24083-brown7_01
TRANSCRIPT
-
8/3/2019 24083-brown7_01
1/47
An Experiential Approach to Organization Development 7th
edition Chapter 1Slide 1
Chapter 1
Organization Development
and Reinventing the
Organization
-
8/3/2019 24083-brown7_01
2/47
An Experiential Approach to Organization Development 7th
edition Chapter 1Slide 2
Learning Objectives
Define OD and recognize need for change.
Describe culture and understand its impact.
Understand the psychological contract.
Describe five stages of OD.
-
8/3/2019 24083-brown7_01
3/47
An Experiential Approach to Organization Development 7th
edition Chapter 1Slide 3
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.
-
8/3/2019 24083-brown7_01
4/47
An Experiential Approach to Organization Development 7th
edition Chapter 1Slide 4
The Workout: Organization
Changes at GE (part 2 of 2)
In workoutemployees take the leadership in
bringing about changes.
GE continues to use workoutso it can reinvent
itself.
-
8/3/2019 24083-brown7_01
5/47
An Experiential Approach to Organization Development 7th
edition Chapter 1Slide 5
Challenges for Organizations
Change avalanching down on us.
Tomorrows world different from todays.
Organizations need to adapt to change.
Organizations in continuous interaction with
external forces.
-
8/3/2019 24083-brown7_01
6/47
An Experiential Approach to Organization Development 7th
edition Chapter 1Slide 6
Figure 1.1The Organizational Environment
-
8/3/2019 24083-brown7_01
7/47
An Experiential Approach to Organization Development 7th
edition Chapter 1Slide 7
What Is OD?
Long-range efforts and programs aimed at
improving an organizations ability to survive
by changing problem-solving and renewal
processes.
-
8/3/2019 24083-brown7_01
8/47
An Experiential Approach to Organization Development 7th
edition Chapter 1Slide 8
OD Is:
Planned.
Organization wide.
Managed from top.
Increases organization effectiveness.
Planned interventions. Uses behavioral science knowledge.
-
8/3/2019 24083-brown7_01
9/47
An Experiential Approach to Organization Development 7th
edition Chapter 1Slide 9
The Characteristics of OD
Planned change.
Collaborative approach.
Improve performance.
Humanistic values.
Systems approach.
Scientific approaches.
-
8/3/2019 24083-brown7_01
10/47
An Experiential Approach to Organization Development 7th
edition Chapter 1Slide 10
Table 1.1Major Characteristics of the Field of OD
-
8/3/2019 24083-brown7_01
11/47
An Experiential Approach to Organization Development 7th
edition Chapter 1Slide 11
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 Europes unchanging core.
History of blaming others for problems.
-
8/3/2019 24083-brown7_01
12/47
An Experiential Approach to Organization Development 7th
edition Chapter 1Slide 12
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.
-
8/3/2019 24083-brown7_01
13/47
An Experiential Approach to Organization Development 7th
edition Chapter 1Slide 13
Why OD?
Most cited reasons for beginning change
program:
The level of competition.
Survival.
Improved performance.
-
8/3/2019 24083-brown7_01
14/47
An Experiential Approach to Organization Development 7th
edition Chapter 1Slide 14
Primary Goals of
Change ProgramsIncrease productivity.
Increase responsiveness.
Improve competitive position.
Increase employee involvement.
Increase employee morale.
Develop new managerial skills.
-
8/3/2019 24083-brown7_01
15/47
An Experiential Approach to Organization Development 7th
edition Chapter 1Slide 15
Table 1.2Major Goals of Large-Scale Change Programs
-
8/3/2019 24083-brown7_01
16/47
An Experiential Approach to Organization Development 7th
edition Chapter 1Slide 16
Factors Leading to
Emergence of ODNeed for new organizational forms.
Focus on cultural change.
Increase in social awareness.
-
8/3/2019 24083-brown7_01
17/47
An Experiential Approach to Organization Development 7th
edition Chapter 1Slide 17
The Only Constant Is Change
Today's managers need new mind-set.
Flexibility.
Speed.
Innovation.
Constantly changing conditions.
-
8/3/2019 24083-brown7_01
18/47
An Experiential Approach to Organization Development 7th
edition Chapter 1Slide 18
Successful Firms
Share These Traits Faster.
Quality conscious.
Employee involvement.
Customer oriented.
Smaller.
-
8/3/2019 24083-brown7_01
19/47
An Experiential Approach to Organization Development 7th
edition Chapter 1Slide 19
Figure 1.2Changing Organization of Twenty-First Century
-
8/3/2019 24083-brown7_01
20/47
An Experiential Approach to Organization Development 7th
edition Chapter 1Slide 20
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 otherbusinesses.
-
8/3/2019 24083-brown7_01
21/47
An Experiential Approach to Organization Development 7th
edition Chapter 1Slide 21
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.
-
8/3/2019 24083-brown7_01
22/47
An Experiential Approach to Organization Development 7th
edition Chapter 1Slide 22
Evolution of OD
Evolved since the late 1940s.
NTL Laboratory-Training methods.
Survey research and feedback.
-
8/3/2019 24083-brown7_01
23/47
An Experiential Approach to Organization Development 7th
edition Chapter 1Slide 23
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.
-
8/3/2019 24083-brown7_01
24/47
An Experiential Approach to Organization Development 7th
edition Chapter 1Slide 24
Who Does OD? (part 2 of 3)
OD specialists:
Internal practitioners from within
organization.
External practitioners from outside
organization.
-
8/3/2019 24083-brown7_01
25/47
An Experiential Approach to Organization Development 7th
edition Chapter 1Slide 25
Who Does OD? (part 3 of 3)
Activities include:
Team leaders developing teams.
Building learning organizations.
Implementing total quality management.
Creating boundaryless organizations.
-
8/3/2019 24083-brown7_01
26/47
An Experiential Approach to Organization Development 7
th
edition Chapter 1Slide 26
Organization Culture
Dress.
Patterns of behavior.
Language.
Value system.
Feelings.
Attitudes.
Interactions.
Group norms.
A system of shared meanings including:
-
8/3/2019 24083-brown7_01
27/47
An Experiential Approach to Organization Development 7
th
edition Chapter 1Slide 27
Norms (part 1 of 2)
Organized and shared ideas of what members
should do and feel.
How behavior is regulated.
-
8/3/2019 24083-brown7_01
28/47
An Experiential Approach to Organization Development 7
th
editionChapter 1
Slide 28
Norms (part 2 of 2)
Pivotal norms - essential to accomplishing
organizations objectives.
Peripheral norms - support and contribute to
pivotal norms but not essential to
organizations objectives.
-
8/3/2019 24083-brown7_01
29/47
An Experiential Approach to Organization Development 7
th
editionChapter 1
Slide 29
Socialization Process
Process that adapts employees to culture.
New employees become aware of norms.
Employees encounter culture.
Individuals understand power, status, rewards,
and sanctions.
-
8/3/2019 24083-brown7_01
30/47
An Experiential Approach to Organization Development 7thedition Chapter 1Slide 30
Figure 1.3The Socialization Process
-
8/3/2019 24083-brown7_01
31/47
An Experiential Approach to Organization Development 7thedition Chapter 1Slide 31
Adjustment to Cultural Norms and
Socialization Occurs in 3 Ways1. 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.
-
8/3/2019 24083-brown7_01
32/47
An Experiential Approach to Organization Development 7thedition Chapter 1Slide 32
Figure 1.4Basic Responses to Socialization
-
8/3/2019 24083-brown7_01
33/47
An Experiential Approach to Organization Development 7thedition Chapter 1Slide 33
Psychological Contract
Unwritten agreement between individuals and
organization.
Open-ended so issues may be renegotiated.
-
8/3/2019 24083-brown7_01
34/47
An Experiential Approach to Organization Development 7thedition Chapter 1Slide 34
A Model for Change
OD is continuing process with emphasis on
viewing organization as total system of
interacting and interrelated elements.
-
8/3/2019 24083-brown7_01
35/47
An Experiential Approach to Organization Development 7thedition Chapter 1Slide 35
Figure 1.5Organization Developments Five Stages
-
8/3/2019 24083-brown7_01
36/47
An Experiential Approach to Organization Development 7thedition Chapter 1Slide 36
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.
-
8/3/2019 24083-brown7_01
37/47
An Experiential Approach to Organization Development 7thedition Chapter 1Slide 37
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.
-
8/3/2019 24083-brown7_01
38/47
An Experiential Approach to Organization Development 7thedition Chapter 1Slide 38
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 clients
problems, identify forces causing situation,and select change strategies.
-
8/3/2019 24083-brown7_01
39/47
An Experiential Approach to Organization Development 7thedition Chapter 1Slide 39
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.
-
8/3/2019 24083-brown7_01
40/47
An Experiential Approach to Organization Development 7thedition Chapter 1Slide 40
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.
-
8/3/2019 24083-brown7_01
41/47
An Experiential Approach to Organization Development 7thedition Chapter 1Slide 41
Key Words and Concepts
Action research model - collecting
information, feeding back to client, developing
and implementing action programs.
Change leader - person responsible for
change.
-
8/3/2019 24083-brown7_01
42/47
An Experiential Approach to Organization Development 7thedition Chapter 1Slide 42
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.
-
8/3/2019 24083-brown7_01
43/47
An Experiential Approach to Organization Development 7thedition Chapter 1Slide 43
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.
-
8/3/2019 24083-brown7_01
44/47
An Experiential Approach to Organization Development 7thedition Chapter 1Slide 44
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.
-
8/3/2019 24083-brown7_01
45/47
An Experiential Approach to Organization Development 7thedition Chapter 1Slide 45
OD specialist - professional who has
specialized and trained in OD and relatedareas.
Peripheral norms - support and contribute to
pivotal norms but not essential to
organization's objectives.
-
8/3/2019 24083-brown7_01
46/47
An Experiential Approach to Organization Development 7thedition Chapter 1Slide 46
Pivotal norms - essential to organization's
objectives. Psychological contract - expectations
between individual and organization.
Socialization - process of individual adjusting
to organization's culture.
-
8/3/2019 24083-brown7_01
47/47
An Experiential Approach to Organization Development 7thedition Chapter 1
Preparations for Next Chapter
Read Chapter 2.
Read instructions for Simulation 2.1.
Read and prepare analysis for Case: The
NoGo Railroad.