comparing alternative forms of organisational development

8/13/2019 Comparing Alternative Forms of Organisational Development

1/14

Comparing alternative forms of

organisational development

Organisation development (OD)

deals with the analysis oforganizational performance, and the

actions taken with the changessurrounding the organization.


2/14


Involves the application of organizational

behaviour and recognition of the social

processes of the organization


3/14


organization development is about the

change in beliefs, values and entire structure

of the organization-Warren Bernus


4/14

There are several alternative forms of

OD such as

Organizational culture

Organizational climate Employees commitment


5/14

Organizational culture

organisational culture as reflecting the

underlying assumptions about the way work is

performed; what is acceptable and not

acceptable-Atkinson

Also explains which behaviour and action is acceptable

and encouraged and which is discouraged.


6/14

Cultural values increase the power and

authority of management in three ways.

Employees

Identify themselves with their organisation and

accept its rules when it is the right thing to do

Internalise the organisations values when they

believe they are right

And are motivated to achieve the organisations

objectives


7/14

Organizational climate

... since climate operates at a more accessible

level than culture, it is more soft and, hence,

the more appropriate level at which to target

short-term interventions aimed at producing

positive organizational change [however]

interventions to change climate must consider

the deeper patterns fixed in an organizationsclimate-Moran and Volkwein


8/14

Employees commitment

a significant change in approaches to the

organisation and management of work is from

organisational control to commitment in the

workplace. The evidence is well grounded that

underlying all the policies of commitment

strategy is a management philosophy at the

centre of which is a belief that elicitingemployee commitment will lead to enhanced

performance-Walton


9/14

Employees commitment

model of commitment:

three major pillars, each with three factors:

A sense of belonging to the organisationinformed, involved and sharing in success

A sense of excitement in the jobpride, trust

and accountability Confidence in managementauthority,

dedication and competence.


10/14

Developing A Systems To Involve

Appropriate Stakeholders In The

Introduction Of ChangeStakeholders are those groups of people or

individuals who have an interest in the

organization.


11/14

Stakeholders

Stakeholders may include a wide variety of

interests and are considered as:

Internal stakeholder (employees, labour

unions);

Operational partner (customer, suppliers)

The social community (state authorities);

Other organizations or group


12/14

change and development processes are central

to such organizational phenomena as careers,

group decision making, innovation, and inter

organizational networks-Marshal et al (2000)


13/14

stakeholder analysis

One of the most powerful tools which enable us toidentify the politics and positions of

stakeholders is the stakeholder analysis.

There are three stages in which we can map or

analyse the stakeholder: Identify stakeholders.

Record their position (interest) regarding the

project. Compile an action plan for how best to influence

them.


14/14

Sifting through the people and interests at thebeginning of a project requires a balance ofperseverance, directness, and tact from the

project manager.Executives play an important role in contributing

two crucial elements:

1 . Clearly visible support for the authority of the

project manager

2. Insistence that stakeholder commitments aredocumented

comparing alternative forms of organisational development

Documents