Ch9 Oganizational culture diagrams.docx

10881360-8686804 004 228600029718003 003 82296004526280Central aspect of culture is its ability to adapt (ADAPT OR DIE) HOME approach implemented based on 2 principles: Management’s trust and respect for workforce Improvement of quality of employment relationship within the company 00Central aspect of culture is its ability to adapt (ADAPT OR DIE) HOME approach implemented based on 2 principles: Management’s trust and respect for workforce Improvement of quality of employment relationship within the company 969264012344400076809602057400Refining An Organizations Culture Culture like a well functioning family (HOME) indicators of change. H -History. Develop/restore a sense of companies history. Use stories about heroes in the company. O-Oneness. Create unity and solidarity in workforce. Communicate norms and values. M-Membership. Promote understanding of principles of membership. Use rewards, promotions, job security etc. you are one of us. E-Exchange. Increase interaction among employees, ensure interfroup coordination. Socialize new members, Training & development, promote contact, participation in DM 00Refining An Organizations Culture Culture like a well functioning family (HOME) indicators of change. H -History. Develop/restore a sense of companies history. Use stories about heroes in the company. O-Oneness. Create unity and solidarity in workforce. Communicate norms and values. M-Membership. Promote understanding of principles of membership. Use rewards, promotions, job security etc. you are one of us. E-Exchange. Increase interaction among employees, ensure interfroup coordination. Socialize new members, Training & development, promote contact, participation in DM 76809601417320Note: Research mildly supports Strength and Fit, strongly supports Adaptation. Leaders must demonstrate greater commitment to adaptability (service and product excellence) than any specific business strategy or practice 00Note: Research mildly supports Strength and Fit, strongly supports Adaptation. Leaders must demonstrate greater commitment to adaptability (service and product excellence) than any specific business strategy or practice 7680960-228600High performance culture should: Strength - Support the sources of financial strength (workforce motivation, ROI, controls, structure, all the things that put bread on the table) Fit - Align with strategic/market goals (if pursue low cost provider strategy you must have lean staff etc. Walk the talk) Adaptation - Assist company to adapt core competencies to market conditions (encourages work force to adapt – this is very important. Adapt or Die!) 00High performance culture should: Strength - Support the sources of financial strength (workforce motivation, ROI, controls, structure, all the things that put bread on the table) Fit - Align with strategic/market goals (if pursue low cost provider strategy you must have lean staff etc. Walk the talk) Adaptation - Assist company to adapt core competencies to market conditions (encourages work force to adapt – this is very important. Adapt or Die!) 8229600-685800Development of a High Performance Culture 00Development of a High Performance Culture 6675120-5029200042976803429000006400800137160006675120-685800006400800-6858000033832804709160Selection –previews – humility – training – mentoring – stories – rewards – role models 00Selection –previews – humility – training – mentoring – stories – rewards – role models 3749040-1371602 Founders Role: org will adopt founders value system, Eatons, Microsoft, Apple. 002 Founders Role: org will adopt founders value system, Eatons, Microsoft, Apple. 4389120-8686802 Factors That Contribute to Cultural Development 002 Factors That Contribute to Cultural Development 44805603520440Requirements for Pascales Program: Mangers: View employment relationship as a core aspect Embrace roles as mentors Comfortable with human/personal aspects Open to information/criticism from customers etc 00Requirements for Pascales Program: Mangers: View employment relationship as a core aspect Embrace roles as mentors Comfortable with human/personal aspects Open to information/criticism from customers etc 3749040685800Socialization: This transmits culture from one generation to the next. Orgs with strong cultures tend to reinforce it through socialization process Pascales steps to assist: Realistic job previews – let them see what’s coming Debasement & indoctrination. Humble them, let them fail. This provides motivation to do better and open up to cultural influences Training - once they open – fill em up with training, imprint upon them Reward System – ensure promotions rewards reflect values (base on merit) Role models – Eatons. The lead by example rule. Use stories – about the organization and its founder Use Mentors – invest in promising talent 00Socialization: This transmits culture from one generation to the next. Orgs with strong cultures tend to reinforce it through socialization process Pascales steps to assist: Realistic job previews – let them see what’s coming Debasement & indoctrination. Humble them, let them fail. This provides motivation to do better and open up to cultural influences Training - once they open – fill em up with training, imprint upon them Reward System – ensure promotions rewards reflect values (base on merit) Role models – Eatons. The lead by example rule. Use stories – about the organization and its founder Use Mentors – invest in promising talent -6400804617720Definitions: Values: what is important about the organization and what it stands for. Beliefs: Perception of how organizational practices and systems work. Organizational Culture: Beliefs and values exhibited by employees. It becomes the expression of organizational experience that personalizes the meaning of the organization for its members. 00Definitions: Values: what is important about the organization and what it stands for. Beliefs: Perception of how organizational practices and systems work. Organizational Culture: Beliefs and values exhibited by employees. It becomes the expression of organizational experience that personalizes the meaning of the organization for its members. -5486402880360Impact of strong Culture: Positive: Integration of various subunit and occupational cultures – good method for managing conflict. Negative: Strategy of organization may change rapidly, culture cannot; Will not mix well when one firm acquires another; Threaten organizational goal attainment due to infighting, secrecy (AESOP seat). 00Impact of strong Culture: Positive: Integration of various subunit and occupational cultures – good method for managing conflict. Negative: Strategy of organization may change rapidly, culture cannot; Will not mix well when one firm acquires another; Threaten organizational goal attainment due to infighting, secrecy (AESOP seat). -548640777240Qualities of Organizational Culture: Taken for granted, only becomes obvious when contrasted. Fairly stable over time, resistant to change Internal (cost effectiveness) and external (social responsibility) aspects Known by employees Can be measured, evaluated, and perfected Can develop in a random fashion or it can be managed Existence of subcultures (geography, product lines, etc). Think of air crew vs ground crew. 00Qualities of Organizational Culture: Taken for granted, only becomes obvious when contrasted. Fairly stable over time, resistant to change Internal (cost effectiveness) and external (social responsibility) aspects Known by employees Can be measured, evaluated, and perfected Can develop in a random fashion or it can be managed Existence of subcultures (geography, product lines, etc). Think of air crew vs ground crew. -548640-320040Organizations use: Training and development Performance appraisal Orientation programs to transmit values and beliefs. These values and beliefs become shared employee expectations. 00Organizations use: Training and development Performance appraisal Orientation programs to transmit values and beliefs. These values and beliefs become shared employee expectations. -548640-7772401 Organizational Culture 001 Organizational Culture 6492240-777240003108960-320040001737360-6858005 Organizational Life-Cycle Theory 005 Organizational Life-Cycle Theory Characteristics 1 - Inception 2- High Growth 3-Maturity 4-Decline Organizational Structure No formal structure Centralized/formal Decentralized / formal Rigid, top heavy, complex Comm process & planning Informal, face to face Budgets/audits/rules/regs Very formal, long range Comm breakdown DM methods Individual, entrepreneural Pro analytical tools Pro/managerial/bargaining Form instead of substance Organizational growth rate Uneven, episodic Rapid, positive, sustained Slowing or stopped Dropping Organizational age & size Young, small Older larger Oldest, large or largest Variable and shrinking 2743203597910Organizational Culture & Change 00Organizational Culture & Change 3108960488950Number 1 reason for decline is management is overconfident and inattentive. Building adaptability is best way to ward off decline 00Number 1 reason for decline is management is overconfident and inattentive. Building adaptability is best way to ward off decline 5577840317500030175201677670000671830To avoid decline, watch out for: Excess personnel; Tolerance of incompetence; Cumbersome admin procedures; Form over substance; Lack of clear goals and measurement of success; Preference of harmony over disagreement Loss of effective communication; Excessive centralization of DM; Outdated structure; Increased scapegoating; Resistance to change; Low morale; Special interest groups being more vocal; Decreased innovation. 00To avoid decline, watch out for: Excess personnel; Tolerance of incompetence; Cumbersome admin procedures; Form over substance; Lack of clear goals and measurement of success; Preference of harmony over disagreement Loss of effective communication; Excessive centralization of DM; Outdated structure; Increased scapegoating; Resistance to change; Low morale; Special interest groups being more vocal; Decreased innovation. -9144031750Note: It is impossible to say how long each stage will last. Companies can have very short life cycles with missing or very short stages. Some companies skip maturity and go right into decline (fads). Decline can happen to any company regardless of where they are. Decline can also be avoided. 00Note: It is impossible to say how long each stage will last. Companies can have very short life cycles with missing or very short stages. Some companies skip maturity and go right into decline (fads). Decline can happen to any company regardless of where they are. Decline can also be avoided. -548640-228600While trying to deal with external environment, firm may experience, or create, this in form of lower productivity, customer complaints, absenteeism etc. = High Moderate Uncertainty Fashion design Advertising Low Moderate Uncertainty Public Utilities Government Agencies Low Uncertainty Beer distribution Hotels Legal services High Uncertainty Int’l Finance Computers Telecommunications ENVIRONMENTAL UNCERTAINTY Simple Complex Stable Shifting Env Change Environmental Complexity Change is normal, it is the way it is managed that is crucial Organizational Change Acts on firm Environment Suppliers Customers Competition Regulatory agencies Special interest groups Environmental Uncertainty (Change & Complexity) Change is the stability of the factors and whether they change rapidly or not Complexity is the number, variety of external factors faced Change goals and strategies (introduce new products and services, or segment markets.) Technology. Structure. Modify from a functional to a product, and from centralized to decentralized Internal Uncertainty Job design. Provide more op for needs of employees, more variety, autonomy, feedback, significance, and social interaction People. Develop a program of employee empowerment. Be willing to spend $ training. Control systems. Alter such things as performance appraisal and reward systems In order to change the company you have to change the employee behaviour and organizational culture. Three Conditions for Change Motivation to change. They must be dissatisfied with the status quo otherwise why change? Future vision. Something to aspire to now that they are dissatisfied with status quo. This will guide future reorganization A road map. A well managed process of change to help employees modify attitudes and behaviour 00While trying to deal with external environment, firm may experience, or create, this in form of lower productivity, customer complaints, absenteeism etc. = High Moderate Uncertainty Fashion design Advertising Low Moderate Uncertainty Public Utilities Government Agencies Low Uncertainty Beer distribution Hotels Legal services High Uncertainty Int’l Finance Computers Telecommunications ENVIRONMENTAL UNCERTAINTY Simple Complex Stable Shifting Env Change Environmental Complexity Change is normal, it is the way it is managed that is crucial Organizational Change Acts on firm Environment Suppliers Customers Competition Regulatory agencies Special interest groups Environmental Uncertainty (Change & Complexity) Change is the stability of the factors and whether they change rapidly or not Complexity is the number, variety of external factors faced Change goals and strategies (introduce new products and services, or segment markets.) Technology. Structure. Modify from a functional to a product, and from centralized to decentralized Internal Uncertainty Job design. Provide more op for needs of employees, more variety, autonomy, feedback, significance, and social interaction People. Develop a program of employee empowerment. Be willing to spend $ training. Control systems. Alter such things as performance appraisal and reward systems In order to change the company you have to change the employee behaviour and organizational culture. Three Conditions for Change Motivation to change. They must be dissatisfied with the status quo otherwise why change? Future vision. Something to aspire to now that they are dissatisfied with status quo. This will guide future reorganization A road map. A well managed process of change to help employees modify attitudes and behaviour 3291840105156000 530352013144500060350401131570Resistance 00Resistance 53035205246370003657600451485000365760045148500029260805703570001371600149733000530352040005000182880013144500010058401223010Diagnosis 00Diagnosis 40976553760470Team level Basic tasks Systems that back up processes (performance appraisal, reward, goal setting) Teams that manage core processes Problem solving effectiveness Conflict management 00Team level Basic tasks Systems that back up processes (performance appraisal, reward, goal setting) Teams that manage core processes Problem solving effectiveness Conflict management -1828804880610Organizational level History/events that shaped it Product and service mix External environmental aspects (weighted) Resources (capital, technical ability, people) Strategic plan Extent of vertical and horizontal differentiation Extent of vertical and horizontal integration Characteristics or firm's communication system Characteristics and number of output measures 00Organizational level History/events that shaped it Product and service mix External environmental aspects (weighted) Resources (capital, technical ability, people) Strategic plan Extent of vertical and horizontal differentiation Extent of vertical and horizontal integration Characteristics or firm's communication system Characteristics and number of output measures -4572003691890 Effective analysis of org requires multi-level diagnosis (organization/group/individual levels) Important because ineffective functioning may appear throughout firm. Concentrating on one level may not solve the problem 00 Effective analysis of org requires multi-level diagnosis (organization/group/individual levels) Important because ineffective functioning may appear throughout firm. Concentrating on one level may not solve the problem -4572001680210 Collaborative process between firm and a change agent Integral part of the unfreezing process Usually triggered by an external/internal event that has created uncertainty (monitor performance for reasons to change) Need not be reactive (360 performance appraisal may detect team related problems before product or service quality are affected) More effective if a steering committee guides it Composed of high performers Respected by peers Interest in effectiveness of firm Excellent communication skills 00 Collaborative process between firm and a change agent Integral part of the unfreezing process Usually triggered by an external/internal event that has created uncertainty (monitor performance for reasons to change) Need not be reactive (360 performance appraisal may detect team related problems before product or service quality are affected) More effective if a steering committee guides it Composed of high performers Respected by peers Interest in effectiveness of firm Excellent communication skills 40976555474970Individual/Job level Diversity of work force Key executive leadership styles Motivational basis for job performance Level of job satisfaction Extent of empowerment 00Individual/Job level Diversity of work force Key executive leadership styles Motivational basis for job performance Level of job satisfaction Extent of empowerment 4389120491490Getting employees dissatisfied. Constructive destruction. Crises stimulate due to need for immediate attention 00Getting employees dissatisfied. Constructive destruction. Crises stimulate due to need for immediate attention 475488034290Unfreezing 00Unfreezing -182880-1485906 The Planned Change Process Kurt Lewin Unfreezing Changing Re-freezing 006 The Planned Change Process Kurt Lewin Unfreezing Changing Re-freezing 7406640228600 Employees fear personal and organizational costs outweigh benefits (may simply prefer status quo) Knowledge obsolescence Economic uncertainty Loss of personal power Increased conflict Changes in work relationships Those resistant to change are often better organized, more vocal (Burden of proof is with changers). Things manager can do to assist: Involve those affected Emphasis on employees taking ownership Communicate, be credible, constant, confident, consistent. Give and receive feedback Encourage expression of emotions and opinions Be an example, a driving force Avoid surprises Manage rumours Examples of employee participation in change management: Performance appraisal systems Fringe benefits Cost saving (& compensation for) Employee empowerment TQM Installing self directed work teams Example of non-participative approach: Time is crucial Top mgmt has all information necessary Change outcomes do not affect employees Employee acceptance is not crucial to success Employee skill development is not a significant focus Above based on Vroom-Yetton-Jago Normative Model Appoint a steering committee composed of: High performers Respected by peers Interest in effectiveness of firm Excellent communication skills 00 Employees fear personal and organizational costs outweigh benefits (may simply prefer status quo) Knowledge obsolescence Economic uncertainty Loss of personal power Increased conflict Changes in work relationships Those resistant to change are often better organized, more vocal (Burden of proof is with changers). Things manager can do to assist: Involve those affected Emphasis on employees taking ownership Communicate, be credible, constant, confident, consistent. Give and receive feedback Encourage expression of emotions and opinions Be an example, a driving force Avoid surprises Manage rumours Examples of employee participation in change management: Performance appraisal systems Fringe benefits Cost saving (& compensation for) Employee empowerment TQM Installing self directed work teams Example of non-participative approach: Time is crucial Top mgmt has all information necessary Change outcomes do not affect employees Employee acceptance is not crucial to success Employee skill development is not a significant focus Above based on Vroom-Yetton-Jago Normative Model Appoint a steering committee composed of: High performers Respected by peers Interest in effectiveness of firm Excellent communication skills 9509760-457200077724005189220One must also evaluate if the change is even worthwhile in the first place. Above only evaluates the change. Include: Cost, time required, employee's satisfaction with the nature of planned change, and managements views on ease of installation. 00One must also evaluate if the change is even worthwhile in the first place. Above only evaluates the change. Include: Cost, time required, employee's satisfaction with the nature of planned change, and managements views on ease of installation. 8001000845820Evaluating Effects Of Change Programs Employee reaction: Was participation worthwhile? Are they satisfied with program? Has job involvement and company loyalty improved? Employee Learning What new knowledge should have been learned? How widespread was the learning? Employee behaviour What changes in employee behaviour occurred? Can employees describe the new behaviour? Can managers and employees recognize the new behaviour? Organizational Outcomes Has productivity increased? Is absenteeism lower? Has turnover been reduced? Have grievance rates declined? Has customer satisfaction improved? 00Evaluating Effects Of Change Programs Employee reaction: Was participation worthwhile? Are they satisfied with program? Has job involvement and company loyalty improved? Employee Learning What new knowledge should have been learned? How widespread was the learning? Employee behaviour What changes in employee behaviour occurred? Can employees describe the new behaviour? Can managers and employees recognize the new behaviour? Organizational Outcomes Has productivity increased? Is absenteeism lower? Has turnover been reduced? Have grievance rates declined? Has customer satisfaction improved? 7772400137160Organization benefits most thru developing a "profile" of program outcomes to measure gains/losses based on below: 00Organization benefits most thru developing a "profile" of program outcomes to measure gains/losses based on below: 7406640-45720007406640-45720001737360-457200041148001417320 Checking the soundness of the programs goals or the quality of the implementation process Often everyone so happy to do it, they do not check it Anecdotal success is when we assume it was good based on feeling of employees that it was Change programs happen due to pursuit of latest fad (overweight with fad diet) -Check! The steering committee has responsibility for designing the measurement tools and employing them 00 Checking the soundness of the programs goals or the quality of the implementation process Often everyone so happy to do it, they do not check it Anecdotal success is when we assume it was good based on feeling of employees that it was Change programs happen due to pursuit of latest fad (overweight with fad diet) -Check! The steering committee has responsibility for designing the measurement tools and employing them 5943600-45720005577840137160Evaluation 00Evaluation 1737360-45720004480560-228600005029200-685800Occurs when action plan implemented. To be successful, firm must have model to explain and employee supported plan for adopting 00Occurs when action plan implemented. To be successful, firm must have model to explain and employee supported plan for adopting 3840480-594360Changing 00Changing 1280160228600Carry-Over 00Carry-Over -62865777240 Essentially transfer of learning Ensure: Elements in change process correspond to specific features of the work environment Change perceived to be immediately useful in work (introduce them to situations in which new behaviours are demanded) Changed attitudes or behaviours are supported by others in the work environment Users should be motivated to use new learned behaviours Behaviours must be reinforced by all Change and behaviours must be understood and valued by mgmt Ensure people understand there is no turning back Consider use of "assignments" that extend learning to the work setting. These involve manager/employee teams responsible for implementing action plans developed in the learning site. They bridge the gap between the 'learning environment' and 'work environment'. Note: Motorola estimates they receive 30,000 bucks back over a three year period for every 1000 bucks spent on training (9/20) 00 Essentially transfer of learning Ensure: Elements in change process correspond to specific features of the work environment Change perceived to be immediately useful in work (introduce them to situations in which new behaviours are demanded) Changed attitudes or behaviours are supported by others in the work environment Users should be motivated to use new learned behaviours Behaviours must be reinforced by all Change and behaviours must be understood and valued by mgmt Ensure people understand there is no turning back Consider use of "assignments" that extend learning to the work setting. These involve manager/employee teams responsible for implementing action plans developed in the learning site. They bridge the gap between the 'learning environment' and 'work environment'. Note: Motorola estimates they receive 30,000 bucks back over a three year period for every 1000 bucks spent on training (9/20) 79552802377440Unfreezing (Diagnosis, Resistance) Moving (Carry over, Evaluation) Refreezing (Instituionalization, Diffusion) 00Unfreezing (Diagnosis, Resistance) Moving (Carry over, Evaluation) Refreezing (Instituionalization, Diffusion) 7955280182880What good (planned) change looks like: It focuses on a whole organizational unit (work group, department, division, entire organization Based on behavioural science knowledge (micro and macro) Not associated with business planning or forecasting Involves creation and reinforcement of managed organizational change It uses strategy, structure and process changes in organization Primary goal of improving organizational effectiveness 00What good (planned) change looks like: It focuses on a whole organizational unit (work group, department, division, entire organization Based on behavioural science knowledge (micro and macro) Not associated with business planning or forecasting Involves creation and reinforcement of managed organizational change It uses strategy, structure and process changes in organization Primary goal of improving organizational effectiveness 55778401828800042062402034540004206240891540 Institutionalization throughout firm Normally change programs started small and spreads after/during early success Not guaranteed Less likely if: Low support from top management "it won't work here" syndrome (steering committee can assist here) becoming preoccupied with diffusing a particular technique at cost of goals which can be adapted to other work units No rewards provided for successful mgmt of change (measures performance the old way & does not recognize the employees who did what they were told. labour undermines the program because it believes the program will weaken its power (place labour reps on steering committee) Concern that successful non-unionized locations will diffuse to unionized Conflict between operating characteristics of the work unit undergoing the change and the bureaucratic machinery elsewhere in org. 00 Institutionalization throughout firm Normally change programs started small and spreads after/during early success Not guaranteed Less likely if: Low support from top management "it won't work here" syndrome (steering committee can assist here) becoming preoccupied with diffusing a particular technique at cost of goals which can be adapted to other work units No rewards provided for successful mgmt of change (measures performance the old way & does not recognize the employees who did what they were told. labour undermines the program because it believes the program will weaken its power (place labour reps on steering committee) Concern that successful non-unionized locations will diffuse to unionized Conflict between operating characteristics of the work unit undergoing the change and the bureaucratic machinery elsewhere in org. 1554480182880002926080-457200Re-freezing When newly developed behaviours, work designs, organizational structures, processes adopted permanently. Evaluation of success & transplant to other units/subsidiaries 00Re-freezing When newly developed behaviours, work designs, organizational structures, processes adopted permanently. Evaluation of success & transplant to other units/subsidiaries 5212080365760Diffusion 00Diffusion 914400365760Institutionalization 00Institutionalization 15544801828800034747200001828802103120Less likely if: Evaluation not conducted Not multi-level (lower, middle, upper management issues Not multi-method (address ind/job characteristics, group processes, and organizational design issues) Takes too long Does not involve external constituencies Promised rewards not provided Employee expectations not met (ex. no increase in promotion rate) New members not exposed to program Ignores organizational culture Key "idea champions" leave Environmental factors cause abondoning 00Less likely if: Evaluation not conducted Not multi-level (lower, middle, upper management issues Not multi-method (address ind/job characteristics, group processes, and organizational design issues) Takes too long Does not involve external constituencies Promised rewards not provided Employee expectations not met (ex. no increase in promotion rate) New members not exposed to program Ignores organizational culture Key "idea champions" leave Environmental factors cause abondoning 182880914400 Making the plan permanent When achieved, it is part of operations in spite of managerial succession, attrition, or other alterations. 00 Making the plan permanent When achieved, it is part of operations in spite of managerial succession, attrition, or other alterations. 7498080-5486400013716003108960Organizational culture & relate to mission, strategic plan & goals. Roles of founder in culture Features of strong org culture Competitive advantage – strategy – culture relationship Organizational life cycle Planned change (phases and problems) Diagnosis (multi method & multi level) Methods for each phase of change Three OD change processes Factors which contribute to sustaining/absorption of change 00Organizational culture & relate to mission, strategic plan & goals. Roles of founder in culture Features of strong org culture Competitive advantage – strategy – culture relationship Organizational life cycle Planned change (phases and problems) Diagnosis (multi method & multi level) Methods for each phase of change Three OD change processes Factors which contribute to sustaining/absorption of change 6492240137160000-548640137160000228600160020Other OD Professionals 2 Schools of thought Assumptions of Change Agents Employees: Growth seeking & desire self-fulfillment Can assume delegated authority Try to contribute to organizational goals Organization: Desires open and honest communications Can benefit from improved trust & coop Change agents should be less assertive in their assumptions and focus instead on helping: Firm generate valid data on current operations Employees clarify their desired outcomes Firm make strategic choices using diagnosis Change Agents 00Other OD Professionals 2 Schools of thought Assumptions of Change Agents Employees: Growth seeking & desire self-fulfillment Can assume delegated authority Try to contribute to organizational goals Organization: Desires open and honest communications Can benefit from improved trust & coop Change agents should be less assertive in their assumptions and focus instead on helping: Firm generate valid data on current operations Employees clarify their desired outcomes Firm make strategic choices using diagnosis Change Agents 91440000 72523355260340Goals 00Goals 77724005193665 Develop methods for DM and goal setting Conflict resolution Enhance relationship btw group mgr and members Solving product / service problems Integration of new mbrs into groups Clarifying job requirements/work expectations Attacking org and departmental coordination problems 00 Develop methods for DM and goal setting Conflict resolution Enhance relationship btw group mgr and members Solving product / service problems Integration of new mbrs into groups Clarifying job requirements/work expectations Attacking org and departmental coordination problems 77724003145790 Unfreeze you: off site workshops prepare mbrs to accept change Look @ you: data collection, questionnaires, measure culture, leadership & satisfaction Look @ yourself: data confrontation. Change agents present above data, work groups develop recommended changes Plan: Work groups develop plans to initiate changes Team building: Groups deal with barriers to effective group problem solving (teamwork solutions) Intergroup Team Building: teams with interdependent goals seek collaboration 00 Unfreeze you: off site workshops prepare mbrs to accept change Look @ you: data collection, questionnaires, measure culture, leadership & satisfaction Look @ yourself: data confrontation. Change agents present above data, work groups develop recommended changes Plan: Work groups develop plans to initiate changes Team building: Groups deal with barriers to effective group problem solving (teamwork solutions) Intergroup Team Building: teams with interdependent goals seek collaboration 8229600-579120008753475-276860Variation to address transfer of learning (carry over) considerations assoc with T Groups. This is an important feature of changing and refreezing stages of planned change 00Variation to address transfer of learning (carry over) considerations assoc with T Groups. This is an important feature of changing and refreezing stages of planned change 7772400-229235Team Building 00Team Building 7772400205740Procedure: 00Procedure: 33832802034540003383280662940007223760-160020007223760-160020006858000240030000-548640-525780Origin of the OD field. Focus on “here and now”. The most personalized and penetrates most deeply into org 00Origin of the OD field. Focus on “here and now”. The most personalized and penetrates most deeply into org 35947354434840 Anxiety/negative feedback can damage members and group effectiveness Little validation for DM, productivity, efficiency etc. Group effect temporary, little impact on culture High risk of ineffective carry over (transfer of learning) 00 Anxiety/negative feedback can damage members and group effectiveness Little validation for DM, productivity, efficiency etc. Group effect temporary, little impact on culture High risk of ineffective carry over (transfer of learning) 37090354206240Problems 00Problems 35947353088640 Personal styles & feelings of others How other perceive themselves Group processes and member influence Ability to diagnose group effectiveness Group involvement and satisfaction 00 Personal styles & feelings of others How other perceive themselves Group processes and member influence Ability to diagnose group effectiveness Group involvement and satisfaction 37090352834640Goals: (Understanding of:) 00Goals: (Understanding of:) 7372355374640007372355603240if seeking deeper personal knowledge Ex. AA Encounter Group 00if seeking deeper personal knowledge Ex. AA Encounter Group -5200652860040Procedure: 00Procedure: -5200653088640 Begin in unstructured manner Facilitator states objective: to learn about themselves and group processes Small talk begins and peters off (group going nowhere) Frustration leads to establishment of leader "announces" agenda More frustration resulting from ambiguity, leader loses influence Hostility directed at facilitator (why not helping out?) Facilitator: uses process of frustration ventilation to focus on origins of hostility encourages feedback about interpersonal styles and perceptions of others in the group Sustained level of anxiety necessary to cause change (significant emotional event) 00 Begin in unstructured manner Facilitator states objective: to learn about themselves and group processes Small talk begins and peters off (group going nowhere) Frustration leads to establishment of leader "announces" agenda More frustration resulting from ambiguity, leader loses influence Hostility directed at facilitator (why not helping out?) Facilitator: uses process of frustration ventilation to focus on origins of hostility encourages feedback about interpersonal styles and perceptions of others in the group Sustained level of anxiety necessary to cause change (significant emotional event) 16516352402840Pioneered by Kurt Lewin Navy and MIT in 40s T - Group 00Pioneered by Kurt Lewin Navy and MIT in 40s T - Group 1994535217424000930973510312400082810354597401 001 7709535-283210007709535-3022600071380358597900019945352174240008281035688340Interpersonal and Group Methods 00Interpersonal and Group Methods 4394835459740Classified as: Interpersonal and group (origin of OD) System wide process changes Grid OD Note: large change can include methods from all three. 00Classified as: Interpersonal and group (origin of OD) System wide process changes Grid OD Note: large change can include methods from all three. 416623591694000210883525400051435231140Characteristics: Strong emphasis on interpersonal & group processes incl: Managerial styles Work group problem solving Application of behavioural science Distinguished from other change strategies that are functionally oriented (accounting, marketing) Assumption that all org change affects employee behaviour Use of change agents 00Characteristics: Strong emphasis on interpersonal & group processes incl: Managerial styles Work group problem solving Application of behavioural science Distinguished from other change strategies that are functionally oriented (accounting, marketing) Assumption that all org change affects employee behaviour Use of change agents 51435-3403609 Methods of Change in Organizational Development 009 Methods of Change in Organizational Development 4394835-454660Defn: System wide application of behavioural science to the planned development and reinforcement of organizational strategies, structures and processes for improving effectiveness. 00Defn: System wide application of behavioural science to the planned development and reinforcement of organizational strategies, structures and processes for improving effectiveness. 35947355146040Note: The depth of the intervention refers to how personal and behavioural focused it is. (As opposed to impersonal and organizationally focused). You cannot get too much depth out of an off the shelf program, is should be customized. If change is broad, use several methods. A successful combination may have 1) all employees participating in goal setting, DM and job redesign 2) employee empowerment thru self directed teams 3) company delayered 00Note: The depth of the intervention refers to how personal and behavioural focused it is. (As opposed to impersonal and organizationally focused). You cannot get too much depth out of an off the shelf program, is should be customized. If change is broad, use several methods. A successful combination may have 1) all employees participating in goal setting, DM and job redesign 2) employee empowerment thru self directed teams 3) company delayered 1079563562890400082810356289040007938135548894000793813544602400067475105136515Concern for people 00Concern for people 87953856127115Concern for production 00Concern for production 78238356174740low 00low 107956356174740high 00high 77381103564890high 00high 8281035354584000828103560604400083953355603240Minimum effort to meet required work, membership 00Minimum effort to meet required work, membership 82810355374640Impoverished Management 00Impoverished Management 101098355374640Authority - Obedience 00Authority - Obedience 98812355603240Efficiency thru arranging work with minimum human interference 00Efficiency thru arranging work with minimum human interference 88525354688840Adequate performance thru balance of necessity of work, maintaining employee morale 00Adequate performance thru balance of necessity of work, maintaining employee morale 87382354460240Organizational Man Management 00Organizational Man Management 77095353545840 00 99955353888740Committed people, common stake, all for one & one for all 00Committed people, common stake, all for one & one for all 82810353888740Attn to needs of people & relationships> friendly work environment 00Attn to needs of people & relationships> friendly work environment 82810353660140Country Club Management 00Country Club Management 99955353660140Team Management 00Team Management 41662353526790Problems: Due to cookie cutter pre package process, it may not be suitable for all firms Many firms do not finish (change of mgmt etc - long process) Due to length and many changes taking place it is hard to establish ROI on any particular initiative 00Problems: Due to cookie cutter pre package process, it may not be suitable for all firms Many firms do not finish (change of mgmt etc - long process) Due to length and many changes taking place it is hard to establish ROI on any particular initiative 40328851374140 Removal of communications barriers (get the organization 'tuned up') Grid Seminar. Structured team building activity, encourages unfreezing by having personnel diagnose own managerial styles. Top mgrs usually attend first (top down approach) Intra-group development. Analysis of group DM (capabilities and obstacles) to improve team DM Inter-group development. Work groups with high co-ord needs work thru structured activities to isolate, defeat barriers (inter group coordination) Foster better planning and goal setting (now that it is tuned up - seek improvement in other areas) Develop ideal strategic model. Developed by top mgmt, deepens understanding of coordination issues and seeks vision pertaining to $ goals, structural design, employee satisfaction. Gap analysis and interventions. Attaining the model. Close the gap (performance interventions) Evaluation. Stabilization and process critique. Use of quantitative data to eval (project teams and independent third parties) 00 Removal of communications barriers (get the organization 'tuned up') Grid Seminar. Structured team building activity, encourages unfreezing by having personnel diagnose own managerial styles. Top mgrs usually attend first (top down approach) Intra-group development. Analysis of group DM (capabilities and obstacles) to improve team DM Inter-group development. Work groups with high co-ord needs work thru structured activities to isolate, defeat barriers (inter group coordination) Foster better planning and goal setting (now that it is tuned up - seek improvement in other areas) Develop ideal strategic model. Developed by top mgmt, deepens understanding of coordination issues and seeks vision pertaining to $ goals, structural design, employee satisfaction. Gap analysis and interventions. Attaining the model. Close the gap (performance interventions) Evaluation. Stabilization and process critique. Use of quantitative data to eval (project teams and independent third parties) 6071235-226060006052185574040006452235345440006909435-340360General Comprehensive, long term effort (up to several years), changes entire organization. (Robert Blake & Jane Mouton of Scientific Methods) Assumption: change only achieved if concern for high performance & psychologically healthy work environment. Considered a pre-packaged program since it follows diagnostic 6 step procedure. 00General Comprehensive, long term effort (up to several years), changes entire organization. (Robert Blake & Jane Mouton of Scientific Methods) Assumption: change only achieved if concern for high performance & psychologically healthy work environment. Considered a pre-packaged program since it follows diagnostic 6 step procedure. 5652135231140Grid OD 00Grid OD -862965-283210001965960-22606000196596057404000394335802640General: Similar to Team building in that really looking at self awareness/examination, although process slightly different Uses survey feedback method to assist workers in determining interventions. Can be done by change agent (survey customized) or off shelf (Survey of Organizations). Despite name, it is more than just feedback but also the team building inherent in process. Biggest problem encountered is mechanical application 00General: Similar to Team building in that really looking at self awareness/examination, although process slightly different Uses survey feedback method to assist workers in determining interventions. Can be done by change agent (survey customized) or off shelf (Survey of Organizations). Despite name, it is more than just feedback but also the team building inherent in process. Biggest problem encountered is mechanical application 3943353317240 Data collection: Steering committee + Change agent = organizational survey and interview procedure to be given to employees Pilot, modify, then administer the survey Analysis: Change agent off site (confidentiality) Feedback: (Cascaded) Steering committee, top management, division mgrs, teams, individuals Courses of Action: appropriate levels make plans to address issues Staffing: plans presented to top management with recommended priorities Implementation: Steering committee + Change agent assist work units Evaluation: employee reactions, learning, behavioural and org outcomes Procedure 00 Data collection: Steering committee + Change agent = organizational survey and interview procedure to be given to employees Pilot, modify, then administer the survey Analysis: Change agent off site (confidentiality) Feedback: (Cascaded) Steering committee, top management, division mgrs, teams, individuals Courses of Action: appropriate levels make plans to address issues Staffing: plans presented to top management with recommended priorities Implementation: Steering committee + Change agent assist work units Evaluation: employee reactions, learning, behavioural and org outcomes Procedure 96583525402 002 965835231140System Wide Process Change 00System Wide Process Change