Organizational Development Ppt
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Transcript of Organizational Development Ppt
7/28/2019 Organizational Development Ppt
http://slidepdf.com/reader/full/organizational-development-ppt 1/12
TRADITIONAL VS. NONTRADITIONALORGANIZATIONAL STRUCTURES
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ORGANIZATIONAL STRUCTUREThe arrangement of positions in an
organization and the authority andresponsibility relationships amongthem
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TRADITIONAL ORGANIZATIONSHave formally defined roles for the members
Stable and resistant to change
Work behavior tends to be regulated and kept within organizational guidelines and standards
Also called mechanistic or bureaucratic
structuresCharacterized by an authority hierarchy that is
represented in the organizational chart
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Chain of Command – number of authority levels in an organization
Span of Control – number of workers who
must report to a single supervisorTall organizational structure – long chain of command; narrow span of control
Flat organizational structure – short chain of command; wide span of control
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TRADITIONAL ORGANIZATIONAL
STRUCTURESBureaucracy – typified by a well-defined authority
hierarchy and strict rules governing work behavior
- establishes order in the work setting and increasesproductivity by reducing inefficiencies
Characteristics:
Specialization of labor; well-defined authority hierarchy;
formal rules and procedures; impersonality;employment decisions based on merit; and emphasison written records
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Line-staff organizational structure – composed of one group of employees who achieve the goals of the organization and another group who supportsthem
Line – employees engaged directly in tasks thataccomplish its goals
Staff – employees with work descriptions designed
to support the line
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NONTRADITIONAL
ORGANIZATIONAL STRUCTURES
Team organization – consisting of a team
of members organized around aparticular project or product
Project task force – workers who are
assembled temporarily to complete aspecific job or project
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CONTINGENCY MODELS OF ORGANIZATIONAL
STRUCTURE
Work technology – for maximal performanceorganizational structure needed to match the type of production technology (small batch production, massproduction, and continuous-process production)
External environment – the organization is affected by external factors
differentiation – complexity of an organization’s structure
that is based on the number of units, the orientations of managers, and the goals and interests of members
integration – the amount and quality of collaborationamong the division of an organization
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ORGANIZATIONAL CULTUREShared values, beliefs, assumptions, and patterns of
behavior within an organization.
SOCIETAL INFLUENCES1. Individualism vs. Collectivsm
2. Power distance
3. Masculinity vs. Femininity
4. Uncertainty avoidance
5. Long term vs. Short tem orientation
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ORGANIZATIONAL DEVELOPMENT
(OD)The process of assisting organizations in preparing
for and managing change.
Change agent-OD practitioner/ catalyst who helpsorganizations through the process of change
Action research-OD methodological model thatapplies social research methods to collecting
relevant organizational data that are used forsolving organizational problems
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ORGANIZATIONAL DEVELOPMENT
TECHNIQUESSurvey feedback – the consultant works with the
organization to develop and administer a survey instrument to collect data that are fed back toorganizational members and used as the starting pointfor change
T-groups – uses unstructured group interaction to assist workers in achieving insight into their ownmotivations and behavior patterns in dealing withother organizational members
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Team building – teams of workers discuss how to improve
team performance by analyzing group interactionProcess consultation – a consultant helps a client-
organization study its problems objectively and learn tosolve them
Management by objectives – goal-setting OD technique in which supervisors and subordinates jointly setperformance goals; at the end of the goal period, theirattainment is evaluated and new goals are set
Quality circles – small groups of volunteer employees fromthe same work area who meet regularly to solve work-related problems