Organizational Development Chapter 3

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Questions and Answers

What is the primary goal of Organizational Development (OD)?

  • To increase employee salaries
  • To manage human resources effectively
  • To maintain bureaucracy in organizations
  • To improve organizational change and performance (correct)

Organizational Development theory has its roots in human relations studies from the 1940s.

False (B)

Name one key feature that affects organizational climate.

Leadership

The process of OD includes continuous diagnosis, action planning, implementation, and __________.

<p>evaluation</p> Signup and view all the answers

Match the following aspects of organizational culture with their descriptions:

<p>Assumptions = Underlying beliefs that shape behavior Values = Core principles that drive an organization Behaviors = Observable actions of the members Norms = Expectations for behavior within the organization</p> Signup and view all the answers

Which of the following is NOT considered a characteristic of organizational climate?

<p>Employee rewards (C)</p> Signup and view all the answers

Organizational culture is defined as the mood or unique 'personality' of an organization.

<p>False (B)</p> Signup and view all the answers

What is the significance of feedback in Organizational Development?

<p>Feedback is a valuable tool in addressing social processes.</p> Signup and view all the answers

What is the first step in Lewin’s Theory of Planned Change?

<p>Unfreezing (A)</p> Signup and view all the answers

Planned change is an unstructured and random process within organizations.

<p>False (B)</p> Signup and view all the answers

Name one common OD approach used to help organizations negotiate change.

<p>Action Research</p> Signup and view all the answers

The factors that trigger change in an organization must be __________ for successful implementation.

<p>increased</p> Signup and view all the answers

Match the following components with their definitions in the context of Planned Change:

<p>Diagnosis = Identifying issues within the organization Intervention = Implementing strategies to address issues Action Planning = Developing strategies for change Evaluation = Assessing the outcomes of implemented changes</p> Signup and view all the answers

Which of the following is NOT a subjective feature within an organization?

<p>Processes (C)</p> Signup and view all the answers

Artifacts in an organization are tangible objects that represent the culture and behaviors of its members.

<p>True (A)</p> Signup and view all the answers

What does the term 'unfreezing' refer to in Lewin’s Theory of Planned Change?

<p>Reducing the factors that maintain existing organizational behavior.</p> Signup and view all the answers

What is the first step in the Planned Change Process?

<p>Identify the need for change (D)</p> Signup and view all the answers

Planned change is characterized by spontaneity and unpredictability.

<p>False (B)</p> Signup and view all the answers

Name one characteristic of planned change.

<p>Intentional</p> Signup and view all the answers

An organizational development practitioner is someone who helps create organizational _____ .

<p>change</p> Signup and view all the answers

Match the following types of planned change with their descriptions:

<p>Structural Change = Change in the organizational hierarchy or structure Cultural Change = Shift in the values or behaviors of the organization Technological Change = Adoption of new technologies or systems Leadership Change = Change in management or leadership styles</p> Signup and view all the answers

Which of the following is not a characteristic of unplanned change?

<p>Predictable (A)</p> Signup and view all the answers

OD professionals focus primarily on top-down communication without employee involvement.

<p>False (B)</p> Signup and view all the answers

List two competencies that an organizational development practitioner should develop.

<p>Diagnosis and assessment skills, Communication skills</p> Signup and view all the answers

Flashcards

Organizational Development (OD)

A field focused on improving organizational change and performance by increasing knowledge and effectiveness of people.

Planned Change

The process of diagnosing, planning, implementing and evaluating organizational change to enhance problem-solving and ability to adapt to change.

Organizational Climate

The overall atmosphere or 'personality' of an organization, influenced by member attitudes about the organization.

Organizational Culture

Shared norms, values, and behaviors within an organization that are deeply ingrained.

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OD Practitioner

A professional who helps organizations improve by using OD theories and techniques.

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Climate features

Characteristics of an organizations mood that influence employees' behaviours.

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Organizational Climate influenced by...

Employee satisfaction, stress, service quality, and the implementation of new programs.

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Organizational Culture elements

Norms, values, and behaviors shared amongst organization members.

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Behavioral Norms

Shared expectations and rules of conduct within an organization, influencing employee actions.

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Behavioral Patterns

Recurring ways of behaving in specific situations within an organization.

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Artifacts

Tangible elements of organizational culture, like physical spaces and dress code.

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Subjective Features

Organizational values, assumptions, interpretations, and norms that drive behaviors.

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Organizational Strategies

Plans and approaches employed to guide organizational actions and achieve goals.

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Action Research

A four-step organizational development approach to facilitate change (Diagnosis, Action Planning, Intervention, Evaluation).

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Planned Change

A deliberate and intentional effort to modify an organization's aspects.

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Lewin's Theory of Planned Change

A three-step model for organizational change: Unfreezing, Moving, and Refreezing.

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Unfreezing

The first stage of Lewin's model, reducing forces maintaining the status quo.

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Moving

In Lewin's model, the stage where organizational elements shift to a new state.

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Planned Change

A systematic approach to organizational change, involving proactive leadership and employee involvement.

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Unplanned Change

A spontaneous and less predictable type of organizational change, often reactive.

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Refreezing

Stabilizing a new organizational equilibrium after a change. This involves implementing support systems to sustain the changes.

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Organizational Development (OD)

The process of enacting organizational change, often handled by specialists.

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OD Practitioner

A specialist, internal or external, who helps organizations with planned change.

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Types of Planned Change

Various ways to improve organizations, covering structures, strategies, processes, people, technology and more.

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8-Steps in OD

Steps to successfully implementing organizational change : Identifying need, setting goals, appointing agent, analyzing current state, selecting method, developing plan, implementing plan, and following up/evaluating.

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Diagnosis and Assessment Skills

"OD Practitioner Competency": Analyzing organizational situations to identify areas needing improvement.

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Analytic Skills

"OD Practitioner Competency": The ability to understand data from organizations and form insightful conclusions.

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Organizational Knowledge

"OD Practitioner Competency": A deep understanding of how organizations function, from their structure to their culture.

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Study Notes

Introduction

  • Good day everyone!
  • List of reporters for the day are provided.
  • Abian, EM
  • Acibar, Sandara
  • Banares, Jenelle
  • Saliendra, Allysa
  • Soriano, Hanna Mae

Reporter Rules

  • Be attentive
  • Respect the reporters

Chapter Overview and Objectives

  • Chapter discusses the nature of planned change and the OD practitioner.
  • Readers should comprehend planned change and the OD practitioner.

Chapter 3: Overview of OD: Theory and Process

  • Focuses on the theory and process of OD.
  • This section seeks to understand OD in greater detail

Organizational Development Theory

  • OD is a field of research, theory, and practice focused on enhancing people's knowledge and effectiveness for successful organizational change and performance.
  • It's a continuous process of diagnosis, action planning, implementation, and evaluation to transfer knowledge and skills for solving problems and managing future changes.

History and Application of Organizational Development Theory

  • OD emerged from human relations studies in the 1930s.
  • Psychologists recognized that organizational structures and processes affect worker behavior and motivation.
  • Lewin's work in the 1940s and 1950s emphasized feedback as a tool for addressing social processes.
  • Modern OD work focuses on aligning organizations with rapidly changing environments through organizational learning, knowledge management, and transforming norms.

Key Concepts of Organizational Development Theory: Organizational Climate

  • Defined as the mood or unique "personality" of an organization.
  • Organizational climate is shaped by attitudes and beliefs about organizational practices, influencing collective behavior.

Key Concepts of Organizational Development Theory: Climate Features

  • Climate characteristics can be linked to employee satisfaction, stress, service quality, and outcomes.
  • Key features include leadership, open communication, participatory management, role clarity, conflict resolution, leader support, and control.

Organizational Culture

  • Deeply ingrained norms, values, and behaviors shared by organization members.
  • The five basic elements are: assumptions, values, behavioral norms, behavioral patterns, and artifacts.
  • Subjective features (assumptions, values, and norms) reflect members' unconscious thoughts, interpretations, and shape organizational behaviors and artifacts.

Organizational Strategies

  • A common OD approach (action research) involves four steps:
    • Diagnosis
    • Action Planning
    • Intervention
    • Evaluation

Planned Change

  • A purposeful, intentional, systematic effort to bring about modifications, improvements, or transformations within an organization.
  • It's distinct from organic or reactive changes, characterized by clear objectives and a well-thought-out implementation strategy.
  • It's essential for enhancing organizational effectiveness and long-term success.

Theory of Planned Change

  • Lewin's model is a fundamental basis for understanding organizational change.
  • It has three steps:
    • Unfreezing: Reducing factors maintaining the current state.
    • Moving: Displacing existing organizational culture, strategies, and individuals/departments to a different level.
    • Refreezing: Stabilizing the new organizational equilibrium.

Characteristics of Planned Change

  • Intentional
  • Systematic Approach
  • Proactive Leadership
  • Employee Involvement
  • Communication
  • Predictability

Characteristics of Unplanned Change

  • Spontaneous
  • Less Predictable
  • Reacive Leadership
  • Limited employee involvement
  • Communication
  • Adaptability

Types of Planned Change

  • Structural Change
  • Strategic Change
  • Process-Oriented Change
  • People-Oriented Change
  • Technological Change
  • Procedural Change
  • Cultural Change
  • Policy Change
  • Merger or Acquisition Change
  • Leadership Change
  • Product or Service Innovation
  • Training & Development Change

Process of Planned Change

  • Identify the need for change.
  • Develop goals for change.
  • Appoint a change agent.
  • Analyze the organization's current state.
  • Select an implementation method.
  • Develop a plan.
  • Implement the selected plan.
  • Follow-up and evaluation.

OD Practitioner

  • An individual who helps create organizational change, either in-house or external consultant.
  • Creates organization-wide or department-wide strategies to implement change.

OD Practitioner Competencies

  • Diagnosis and assessment skills
  • Analytical Skills
  • Organizational Knowledge
  • Process Skills
  • Flexibility
  • People Skills
  • Communication Skills
  • Inner Strength

Types of OD Practitioners

  • OD professionals
  • Content Specialists (experts in fields like IT, reward systems, organization design, and business strategy)
  • Managers applying OD principles (managers who use OD principles)

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