 7-4 Data Collection - Feedback Cycle Planning to Collect Data Collecting Data Analyzing Data Feeding Back Data Following Up Core Activities
- 5. Cummings & Worley, 8e (c)2005 Thomson/South-Western 7-5 Sampling • Population vs. Sample • Importance of Sample Size • Process of Sampling • Types of Samples – Random – Convenience
- 6. Cummings & Worley, 8e (c)2005 Thomson/South-Western 7-6 Questionnaires • Major Advantages – Responses can be quantified and summarized – Large samples and large quantities of data – Relatively inexpensive • Major Potential Problems – Little opportunity for empathy with subjects – Predetermined questions -- no change to change – Overinterpretation of data possible – Response biases possible
- 7. Cummings & Worley, 8e (c)2005 Thomson/South-Western 7-7 Interviews • Major Advantages – Adaptive -- allows customization – Source of “rich” data – Empathic – Process builds rapport with subjects • Major Potential Problems – Relatively expensive – Bias in interviewer responses – Coding and interpretation can be difficult – Self-report bias possible
- 8. Cummings & Worley, 8e (c)2005 Thomson/South-Western 7-8 Observations • Major Advantages – Collects data on actual behavior, rather than reports of behavior – Real time, not retrospective – Adaptive • Major Potential Problems – Coding and interpretation difficulties – Sampling inconsistencies – Observer bias and questionable reliability – Can be expensive
- 9. Cummings & Worley, 8e (c)2005 Thomson/South-Western 7-9 Unobtrusive Measures • Major Advantages – Non-reactive, no response bias – High face validity – Easily quantified • Major Potential Problems – Access and retrieval difficulties – Validity concerns – Coding and interpretation difficulties
- 10. Cummings & Worley, 8e (c)2005 Thomson/South-Western 7-10 Analysis Techniques • Qualitative Tools – Content Analysis – Force-field Analysis • Quantitative Tools – Descriptive Statistics – Measures of Association (e.g., correlation) – Difference Tests
- 11. Cummings & Worley, 8e (c)2005 Thomson/South-Western 7-11 Competition from other groups Supervisor pressures Group performance norms Better raw materials New technology Well-learned skills Member complacency Fear of change Force-Field Analysis of Work Group Performance Forces for Change Forces for Status Quo CurrentPerformance DesiredPerformance