EDMGT-714-SEMINAR-IN-ODM.pdf
- 1. EDMGT 714: SEMINAR IN ORGANIZATIONAL DEVELOPMENT AND MANAGEMENT
- 2. A.COURSE REQUIREMENTS Attendance 25% Group Recitation/Participation 25% *Individual/Shared Activity 25% **Group Project 25% *************** 100%
- 3. *SUGGESTED ACTIVITIES • Posting of Readings/Presentations **SUGGESTED PROJECTS • Reaction paper • Case/Comparative study • Attend Seminar
- 4. a) the act or process of organizing; the state or manner of being organized: a high degree of organization; DEFINITION OF ORGANIZATION (American Heritage Dictionary of the English Language, 2000)
- 5. b) something that has been organized or made into an ordered whole; DEFINITION OF ORGANIZATION (American Heritage Dictionary of the English Language, 2000)
- 6. c) something made up of elements with varied functions that contribute to the whole and to collective functions; an organism; DEFINITION OF ORGANIZATION (American Heritage Dictionary of the English Language, 2000)
- 7. d) a group of persons organized for a particular purpose; an association: a benevolent organization; DEFINITION OF ORGANIZATION (American Heritage Dictionary of the English Language, 2000)
- 8. e) a structure through which individuals cooperate systematically to conduct business; the administrative personnel of such a structure. DEFINITION OF ORGANIZATION (American Heritage Dictionary of the English Language, 2000)
- 9. e) a structure through which individuals cooperate systematically to conduct business; the administrative personnel of such a structure. DEFINITION OF ORGANIZATION (American Heritage Dictionary of the English Language, 2000)
- 10. A more informal definition can include any situation in which two or more persons are involved in a common pursuit or objective.
- 11. Now, as you begin to think about your experience in our current organization, quickly jot down some of the positive and negative experiences you have encountered. Use two columns, with the positive in one and the negative in the other.
- 12. Organization development is any process or activity, based on the behavioral sciences, that, either initially or over the long term, has the potential to develop in an organizational setting enhanced knowledge, expertise, productivity, satisfaction, income, interpersonal relationships, and other desired outcomes, whether for personal or group/team gain, or for the benefit of an organization, community, nation, region, or, ultimately, the whole of humanity.
- 13. Egan (2002), using a card-sorting process identified 10 clusters of dependent variables (or desired outcomes) contained in the definitions:
- 14. ■ Advance organizational renewal ■ Engage organization culture change ■ Enhance profitability and competitiveness ■ Ensure health and well-being of organizations and employees ■ Facilitate learning and development ■ Improve problem solving ■ Increase effectiveness ■ Initiate and/or manage change ■ Strengthen system and process improvement ■ Support adaptation to change
- 16. THE USE OF MODELS IN OD
- 17. ACTION RESEARCH MODEL (ARM)
- 18. At the Plan stage, decisions are made about what might be done to improve the organization and its processes, using a variety of decision- making tools. At the Do stage, those plans are carried out in a pilot or trial implementation.
- 19. At the Check stage (W. Edwards Deming, well known for his leadership in total quality management, later suggested that Study might be a better word here), measurements are taken to determine whether the pilot implementation did, in fact, result in the changes desired.
- 20. At the Act stage, the process, if successful, is implemented. Whether successful or unsuccessful, the next stage is to begin the cycle all over again with a Plan stage. If successful, the new plans should explore what more can be done to improve the processes. If unsuccessful, new data may be gathered to determine what went wrong, and new plans are piloted to see whether they will improve the processes. The emphasis is on continuous improvement.
- 21. The ORGANIZATION DEVELOPMENT PROCESS (ODP) MODEL. It consists of eight components or phases with interactivity among the phases
- 23. Entry – The first phase is when the experts (consultants), having done the requisite marketing, and a person representing the client organization (or part of an organization) (“client”) meet to decide whether they will work together, assess the readiness of the organization to change, and agree on the conditions under which they will work together.
- 24. Start-up – The next phase occurs after an agreement has been reached to work together, and a basic infrastructure (such as a client team with whom the consultant will work) is put in place.
- 25. Assessment and Feedback – This phase is sometimes called analysis or diagnosis; in this phase, the consultant and client, together, determine the organizational culture, including its strengths and weaknesses, and give this information to the organizational members. The assessment can also focus on a specific area of interest to the organization that might, because of its lack of depth, require much less commitment of time and resources.
- 26. Action Plan – Based on what was determined in the previous step, plans are mutually developed as to how the organization wishes to move forward, in terms of both goals and objectives and how these will be accomplished.
- 27. Implementation – In this phase, the plans that were made in the previous step are implemented; in OD jargon, this is called an intervention.
- 28. Evaluation – This phase answers the question, “How well did our intervention accomplish the objectives that were planned?”
- 29. Adoption – If the evaluation indicates that the objectives of the intervention were accomplished, then the change that was implemented becomes institutionalized; that is, it becomes a part of the way in which business is done in the organization. If the evaluation indicates that desired objectives were not met, then this phase is skipped. In both cases, the process begins all over again.
- 30. Separation – At some point, the consultant will withdraw from the intervention process, having transferred his or her skills to the client organization (again, whether the OD professional is internal or external).
- 31. This may occur because additional change is no longer a priority to the client organization, or that it is not ready for the next stage of change. It may be because OD skills are needed that the current OD consultant does not possess. It may be that the consultant has been co-opted by the organizational culture and is no longer able to maintain objectivity. For whatever reason, separation should occur intentionally and not by just letting it happen.
- 32. As can be seen by the model illustrated in Figure 1.4, the ideal, then, is that the process continues, with or without the consultant’s involvement, with the objective of continuously improving the organization, no matter how well it is doing. Keep in mind the discussion earlier about the use of a model.
- 33. It has come to be associated with Cooperrider (e.g., Cooperrider & Srivastva, 1987). It basically uses the same steps as the ODP with one major modification to one of the phases. Instead of exploring the full range of strengths and weaknesses of an organization’s culture, the assessment stage uses a narrative approach to surface only positive aspects of the organization’s culture. Appreciative Inquiry Model
- 34. Many modifications to the ARM/ODP models have been proposed, though they consistently follow the components of the ARM/ODP, perhaps changing the wording or combining steps to produce fewer apparent steps. However, the essence of the model appears to be unchanged and continues to function as the normative approach to OD. Abbreviated Models of ARM/ODP
- 35. Human process, eg: • T-groups • Process consultation • Team building • Search conference (a large-scale intervention) Planned Change – Types of Interventions
- 36. Technostructural, eg: • Work/Job design • Quality Circle • TQM • Restructuring Planned Change – Types of Interventions
- 37. Human Resource Management, eg: • Performance Management (employee) • Employee Wellness • Reward Systems • Diversity Management Planned Change – Types of Interventions
- 38. Strategic, eg: • Organizational Transformation • Cultural Change • Self designing organizations • Strategic management Planned Change – Types of Interventions