OD_FINALS-REVIEWER.pdf

OD REVIEWER FINALS Career life planning Stress management training Group 9: EMPLOYEE EMPOWERMENT AND INTERPERSONAL IN...

OD REVIEWER FINALS Career life planning Stress management training Group 9: EMPLOYEE EMPOWERMENT AND INTERPERSONAL INTERVENTIONS Seminars on job Employee empowerment - The individual is one of the most critical elements in any large-scale organizational change. Group 10: Team Development Interventions Organizational around Teams Laboratory Learning - Sometimes called encounter groups, sensitivity training, and training Team – a group of individuals with complementary skills who depend upon one another to groups. accomplish a common purpose or set of performance goals for which they hold themselves accountable. Forms of Laboratory Learning Include: Role-Playing Teamwork – work done when the members subordinate their personal prominence for the good of Sensitivity Group the team. Team building Action learning Teamwork involves: Open-communication Johari Window is a model that helps people to better understand themselves and other people. Trust Sense of shared accountability The four quadrants of the Johari Window are: Open Area The Team Approach Blind Area Interdependence Hidden/Closed Area a situation where one person’s performance is contingent upon how someone else performs. Unknown Area Team Building – the action or process of causing a group of people to work together effectively as a team, especially by means of activities and events designed to increase motivation and Transactional analysis is the study of communication between people. promote cooperation. The feelings, thoughts, and behaviors of the people communicating is examined using this Team Development – the process by which teams come together and organize themselves to method. achieve their objectives through progressing tasks and developing effective relationships both within and outside the team. Three Ego States 1.Parent Ego States- The parent ego state emulates the behavior of influential parental figures in Cohesiveness and Groupthink an person's life Cohesive refers to the unity that the members of a group have for one another. Two Types of Parent Ego State Groupthink 1. Critical Parent refers to a mode of thinking that people engage in when they are deeply involved in a cohesive 2. Nurturing Parent in-group, when the members striving for unanimity overrides their motivation to realistically appraise alternative courses of action. 2. Adult Ego States- are considered the most stable. 3.Child Ego States- Involves a person regression to their child like behaviors 8 Characteristics of Groupthink Illusion of invulnerability Career life planning interventions - Aimed at helping individuals better manage their career on Rationalization an interpersonal level. Illusion of morality Shared stereotypes Job burnout - Stress is interaction between individual and environment Direct pressure Self-censorship Stress management interventions and coping with stress. Illusion of unanimity Wellness program Mind guards Relaxation techniques The Purpose of Team Development 2 Clarification under Role Analysis Team development Role Expectations is an educational process of continually reviewing and evaluating team functioning in order to Role Conception identify and establish new and more effective ways of operating. GROUP 11: INTERGROUP DEVELOPMENT INTERVENTIONS Goals of team development: It should not be inferred that conflict within a team leads to ineffectiveness and, Intergroup Interventions therefore, should be avoided. The OD practitioner deals with intergroup problems by seeking interventions that emphasize CONFLICT is a natural social interaction. improved communication and relations between operating units. Managers should be able to recognize its types and channel such to appropriate directions. Example: The company has introduced a program to improve collaboration and communication OD practitioner's responsibility to find effective methods to deal with conflicts and between the marketing and sales teams. This program includes joint projects, facilitated dialogues, resolve any unhealthy conflicts. and workshops to build a more cohesive work environment and foster understanding. The Team Development Process CHANGING RELATIONSHIPS 6 STEPS One key area in the improvement of organization effectiveness involves the relation between Step 1: Initiating the Team Development Meeting operating groups or departments. Step 2: Setting Objectives Step 3: Collecting Data Team Interdependence- complex organizations tend to create situations of interdependence, Step 4: Planning the Meeting where the performance of one group is contingent upon another group. Step 5: Conducting the Meeting Step 6: Evaluating the Team Development Process COLLABORATION AND CONFLICT Collaboration is the act of two or more groups working in unison to achieve a shared objective. Outdoor Experiential Laboratory Training Also known as outdoor labs, wilderness labs, adventure learning, or the corporate boot Conflict is the disagreement or difference of opinions between or among individuals that can be camp. potentially harmful to any organization. It become a common technique for team development and leadership training. The idea is to take a group of people who normally work with one another and put them - Conflict is increasingly perceived as inevitable and is all too common in today’s organizations. in an outdoor setting where they participate in experiential learning activities. - The interdependence of functions is one potential source of conflict. It is offered by specialized training companies. Assessments should be made before and after. Boundaryless- Jack Welch says that being boundaryless is “an open, trusting, sharing of ideas. A Safety should be a major concern willingness to listen, debate, and then take the best ideas and get on with it. If this company is to achieve its goals, we’ve all got to become boundaryless. Boundaries Are crazy.” Role Negotiation is directed at the work relationships among team members. INTERGROUP OPERATING PROBLEMS The potential for conflict depends on how incompatible the goals are, the extent to Steps in Role Negotiation: which required resources are scarce and shared, and the degree of interdependence of Contract Setting task activities. Issue Diagnosis Intergroup relationships are complex, so OD practitioners need to recognize the Role Negotiation conditions that lead to the emergence of problems or conflicts. Written Role Negotiation Agreement Suboptimization- occurs when a group optimizes its own sub goals but loses sight of the larger Role Analysis goals of the organization as a whole. used to clarify discrepancies. Perceived power imbalance between groups- occurs where there is a perceived imbalance between units or when some previously established relationship is altered.  Group 12: Goal Setting for Effective Organizations Role conflict exists when an individual belongs to or identifies with two or more groups whose Goal setting is the process of establishing specific, measurable, achievable, relevant, and goals or values are in conflict. time-bound (SMART) objectives that guide an individual or organization towards desired outcomes. It involves identifying what you want to achieve, outlining a plan to reach it, and Role ambiguity occurs when an individual or the members of a group are not clear about their committing to taking action. functions, purposes, and goals within the organization. 5 Steps in Goal Setting: Personal conflict is final source of intergroup problems arises from interpersonal differences 1. Define Your Goals between members, usually the managers. 2. Break It Down 3. Develop a Plan COOPERATION VERSUS COMPETITION 4. Take Action Intergroup competition involves groups competing against each other, while intergroup 5. Track your Progress cooperation involves groups working together towards common goals and supporting each other to achieve collective success. Goal Setting Theory is a theory based on the idea that setting specific and measurable goals is more effective than setting unclear goals. Members of competitive groups have more self-esteem for their groups than members of noncompetitive groups. 4 Key principles include: Although groups competing with one another are more highly oriented toward - Clarity accomplishing the task than noncompetitive groups, there is no evidence that intergroup - Complexity (Task Challenge) competition results in greater productivity than cooperation. - Feedback Group behavior research suggests that cooperation promotes productivity in some - Commitment situations. Agile Model is a way of managing projects that focuses on flexibility, collaboration, and MANAGING CONFLICT continuous improvement. Organizational conflict need not be reduced or eliminated, but it must be managed to enhance individual, group, and organizational effectiveness. 4 Key concepts in the Agile Model include: To reduce conflict between groups, the OD practitioner examines group-to-group working - Iteration relationships, applying joint problem-solving efforts that confront intergroup issues. - Collaboration - Customer Feedback OD TECHNIQUES - Continuous Improvement Third-Party Consultation Intervention by a third party is one method of increasing communication and initiating intergroup Management by Objectives (MBO) is a strategic management model that aims to improve the problem-solving. performance of an organization by clearly defining objectives that are agreed to by both management and employees. Organization Mirror Organization mirror is a technique designed to give work units feedback on how other elements or The Process of MBO: customers of the organization view them. 1. Set Organization Objectives 2. Set Individual Objectives Intergroup Team Building 3. Measure and Evaluate Performance In this technique, members are brought together to reduce misunderstanding, open communication, and develop mechanisms for collaboration. Types of MBO Objectives: - Strategic objectives - Tactical objectives - Operational objectives Group 13: Work Team Development Work team development Self-Managed Work Teams refers to the process of enhancing the effectiveness, cohesion, and overall performance of a team A self-managed team, also called a self-managing team, is a group of employees within an within an organization. organization who share the responsibility of planning and executing their work, without the supervision of a manager.. Work team development benefits, including: Improved Communication 3 Characteristics of Self-Managed Work Teams: Increased Productivity Fully Autonomous Self-Managed Teams Enhanced Problem-Solving Limited Supervision Teams Skill Development Problem-Solving or Temporary Teams Continuous Improvement Processes refer to an ongoing effort to enhance products, services, or The benefits of self-managed work teams: processes within an organization. This concept is rooted in the belief that no process is ever Quality and customer focus perfect and that there is always room for improvement. More innovation Speed and Adaptability Continuous Improvement Processes benefits, including: Increased Efficiency Group 14: High Performing Systems and the Learning Organization Enhanced Quality System Wide Intervention Customer Satisfaction Also known as techno structural interventions refers to a range of interventions aimed at improving organizational effectiveness through changes in the task, structural, technological and Job Design a process of structuring a job role into tasks and activities in a way that it aligns with goal processes of an organization. the overall strategy of the organization and making sure that the employee in that role is also motivated and rewarded. Survey research and feedback Feedback survey is a process used to identify or measure the happiness and satisfaction Job Design Methods of different business entities or consumers. It is measured by following the Job Rotation products/services or the working environment of the company. Job Simplification The survey usually consists of neatly designed questions aimed to understand the Job Enlargement business users fundamentally. Job Enrichment What is the difference between survey and feedback? 4 Steps For Better Job Designs A survey is generally a series of specific questions that are asked as part of an overall Regular Discussions and Feedback survey whereas feedback is a collection of information and is tied to specific questions 360 degree Assessment rather than entire surveys. Training Surveys are usually pushed to the user asking for them to answer a series of questions compared to feedback that is usually received more naturally where the user is sharing Total Quality Management their feedback. Total Quality Management (TQM) is a comprehensive management approach that seeks to improve the quality of products and services through ongoing refinements in response to Learning Organization continuous feedback. According to Dr. Peter M. Senge, a learning organization is an organization that encourages and facilitates learning in order to continually transform itself to survive and Principles of TQM excel in a rapidly changing business environment. Focus on the customer Involve all employees Business Process Reengineering (BPR) refers to the radical redesign of business processes to Center on the process achieve significant improvements in productivity, cycle times, quality, and customer satisfaction. Integrate the system This approach involves a comprehensive evaluation of current processes, identifying Improve continuously inefficiencies, and implementing substantial changes to enhance performance. 5 characteristics of learning organization Third-wave organization is a term that refers to a more evolved form of organizational 1. Systems thinking structure and culture that has emerged as a response to the changing global business 2. Personal mastery landscape. 3. Mental models 4. Shared Vision 5. Team Learning Group 15: ORGANIZATIONAL TRANSFORMATION AND STRATEGIC CHANGE Strategy and Transformation The four systems of management system or the four leadership styles identified by Likert Organization Transformation are: The Corporate Culture Strategic Change Management System 1 - Exploitative Authoritative: Responsibility lies in the hands of the people at the upper Changing the Corporate Culture echelons of the hierarchy. ORGANIZATIONAL TRANSFORMATION AND STRATEGIC CHANGE System 2 - Benevolent Authoritative: The responsibility lies at the managerial levels but not at ORGANIZATION TRANSFORMATION AND STRATEGIC CHANGE ARE ESSENTIAL the lower levels of the organizational hierarchy. The superior has condescending confidence and PROCESSES THAT ENABLEnBUSINESSES TO ADAPT TO EVOLVING MARKET trust in subordinates (master-servant relationship). CONDITIONS. System 3 - Consultative: Responsibility is spread widely through the organizational hierarchy. PHASES OF TRANSFORMATION TO ACHIEVE STRATEGIC CHANGE The superior has substantial but not complete confidence in subordinates. ENVISIONING PHASE DESIGN PHASE System 4 - Participative: Responsibility for achieving the organizational goals is widespread IMPLEMENTATION PHASE throughout the organizational hierarchy. SUSTAINING PHASE STRATEGY AND TRANSFORMATION High-performance systems- can be defined as a system which creates an environment in a business that allows an employee greater involvement and responsibility. TRANSFORMATION AND STRATEGY TRANSFORMATION AND STRATEGY ARE TW INTERCONNECTED CONCEPTS THAT Key features of high performance work systems ORGANIZATIONS MUST ALIGN TO NAVIGATE CHANGE SUCCESSFULLY. - Having a voice - Being well trained WHEN COMBINED, THEY ENABLE AN ORGANIZATION TO NOT ONLY SET A - Are more motivated and committed DIRECTION BUT ALSO TO BUILD THE CAPACITY AND STRUCTURE NEEDED TO - Feel more secure in their roles FOLLOW THROUGH ON THAT VISION. - Are carefully recruited THE SYMBIOTIC RELATIONSHIP The Grid OD Program STRATEGY NEEDS TRANSFORMATION FOR EXECUTION One of the most structured and popular organization wide interventions programs in OD TRANSFORMATION MUST ALIGN WITH STRATEGY is Grid OD, developed by psychologist Robert Blake and Jane Mouton (1964, 1969) ORGANIZATIONAL TRANSFORMATION This approach to OD emphasizes the importance of both helping managers become INVOLVES MAKING FUNDAMENTAL CHANGES TO AN ORGANIZATION'S more effective and systematically creating an ideal strategic model to guide OPERATIONS, PROCESSES, CULTURE, OR STRUCTURE TO IMPROVE ITS organizational planning and actions. PERFORMANCE AND ADAPT TO NEW CHALLENGES OR OPPORTUNITIES. The Third-Wave Organization KEY ELEMENTS OF ORGANIZATIONAL TRANSFORMATION Introduced by Alvin Toffler an American writer, futurist, and businessman known for VISION AND STRATEGY LEADERSHIP AND CULTURE his works discussing modern technologies. PEOPLE AND SKILLS PROCESSES AND TECHNOLOGY  STEP 5: PROVIDE TRAINING AND DEVELOPMENT CORPORATE CULTURE STEP 6: RECOGNIZE AND REWARD BEHAVIOR REFERS TO THE SHARED VALUES, BELIEFS, ATTITUDES, AND BEHAVIORS THAT STEP 7: MONITOR PROGRESS CHARACTERIZE AN ORGANIZATION AND GUIDE HOW ITS EMPLOYEES INTERACT STEP 8: BE PATIENT AND PERSISTENT WITH EACH OTHER AND WITH STAKEHOLDERS OUTSIDE THE COMPANY. Group 16: THE CHALLENGE AND THE FUTURE FOR ORGANIZATIONS STRATEGIC CHANGE MANAGEMENT The Organization of the Future IS A PLAN FOR OR SYSTEMATIC APPROACH TO DEALING WITH A TRANSITION OR Organization development is an ongoing process because an organization cannot remain TRANSFORMATION IN AN ORGANIZATION. IN BUSINESS, A CHANGE MANAGEMENT static and be effective. STRATEGY DESCRIBES SPECIFIC WAYS IN WHICH A COMPANY ADDRESSES To cope with these changing conditions, an OD practitioner needs to be able to monitor CHANGE IN GOALS, PROCESSES OR TECHNOLOGY RELATED TO PARTS OF THE and assess progress toward change goals. BUSINESS, SUCH AS THE SUPPLY CHAIN, INVENTORY REQUIREMENTS, The participants and teams involved in an OD program need feedback to measure their SCHEDULING AND SALES MANAGEMENT. progress toward goals and to stabilize change efforts. THE ADKAR MODEL Monitor and Stabilize Action Programs DEVELOPED BY PROSCI FOUNDER JEFF HIATT. FORMULATES FIVE MAIN GOALS ON WHICH TO BASE YOUR CHANGE MANAGEMENT PROCESS. 1. AWARENESS 2. DESIRE 3. KNOWLEDGE 4. ABILITY 5. REINFORCEMENT NUDGE THEORY IS A CHANGE MANAGEMENT MODEL THAT FOCUSES ON EMPLOYING A PARTICULAR MINDSET TO ENCOURAGE CHANGE RATHER THAN A STEP-BY-STEP GUIDE. THIS CHANGE MANAGEMENT THEORY INVOLVES: 1. Thinking about the change you want to make from your employee's point of view Monitor and Stabilize Action Programs 2. Presenting it based on how it will benefit them This involve four factors: 3. Treating it as a recommendation rather than a command 1. Feedback of Information - Provide participating members with regular updates on their 4. Listening to employee feedback throughout the process progress so they know how they're doing and where they can improve. 2. Stabilize and Monitor Change - Ensure the desired changes or behaviors are maintained over CHANGING THE CORPORATE CULTURE time by keeping track and making necessary adjustments. MEANS TRANSFORMING THE WAY THINGS ARE DONE AND VALUED WITHIN AN 3. Evaluate the Organizational Development Program - Assess the outcomes of the ORGANIZATION. IT INVOLVES SHIFTING THE COLLECTIVE MINDSET AND HABITS organizational development (OD) program to determine if it has achieved its goals. OF PEOPLE IN THE COMPANY SO THAT THEY ALIGN WITH THE ORGANIZATION'S 4. Disengagement of the practitioner's help and a transition to internal resources - Gradually STRATEGIC GOALS AND VALUES. shift responsibility from external consultants or practitioners to internal team members, so they can manage and continue the improvements on their own. STEPS THAT CAN BE TAKEN TO CHANGE THE CORPORATE CULTURE: STEP 1: DEFINE THE DESIRED CULTURE EMERGING ISSUES AND VALUES STEP 2: INVOLVE EMPLOYEES IN THE PROCESS OD is a growing, developing, and changing field of study. STEP 3: COMMUNICATE EFFECTIVELY The field of OD is currently and will likely always be in transition if it is to remain relevant. STEP 4: LEAD BY EXAMPLE 2 key issues 1. OD: FAD OR DISCIPLINE 2. THE ROLE OF VALUES 1. OD: FAD OR DISCIPLINE OD now has some 50 years of background history OD has already developed and experimented with a variety of new approaches Rather than being a FAD, OD appears to be a primary method for helping organizations adjust to accelerated change. As a result OD is not a Fad but it is an emerging discipline. The role of Values 1. The professionalisim of OD. 2. The certification of OD practioners 3. Overemphasis on Human and Social Interventions 4. Controversy over what are OD techniques 5. Dealing with Power 6. Limitations of time and terminality Future Trends in Organizational Development 1. Macrosystem trends refers to the broader societal and cultural forces that influence how organizations operate and evolve. 2. Interpersonal Trends refers to the evolving patterns and shifts in how people interact within organizations. 3. Individual Trends refers to the evolving needs, preferences, and behaviors of employees that impact organizational practices and strategies. The Future of OD The Future of OD OD deal's with: 1. changing workforce 2. global competence 3. transformation 4. Expanding and Vital Technology 5. Need for more studies on OD interventions. 6. Dealing with External Systems and Power-Coercive Problems