Organizational Development OD&C_ppt_1.ppt

A key aspect of OD is developing human resources, fostering a culture that promotes growth

1. An Experiential Approach to Organization Development 8
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Chapter 1
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Chapter 1
Organization Development and
Reinventing the Organization

2. An Experiential Approach to Organization Development 8
th
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Learning Objectives
•Define OD and recognize need for
change.
•Describe culture and understand its
impact.
•Understand the psychological contract.
•Describe five stages of OD.

3. An Experiential Approach to Organization Development 8
th
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Challenges for Organizations
•Change rolling down down on us.
•Tomorrow’s world different from today’s.
•Organizations need to adapt to change.
•Organizations in continuous interaction
with external forces.

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Figure 1.1
The Organizational Environment

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What Is OD?
•Long-range efforts and programs.
•Aimed at improving organization’s ability
to survive.
•OD changes problem-solving and
renewal processes.

6. An Experiential Approach to Organization Development 8
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OD Is:
•Planned.
•Organization wide.
•Managed from top.
•Increases organization effectiveness.
•Planned interventions.
•Uses behavioral science knowledge.

7. An Experiential Approach to Organization Development 8
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The Characteristics of OD
•Planned change.
•Collaborative approach.
•Improve performance.
•Humanistic values.
•Systems approach.
•Scientific approaches.

8. An Experiential Approach to Organization Development 8
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Table 1.1
Major Characteristics of the Field of OD

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Why OD?
Most cited reasons for beginning change
program:
•The level of competition.
•Survival.
•Improved performance.

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Primary Goals of
Change Programs
•Change the corporate culture.
•Become more adaptive.
•Increase competitiveness.

11. An Experiential Approach to Organization Development 8
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Factors Leading to
Emergence of OD
•Need for new organizational forms.
•Focus on cultural change.
•Increase in social awareness.

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The Only Constant Is Change
•Change is a moving target.
•Today's managers need new mind-set.
•Flexibility.
•Speed.
•Innovation.
•Constantly changing conditions.

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Successful Firms
Share These Traits
•Faster.
•Quality conscious.
•Employee involvement.
•Customer oriented.
•Smaller.

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Figure 1.2
Changing Organization of Twenty-First Century

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Evolution of OD
•Evolved since the late 1940s.
•NTL Laboratory-Training methods.
•Survey research and feedback.

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Who Does OD? (part 1 of 3)
•OD practitioners consist of:
–Specialists.
–Those applying OD in daily work.

18. An Experiential Approach to Organization Development 8
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Who Does OD? (part 2 of 3)
•OD specialists are:
–Internal practitioners – from within the
organization.
–External practitioners – from outside the
organization.
•Managers apply OD principles and
concepts.

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Who Does OD? (part 3 of 3)
Activities include:
•Team leaders developing teams.
•Building learning organizations.
•Implementing total quality management.
•Creating boundaryless organizations.

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Organization Culture
•Language.
•Dress.
•Patterns of
behavior.
•Value system.
•Feelings.
•Attitudes.
•Interactions.
•Group norms.
A system of shared meanings including::

21. An Experiential Approach to Organization Development 8
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Norms
•Organized and shared ideas.
•What members should do and feel.
•How behavior is regulated.

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Types of Norms
•Pivotal norms.
–Essential to accomplishing organization’s
objectives.
•Peripheral norms.
–Support and contribute to pivotal norms.
–Not essential to organization’s objectives.

23. An Experiential Approach to Organization Development 8
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Socialization Process
•Process that adapts employees to
culture.
•New employees become aware of
norms.
•Employees encounter culture.
•Individuals understand power, status,
rewards, and authorizations.

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Figure 1.4
The Socialization Process

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Adjustment to Cultural Norms
•Rebellion.
–Rejection of all values and norms.
•Conformity.
–Acceptance of all values and norms.
•Creative individualism.
–Acceptance of pivotal values.
–Rejection of others.

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Figure 1.5
Basic Responses to Socialization

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Psychological Contract
•Unwritten agreement between
individuals and organization.
•Open-ended so issues may be
renegotiated.

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A Model for Change
•OD is continuing process.
•Emphasis on viewing organization as
total system.
•System consists of interacting and
interrelated elements.

29. An Experiential Approach to Organization Development 8
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Figure 1.6
Organization Development’s Five Stages

30. An Experiential Approach to Organization Development 8
th
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Five-stage Model for OD
Process (part 1 of 5)
Stage One
Anticipating Need for Change.
•Someone recognizes need for change.
•Must be felt need for change.

31. An Experiential Approach to Organization Development 8
th
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Five-stage Model for OD
Process (part 2 of 5)
Stage Two
Develop Practitioner-Client Relationship.
•Practitioner enters system.
•Good first impressions important.
•Practitioner establishes trust and open
communication.

32. An Experiential Approach to Organization Development 8
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Five-stage Model for OD
Process (part 3 of 5)
Stage Three
The Diagnostic Phase.
•Practitioner and client gather data.
•Objective to:
–Understand client’s problems.
–Identify causes.
–Select change strategies.

33. An Experiential Approach to Organization Development 8
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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.

34. An Experiential Approach to Organization Development 8
th
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Five-stage Model for OD
Process (part 5 of 5)
Stage Five
Self-Renewal, Monitor, and Stabilize.
•As program stabilizes, need for
practitioner decreases.
•Monitor results.
•Stabilize change.
•Gradual disengagement of practitioner.

35. An Experiential Approach to Organization Development 8
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OD Application
GE’s Epicenter of Change
•Leadership Center is tool to spread
change.
•OD, leadership, and innovation are
applied to real-world.
•Participants include entry-level to
highest positions.
•Customers invited to help solve mutual
problems.

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•Subjects include leadership and
management skills.
•Executive courses are in leadership and
strategy.
•Participants are 50% non-U.S.
•New centers have opened outside of
U.S.
•GE believes strong leaders are crucial.

37. An Experiential Approach to Organization Development 8
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OD Application
Leave No One Behind At
Starbucks
•Starbucks’ unique culture instrumental
in success.
•Challenge is maintaining “formula” that
made them successful.
•CEO communicates strong vision to
employees.

38. An Experiential Approach to Organization Development 8
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•“Leave no one behind” shows up in
training and salaries.
•Starbucks wants self-motivated team
players.
•Major objective is maintaining
entrepreneurial spirit.

39. An Experiential Approach to Organization Development 8
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Key Words and Concepts
•Action research model.
–Collecting and feeding back information.
–Implementing action programs.
•Change agent.
–Person attempting to bring change.
•Client System.
–Person or organization that is being
assisted.

40. An Experiential Approach to Organization Development 8
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•Creative individualism.
–Questioning of peripheral norms.
–Accepting of pivotal norms.
•External practitioner.
–Person from outside who is resource for
change.
•Internal practitioner.
–Internal resource for change.
–Could be manager.

41. An Experiential Approach to Organization Development 8
th
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•Norms.
–Organized and shared ideas.
–What members should do and feel.
–How behavior should be regulated.
•Organization culture.
–System of shared meanings.
–Includes language, dress, values, norms.
•Organization development (OD).
–Planned strategy to bring about change.

42. An Experiential Approach to Organization Development 8
th
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•OD practitioner.
–People using and assisting others to
implement OD.
•OD specialist.
–Professional specialized and trained in OD.
•Peripheral norms.
–Support and contribute to pivotal norms.
–Not essential to organization's objectives.
•Pivotal norms.
–Essential to organization's objectives.

43. An Experiential Approach to Organization Development 8
th
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•Psychological contract.
–Expectations between individual and
organization.
•Socialization.
–Process of individual adjusting to
organization's culture.

44. An Experiential Approach to Organization Development 8
th
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