SEU Organization Design and Development Worksheet
Description
Course Learning Outcomes:
Describe the basic steps of the organizational development process
Evaluate the strategic role of change in the organization and its impact on organizational performance
Assignment Instructions:
Please read Chapters 2, 3 and 4 in your textbook “Organization development and change.” (10th ed.) by Cummings, T., & Worley, C.
Please read the case study entitled as “Contracting for Success: Scoping Large Organizational Change Efforts.” available in the textbook “Cases and Exercises in Organization Development & Change” 12th edition by D. Anderson and answer the following questions:
Case Study Questions:
1. Discuss the critical success factors for Valley Medical Center. (1.5 Mark)
2. As an OD practitioner, what are the steps you would take as you begin the entry and contracting phase? (1.5 Marks).
3. Valley Medical Center is experiencing a great deal of change. What recommendations would you make to help them more effectively handle the change they are experiencing? (2 Marks)
Discussion Questions:
4. Compare Lewin’s model of planned change to other available models in Chapter Two. The comparison should focus on the evaluation of Lewin’s model in terms of strengths and weakness. Use at least two scholarly peer-reviewed references to support your answer. (3 Marks)
5. Empathy is one of the key issues that could face an OD practitioner in the process of entering and contracting. Discuss the issue of ‘empathy’ in the context of a hypothical company. (2 Marks)
Unformatted Attachment Preview
المملكة العربية السعودية
وزارة التعليم
الجامعة السعودية اإللكترونية
Kingdom of Saudi Arabia
Ministry of Education
Saudi Electronic University
College of Administrative and Financial Sciences
Assignment 1
Organization Design and Development (MGT 404)
Due Date: 12/03/2022 @ 23:59
Course Name: Organization Design and
Development
Course Code: MGT404
Student’s Name:
Semester: Second
CRN:
Student’s ID Number:
Academic Year:2021-22-2nd
For Instructor’s Use only
Instructor’s Name: Lujain Miralam
Students’ Grade:
Marks Obtained/Out of 10
Level of Marks: High/Middle/Low
General Instructions – PLEASE READ THEM CAREFULLY
•
•
•
•
•
•
•
•
The Assignment must be submitted on Blackboard (WORD format only) via allocated
folder.
Assignments submitted through email will not be accepted.
Students are advised to make their work clear and well presented, marks may be reduced
for poor presentation. This includes filling your information on the cover page.
Students must mention question number clearly in their answer.
Late submission will NOT be accepted.
Avoid plagiarism, the work should be in your own words, copying from students or other
resources without proper referencing will result in ZERO marks. No exceptions.
All answered must be typed using Times New Roman (size 12, double-spaced) font. No
pictures containing text will be accepted and will be considered plagiarism).
Submissions without this cover page will NOT be accepted.
Department of Business Administration
Organization Design and Development- MGT 404
Assignment 1, Total Marks: 10
Course Learning Outcomes:
• Describe the basic steps of the organizational development process
• Evaluate the strategic role of change in the organization and its impact on
organizational performance
Assignment Instructions:
• Please read Chapters 2, 3 and 4 in your textbook “Organization development
and change.” (10th ed.) by Cummings, T., & Worley, C.
• Please read the case study entitled as “Contracting for Success: Scoping
Large Organizational Change Efforts.” available in the textbook “Cases
and Exercises in Organization Development & Change” 12th edition by D.
Anderson and answer the following questions:
Case Study Questions:
1. Discuss the critical success factors for Valley Medical Center. (1.5 Mark)
2. As an OD practitioner, what are the steps you would take as you begin the entry
and contracting phase? (1.5 Marks).
3. Valley Medical Center is experiencing a great deal of change. What
recommendations would you make to help them more effectively handle the change
they are experiencing? (2 Marks)
Discussion Questions:
4. Compare Lewin’s model of planned change to other available models in Chapter
Two. The comparison should focus on the evaluation of Lewin’s model in terms of
strengths and weakness. Use at least two scholarly peer-reviewed references to
support your answer. (3 Marks)
5. Empathy is one of the key issues that could face an OD practitioner in the process
of entering and contracting. Discuss the issue of ‘empathy’ in the context of a
hypothical company. (2 Marks)
Answers:
Case Study Questions:
A.1
A.2
A.3
Discussion Questions:
A.4
A.5
CHAPTER
4
Entering and
Contracting
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
◆ Describe the issues associated with entering
into an OD process.
◆ Describe the issues associated with
contracting for an OD process.
2
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Organization Environments and Inputs
◆
Clarifying the Organizational Issue
◆
◆
◆
Determining the Relevant Client
◆
◆
◆
Presenting problem
Symptoms
Working power and authority
Multiple clients — multiple contracts
Selecting a Consultant
◆
Expertise and experience
3
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Elements of an Effective OD Proposal
Elements
Description
Goals of proposed
project
Descriptive, clear, and concise goals to be
achieved
Proposed process or
action plan
Description of (1) diagnosis, (2) data analysis
process, (3) feedback process, and (4) actionplanning process
Roles and responsibilities What will various leaders, including the OD
Fees, terms, and
practitioner, be held accountable for?
conditions
Recommended
Interventions
Provide change strategies, including
education/training, political influence,
structural interventions, and confrontation of
resistance.
Fees, terms, and
conditions
Outline fees and expenses associated with the
project
4
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Elements of an Effective Contract
◆
Mutual expectations are clear
◆
◆
◆
◆
Time and Resources
◆
◆
◆
Outcomes and deliverables
Publishing cases and results
Involvement of stakeholders
Access to client, managers, members
Access to information
Ground Rules
◆
Confidentiality
5
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Interpersonal Issues in Entering & Contracting
◆
Client Issues
◆
◆
◆
◆
Exposed and Vulnerable
Inadequate
Fear of losing control
OD Practitioner Issues
◆
◆
◆
◆
Empathy
Worthiness and Competency
Dependency
Over identification
6
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
CHAPTER
2
The Nature of Planned
Change
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
◆ Describe and compare three major theories
of planned change.
◆ Introduce a general model of planned
change that will be used to organize the
material presented in the book.
◆ Explain how planned change can be
adopted to fit different contexts.
◆ Critique the practicee of planned change.
2
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Lewin’s Planned Change
3
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Action Research Cycle
Identify
the
Problem
Gather
Data
Next
Steps
Interpret
Data
Evaluate
Results
Act on
Evidence
4
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Positive Model
Initiate the Inquiry
Inquire into Best Practices
Discover Themes
Envision a Preferred Future
Design and Deliver Ways to Create
the Future
5
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
4 D Appreciative Inquiry Model
Topic
Design
Discover
Positive
Core
Destiny
Dream
6
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Comparison of Planned Change Models
◆
Similarities
◆
◆
◆
◆
◆
Change preceded by diagnosis or preparation
Apply behavioral science knowledge
Stress involvement of organization members
Recognize the role of a consultant
Differences
◆
◆
◆
General vs. specific activities
Centrality of consultant role
Problem-solving vs. social constructionism
7
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
General Model of Planned Change
Entering
and
Contracting
Diagnosing
Planning
and
Implementing
Change
Evaluating
and
Institutionalizing
Change
8
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Different Types of Planned Change
◆
Magnitude of Change
◆
◆
◆
Degree of Organization
◆
◆
◆
Incremental
Quantum
Overorganized
Underorganized
Domestic vs. International Settings
9
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Critique of Planned Change
◆
Conceptualization of Planned Change
◆
◆
◆
◆
Change in not linear
Change is not rational
The relationship between change and
performance is unclear
Practice of Planned Change
◆
◆
Limited consulting skills and focus
Quick fixes vs. development approaches
10
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
CHAPTER
3
The Organization
Development Practitioner
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
◆ Discuss the roles and characteristics of OD
practitioners.
◆ Describe the competencies required of
effective OD practitioners.
◆ Compare the internal versus external OD
practitioner.
◆ Understand the values and ethics guiding
the practice of OD.
2
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The Organization Development Practitioner
Internal and External Consultants
◆ Professionals from other disciplines who
apply OD practices (e.g., TQM managers,
IT/IS managers, compensation and benefits
managers)
◆ Managers and Administrators who apply
OD from their line or staff positions
◆
3
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Competencies of an OD Practitioner
◆
Intrapersonal Skills
◆
◆
Interpersonal Skills
◆
◆
Ability to work with others and groups
General Consultation Skills
◆
◆
Self-awareness
Ability to manage consulting process
Organization Development Theory
◆
Knowledge of change processes
4
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Role of OD Professional Positions
◆
Position
◆
◆
Marginality
◆
◆
Ability to straddle boundaries
Emotional Demands
◆
◆
Internal vs. external
Emotional intelligence
Use of Knowledge and Experience
5
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Client Versus Consultant Knowledge
Use of Consultant’s
Knowledge and
Experience
Plans Implementation
Recommends/prescribes
Proposes criteria
Feeds back data
Probes and gathers data
Clarifies and interprets
Use of Client’s
Knowledge and
Experience
Listens and reflects
Refuses to become involved
6
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Professional Ethics
Ethical Guidelines
◆ Ethical Dilemmas
◆
◆
◆
◆
◆
◆
Misrepresentation
Misuse of data
Coercion
Value and goal conflicts
Technical ineptness
7
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Model of Ethical Dilemmas
Antecedents
Values
Goals
Needs
Abilities
Role of
the
Change
Agent
Role of
the
Client
System
Process
Role Episode
• Role conflict
• Role ambiguity
Consequences
Ethical Dilemmas
• Misrepresentation
• Misuse of data
• Coercion
• Value and goal
conflict
• Technical
ineptness
8
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
CHAPTER
1
General Introduction to
Organization Development
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
◆ Define and describe the practice and study
of organization development (OD).
◆ Describe the history and relevance of OD.
◆ Distinguish OD and planned change from
other forms of organization change.
2
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Burke’s Definition of OD
OD is a planned process of change in an
organization’s culture through the utilization
of behavioral science technology, research,
and theory.
3
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
French’s Definition of OD
OD refers to a long-range effort to improve
an organization’s problem-solving
capabilities and its ability to cope with
changes in its external environment with the
help of external or internal behavioralscientist consultants.
4
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Beckhard’s Definition of OD
OD is an effort (1) planned, (2) organizationwide, and (3) managed from the top, to (4)
increase organization effectiveness and health
through (5) planned interventions in the
organization’s “processes,” using behavioral
science knowledge.
5
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Beer’s Definition of OD
OD is a system-wide process of data collection,
diagnosis, action planning, intervention, and evaluation
aimed at:
(1) Enhancing congruence between organizational
structure, process, strategy, people, and culture
(2) Developing new and creative organizational
solutions
(3) Developing the organization’s self-renewing
capacity. It occurs through collaboration of
organizational members working with a change
agent using behavioral science theory, research, and
technology
6
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Organization Development is…
a system-wide application and transfer of
behavioral science knowledge to the planned
development, improvement, and
reinforcement of the strategies, structures,
and processes that lead to organization
effectiveness.
7
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Five Stems of OD Practice
Laboratory Training
Normative Approaches
Quality of Work Life
Strategic Change
1950
1960
1970
1980
1990
2000
Current Practice
Action Research/Survey Feedback
Today
8
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Overview of the Book
Part 1: Overview of the Book
The Nature of Planned Change
(Chapter 2)
The OD Practitioner
(Chapter 3)
Part 2: The Process of Organization Development
Entering &
Contracting
(Chapter 4)
Diagnosing
(Chapter 5)
Collecting, Analyzing, and
Feeding Back Diagnostic
Information (Chapter 6)
Designing
Interventions
(Chapter 7)
Managing Change
(Chapter 8)
Evaluating and
Institutionalizing OD
Interventions
(Chapter 9)
9
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Overview of the Book
Part 3:
Human Process
Interventions
Part 4:
Technostructural
Interventions
Interpersonal and
Group Process
Approaches
(Chapter 10)
Restructuring
Organizations
(Chapter 12)
Organization
Process Approaches
(Chapter 11)
Employee
Involvement
(Chapter 13)
Work Design
(Chapter 14)
Part 5:
Human Resource
Management
Interventions
Part 6:
Strategic Change
Interventions
Transformational
Change
(Chapter 18)
Performance
Management
(Chapter 15)
Developing Talent
(Chapter 16)
Continuous Change
(Chapter 19)
Managing Workforce
Diversity and
Wellness
(Chapter 17)
Transorganizational
Change
(Chapter 20)
Part 7: Special Applications of Organization Development
Organization Development
for Economic, Ecological
and Social Outcomes
(Chapter 21)
OD in Health Care,
School Systems, the Public
Sector, and Family-Owned
Businesses
(Chapter 22)
Future Directions
in Organization Development
(Chapter 23)
10
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Purchase answer to see full
attachment
وزارة التعليم
الجامعة السعودية اإللكترونية
Kingdom of Saudi Arabia
Ministry of Education
Saudi Electronic University
College of Administrative and Financial Sciences
Assignment 1
Organization Design and Development (MGT 404)
Due Date: 12/03/2022 @ 23:59
Course Name: Organization Design and
Development
Course Code: MGT404
Student’s Name:
Semester: Second
CRN:
Student’s ID Number:
Academic Year:2021-22-2nd
For Instructor’s Use only
Instructor’s Name: Lujain Miralam
Students’ Grade:
Marks Obtained/Out of 10
Level of Marks: High/Middle/Low
General Instructions – PLEASE READ THEM CAREFULLY
•
•
•
•
•
•
•
•
The Assignment must be submitted on Blackboard (WORD format only) via allocated
folder.
Assignments submitted through email will not be accepted.
Students are advised to make their work clear and well presented, marks may be reduced
for poor presentation. This includes filling your information on the cover page.
Students must mention question number clearly in their answer.
Late submission will NOT be accepted.
Avoid plagiarism, the work should be in your own words, copying from students or other
resources without proper referencing will result in ZERO marks. No exceptions.
All answered must be typed using Times New Roman (size 12, double-spaced) font. No
pictures containing text will be accepted and will be considered plagiarism).
Submissions without this cover page will NOT be accepted.
Department of Business Administration
Organization Design and Development- MGT 404
Assignment 1, Total Marks: 10
Course Learning Outcomes:
• Describe the basic steps of the organizational development process
• Evaluate the strategic role of change in the organization and its impact on
organizational performance
Assignment Instructions:
• Please read Chapters 2, 3 and 4 in your textbook “Organization development
and change.” (10th ed.) by Cummings, T., & Worley, C.
• Please read the case study entitled as “Contracting for Success: Scoping
Large Organizational Change Efforts.” available in the textbook “Cases
and Exercises in Organization Development & Change” 12th edition by D.
Anderson and answer the following questions:
Case Study Questions:
1. Discuss the critical success factors for Valley Medical Center. (1.5 Mark)
2. As an OD practitioner, what are the steps you would take as you begin the entry
and contracting phase? (1.5 Marks).
3. Valley Medical Center is experiencing a great deal of change. What
recommendations would you make to help them more effectively handle the change
they are experiencing? (2 Marks)
Discussion Questions:
4. Compare Lewin’s model of planned change to other available models in Chapter
Two. The comparison should focus on the evaluation of Lewin’s model in terms of
strengths and weakness. Use at least two scholarly peer-reviewed references to
support your answer. (3 Marks)
5. Empathy is one of the key issues that could face an OD practitioner in the process
of entering and contracting. Discuss the issue of ‘empathy’ in the context of a
hypothical company. (2 Marks)
Answers:
Case Study Questions:
A.1
A.2
A.3
Discussion Questions:
A.4
A.5
CHAPTER
4
Entering and
Contracting
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
◆ Describe the issues associated with entering
into an OD process.
◆ Describe the issues associated with
contracting for an OD process.
2
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Organization Environments and Inputs
◆
Clarifying the Organizational Issue
◆
◆
◆
Determining the Relevant Client
◆
◆
◆
Presenting problem
Symptoms
Working power and authority
Multiple clients — multiple contracts
Selecting a Consultant
◆
Expertise and experience
3
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Elements of an Effective OD Proposal
Elements
Description
Goals of proposed
project
Descriptive, clear, and concise goals to be
achieved
Proposed process or
action plan
Description of (1) diagnosis, (2) data analysis
process, (3) feedback process, and (4) actionplanning process
Roles and responsibilities What will various leaders, including the OD
Fees, terms, and
practitioner, be held accountable for?
conditions
Recommended
Interventions
Provide change strategies, including
education/training, political influence,
structural interventions, and confrontation of
resistance.
Fees, terms, and
conditions
Outline fees and expenses associated with the
project
4
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Elements of an Effective Contract
◆
Mutual expectations are clear
◆
◆
◆
◆
Time and Resources
◆
◆
◆
Outcomes and deliverables
Publishing cases and results
Involvement of stakeholders
Access to client, managers, members
Access to information
Ground Rules
◆
Confidentiality
5
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Interpersonal Issues in Entering & Contracting
◆
Client Issues
◆
◆
◆
◆
Exposed and Vulnerable
Inadequate
Fear of losing control
OD Practitioner Issues
◆
◆
◆
◆
Empathy
Worthiness and Competency
Dependency
Over identification
6
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
CHAPTER
2
The Nature of Planned
Change
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
◆ Describe and compare three major theories
of planned change.
◆ Introduce a general model of planned
change that will be used to organize the
material presented in the book.
◆ Explain how planned change can be
adopted to fit different contexts.
◆ Critique the practicee of planned change.
2
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Lewin’s Planned Change
3
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Action Research Cycle
Identify
the
Problem
Gather
Data
Next
Steps
Interpret
Data
Evaluate
Results
Act on
Evidence
4
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Positive Model
Initiate the Inquiry
Inquire into Best Practices
Discover Themes
Envision a Preferred Future
Design and Deliver Ways to Create
the Future
5
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
4 D Appreciative Inquiry Model
Topic
Design
Discover
Positive
Core
Destiny
Dream
6
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Comparison of Planned Change Models
◆
Similarities
◆
◆
◆
◆
◆
Change preceded by diagnosis or preparation
Apply behavioral science knowledge
Stress involvement of organization members
Recognize the role of a consultant
Differences
◆
◆
◆
General vs. specific activities
Centrality of consultant role
Problem-solving vs. social constructionism
7
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
General Model of Planned Change
Entering
and
Contracting
Diagnosing
Planning
and
Implementing
Change
Evaluating
and
Institutionalizing
Change
8
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Different Types of Planned Change
◆
Magnitude of Change
◆
◆
◆
Degree of Organization
◆
◆
◆
Incremental
Quantum
Overorganized
Underorganized
Domestic vs. International Settings
9
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Critique of Planned Change
◆
Conceptualization of Planned Change
◆
◆
◆
◆
Change in not linear
Change is not rational
The relationship between change and
performance is unclear
Practice of Planned Change
◆
◆
Limited consulting skills and focus
Quick fixes vs. development approaches
10
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
CHAPTER
3
The Organization
Development Practitioner
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
◆ Discuss the roles and characteristics of OD
practitioners.
◆ Describe the competencies required of
effective OD practitioners.
◆ Compare the internal versus external OD
practitioner.
◆ Understand the values and ethics guiding
the practice of OD.
2
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The Organization Development Practitioner
Internal and External Consultants
◆ Professionals from other disciplines who
apply OD practices (e.g., TQM managers,
IT/IS managers, compensation and benefits
managers)
◆ Managers and Administrators who apply
OD from their line or staff positions
◆
3
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Competencies of an OD Practitioner
◆
Intrapersonal Skills
◆
◆
Interpersonal Skills
◆
◆
Ability to work with others and groups
General Consultation Skills
◆
◆
Self-awareness
Ability to manage consulting process
Organization Development Theory
◆
Knowledge of change processes
4
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Role of OD Professional Positions
◆
Position
◆
◆
Marginality
◆
◆
Ability to straddle boundaries
Emotional Demands
◆
◆
Internal vs. external
Emotional intelligence
Use of Knowledge and Experience
5
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Client Versus Consultant Knowledge
Use of Consultant’s
Knowledge and
Experience
Plans Implementation
Recommends/prescribes
Proposes criteria
Feeds back data
Probes and gathers data
Clarifies and interprets
Use of Client’s
Knowledge and
Experience
Listens and reflects
Refuses to become involved
6
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Professional Ethics
Ethical Guidelines
◆ Ethical Dilemmas
◆
◆
◆
◆
◆
◆
Misrepresentation
Misuse of data
Coercion
Value and goal conflicts
Technical ineptness
7
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Model of Ethical Dilemmas
Antecedents
Values
Goals
Needs
Abilities
Role of
the
Change
Agent
Role of
the
Client
System
Process
Role Episode
• Role conflict
• Role ambiguity
Consequences
Ethical Dilemmas
• Misrepresentation
• Misuse of data
• Coercion
• Value and goal
conflict
• Technical
ineptness
8
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CHAPTER
1
General Introduction to
Organization Development
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◆ Define and describe the practice and study
of organization development (OD).
◆ Describe the history and relevance of OD.
◆ Distinguish OD and planned change from
other forms of organization change.
2
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Burke’s Definition of OD
OD is a planned process of change in an
organization’s culture through the utilization
of behavioral science technology, research,
and theory.
3
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French’s Definition of OD
OD refers to a long-range effort to improve
an organization’s problem-solving
capabilities and its ability to cope with
changes in its external environment with the
help of external or internal behavioralscientist consultants.
4
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Beckhard’s Definition of OD
OD is an effort (1) planned, (2) organizationwide, and (3) managed from the top, to (4)
increase organization effectiveness and health
through (5) planned interventions in the
organization’s “processes,” using behavioral
science knowledge.
5
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Beer’s Definition of OD
OD is a system-wide process of data collection,
diagnosis, action planning, intervention, and evaluation
aimed at:
(1) Enhancing congruence between organizational
structure, process, strategy, people, and culture
(2) Developing new and creative organizational
solutions
(3) Developing the organization’s self-renewing
capacity. It occurs through collaboration of
organizational members working with a change
agent using behavioral science theory, research, and
technology
6
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Organization Development is…
a system-wide application and transfer of
behavioral science knowledge to the planned
development, improvement, and
reinforcement of the strategies, structures,
and processes that lead to organization
effectiveness.
7
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Five Stems of OD Practice
Laboratory Training
Normative Approaches
Quality of Work Life
Strategic Change
1950
1960
1970
1980
1990
2000
Current Practice
Action Research/Survey Feedback
Today
8
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Overview of the Book
Part 1: Overview of the Book
The Nature of Planned Change
(Chapter 2)
The OD Practitioner
(Chapter 3)
Part 2: The Process of Organization Development
Entering &
Contracting
(Chapter 4)
Diagnosing
(Chapter 5)
Collecting, Analyzing, and
Feeding Back Diagnostic
Information (Chapter 6)
Designing
Interventions
(Chapter 7)
Managing Change
(Chapter 8)
Evaluating and
Institutionalizing OD
Interventions
(Chapter 9)
9
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Overview of the Book
Part 3:
Human Process
Interventions
Part 4:
Technostructural
Interventions
Interpersonal and
Group Process
Approaches
(Chapter 10)
Restructuring
Organizations
(Chapter 12)
Organization
Process Approaches
(Chapter 11)
Employee
Involvement
(Chapter 13)
Work Design
(Chapter 14)
Part 5:
Human Resource
Management
Interventions
Part 6:
Strategic Change
Interventions
Transformational
Change
(Chapter 18)
Performance
Management
(Chapter 15)
Developing Talent
(Chapter 16)
Continuous Change
(Chapter 19)
Managing Workforce
Diversity and
Wellness
(Chapter 17)
Transorganizational
Change
(Chapter 20)
Part 7: Special Applications of Organization Development
Organization Development
for Economic, Ecological
and Social Outcomes
(Chapter 21)
OD in Health Care,
School Systems, the Public
Sector, and Family-Owned
Businesses
(Chapter 22)
Future Directions
in Organization Development
(Chapter 23)
10
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