General Introduction To Organizational Development PDF

GENERAL INTRODUCTION TO ORGANIZATIONAL DEVELOPMENT DEFINITIONS OF ORGANIZATION DEVELOPMENT -Organization development is a system wide application and transfer of behavioral science knowledge to the planned development, improvement, and reinforcement of the strategies, structures, and processes tha...

GENERAL INTRODUCTION TO ORGANIZATIONAL DEVELOPMENT DEFINITIONS OF ORGANIZATION DEVELOPMENT -Organization development is a system wide application and transfer of behavioral science knowledge to the planned development, improvement, and reinforcement of the strategies, structures, and processes that lead to organization effectiveness. DEFINITIONS OF ORGANIZATION DEVELOPMENT -Organization development is an effort (1) planned, (2) organization-wide, and (3) managed from the top, to (4) increase organization effectiveness and health through (5) planned interventions in the organization’s “processes,” using behavioral science knowledge. DEFINITIONS OF ORGANIZATION DEVELOPMENT Another way of understanding OD is to explain what it is NOT: 1. OD is not a micro approach to change. 2. OD is more than any single technique. 3. OD does not include ad hoc changes. 4. OD is aimed at more than raising morale or attitudes. THE CHARACTERISTICS OF ORGANIZATIONAL DEVELOPMENT a. Change- is planned by managers to achieve goals. b. Collaborative Approach- involves collaborative approach and involvement. c. Performance Orientation- emphasis on ways to improve and enhance performance. THE CHARACTERISTICS OF ORGANIZATIONAL DEVELOPMENT d. Humanistic Orientation- emphasis upon increased opportunity and use of human potential. e. Systems Approach- relationship among elements and excellence. f. Scientific Approach- scientific approaches supplement practical experiences. WHY ORGANIZATIONAL DEVELOPMENT? 1. Level of competition 2. Survival 3. Improved performance THE GROWTH AND RELEVANCE OF ORGANIZATION DEVELOPMENT A. Globalization- changing the markets and environments in which organizations operate as well as the way they function. B. Information Technology- redefining the traditional business model by changing how work is performed, how knowledge is used, and how the cost of doing business is calculated. THE GROWTH AND RELEVANCE OF ORGANIZATION DEVELOPMENT C. Managerial Innovation- has responded to the globalization and information technology trends and has accelerated their impact on organizations. THE EVOLUTION OF ORGANIZATIONAL DEVELOPMENT THE EVOLUTION OF ORGANIZATIONAL DEVELOPMENT NTL Laboratory-Training Methods -In the late 1940s and early 1950s,laboratory-training methods were developed and applied by a group of behavioral scientists in Bethel, Maine. Douglas McGregor (Theory X and Theory Y), working with Richard Beckhard, began applying laboratory-training methods to industry at General Mills in 1956 and at Union Carbide in 1957.At Union Carbide, McGregor and colleague John Paul Jones formed the first internal OD group. THE EVOLUTION OF ORGANIZATIONAL DEVELOPMENT Survey Research and Feedback -Meanwhile, a group at the Survey Research Center at the University of Michigan began to apply Kurt Lewin’s action research model to organizations. Rensis Likert and Floyd Mann administered an organization-wide survey at Detroit Edison Co. involving the systematic feedback of data to participating departments. They used what is termed an “interlocking series of conferences,” feeding data back to the top management group and then down to work teams throughout the organization. Since that time, many organizations have used the survey feedback approach. General Motors, for example, has reported success in applying Likert’s survey feedback approach to organizational improvement. THE EVOLUTION OF ORGANIZATIONAL DEVELOPMENT Normative Background 1.Exploitive authoritative systems 2. Benevolent authoritative systems 3.Consultative systems 4. Participative group systems THE EVOLUTION OF ORGANIZATIONAL DEVELOPMENT 1. Exploitive authoritative systems -exhibit an autocratic, top-down approach to leadership. -employee motivation is based on punishment and occasional rewards. -decision making and control reside primarily at the top of the organization. THE EVOLUTION OF ORGANIZATIONAL DEVELOPMENT 2. Benevolent authoritative systems -similar to exploitative authoritative system, except that management is more paternalistic. -employees are allowed a little more interaction, communication, and decision making but within boundaries defined by management. THE EVOLUTION OF ORGANIZATIONAL DEVELOPMENT 3. Consultative systems -increase employee interaction, communication, and decision making. -employees are consulted about problems and decisions, management still makes the final decisions. -productivity is good, and employees are moderately satisfied with the organization. THE EVOLUTION OF ORGANIZATIONAL DEVELOPMENT 4. Participative group systems -this system fosters high degrees of member involvement and participation. -work groups are highly involved in setting goals, making decisions, improving methods, and appraising results. THE EVOLUTION OF ORGANIZATIONAL DEVELOPMENT Productivity and Quality-of-Work-Life Background -These groups were composed of multi-skilled workers who were given the necessary autonomy and information to design and manage their own task performances. -QWL in terms of specific techniques and approaches used for improving work. It was viewed as synonymous with methods such as job enrichment, self-managed teams, and labor–management committees. -include other features of the workplace that can affect employee productivity and satisfaction, such as reward systems, work flows, management styles, and the physical work environment. THE EVOLUTION OF ORGANIZATIONAL DEVELOPMENT Strategic Change Background -The need for strategic change is usually triggered by some major disruption to the organization, such as the lifting of regulatory requirements, a technological breakthrough, or a new chief executive officer coming in from outside the organization.