Copyright 2003, Dr. Larry W. Long1 Chapter 12 Organizational Development by Dr. Larry W. Long.

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Copyright 2003, Dr. Larry W. Long 1 Chapter 12 Organizational Development by Dr. Larry W. Long
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Transcript of Copyright 2003, Dr. Larry W. Long1 Chapter 12 Organizational Development by Dr. Larry W. Long.

Page 1: Copyright 2003, Dr. Larry W. Long1 Chapter 12 Organizational Development by Dr. Larry W. Long.

Copyright 2003, Dr. Larry W. Long

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Chapter 12Organizational Development

by

Dr. Larry W. Long

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Organizational development (OD) is . . .

. . a popular term that refers to the management of change

. . a planned effort to monitor, modify, maintain & maximize effective human behavior in organizations

. . heavily dependent on communication effectiveness

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Development specialists . . .Must be able to differentiate

between . . . “problem” causes & symptoms “problems” that are & are not

communication based

Must understand link between theory practice

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Theoretical base provides . . . . . useful concepts for

examining development issues, e.g., systems theory, design, motivation patterns, role congruence, etc.

. . a framework & direction for practical application, e.g., subsystems, specialization vs. exchange, work vs. person, etc.

. . rationale for anticipating future needs

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Product or practice approach . . . . . tests usefulness of theory . . addresses “specifics” of

short, intermediate & long-run goals

. . targets specific behaviors or actions for development

. . facilitates communication with emphasis on tangible or “concrete” aspects of the organization and methods of accomplishing work

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5 steps of ODNeed AwarenessDiagnosis of NeedsSolution DesignsInterventionRe-evaluation

OrganizationalDevelopmentProcedures

forACME CORP.

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Step 1: need awareness Recognition of desirability to changeCommon stimulators of awareness

Unacceptable productivity Series of employee complaints High absenteeism Desire by management to change organization

Actions Gather background information Ask general questions Define, describe symptoms Seek causes

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Step 2: diagnosisBegin with theory base

concepts & variables, test with practical application

Evaluate more than 1 perspective; beware of OD specialist bias

No ‘correct’ perspectiveMust be specific and

concrete in identifying and articulating needs & goals

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Step 3: solution design

• 2 “cautions”no guaranteed solutionsavoid developing or having a favorite solution and then looking for a problem to go with it

• Avoid innovation bias“Sometimes, OD specialists may want to implement a new program, simply because many others are doing it!!”

I have the perfect solution for you!

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Solution implementation approaches

Individual Level individual training

programs counseling T-groups communication

performance appraisals

Collective Level team building observer intervention group-analysis survey confrontational meeting organizational design

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Step 4: interventionIntervention is often resisted because of --

Perceived ThreatSuspicionIntervention at the wrong levelToo much changeChange poorly explained

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Overcoming change resistance . . .

• Don’t be self-centered; be open to alternatives

• Intervene at proper level - specify your super-system & sub-systems before you start

• Allow employees to participate early in the process

• Design changes in small increments

• Monitor and adapt

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Step 5: re-evaluationBe proactiveRemain open to new problemsRemain open to new solutionsRecognize and handle potential problemsContinuous, ongoing Everyone can do development --

organizational members should monitor and adjust behaviors as the need arises

.

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Effective OD efforts . . .

. . flexible & adaptable. . are supportive diverse viewpoints. . are training models for others. . are simple enough to be used by

managers

who monitor the work area. . provide an inherent feedback mechanism

for the change target

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Principles for OD decision makers

• Avoid the assumption that all problems are the same

• Ensure adequate information is gathered

• Determine outcome goals before selecting development strategy

• Manage dysfunctional conflict• Maximize involvement &

participation of targeted employees during program development

• Communicate!

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Training principlesSessions should be skill oriented and

actively involve participantsUse multi-media presentations involving as

many of the participant’s senses as possible Prepare participants for training before

training session beginsObjectives must be tied to employee and

organization needs and goals

Lesson 1

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