4 Flashcards
These are methods for gathering, assessing, and disseminating
information on organizational activities. They monitor performance and control deviations from
goals.
Measurement Systems
These include mechanisms for selecting, developing, appraising,
and rewarding organization members, influencing their skills and behaviors.
Human Resource Systems
strategic orientation is composed of five major design components:
- strategy
- technology,
- structure
- measurement systems
- human resources systems
Consists of external forces influencing an organization’s effectiveness.
Uncertainty arises from social, technological, economic, ecological, and political/regulatory forces. These forces can affect the organization directly or indirectly through linkages between
external agents.
General Environment
Defined by five forces: supplier power, buyer power, threats of substitutes,
threats of entry, and rivalry among competitors. Strategic orientations must be sensitive to these
forces to ensure organizational success.
Task Environement
Powerful suppliers can increase prices or prioritize their needs over the
organization’s
Supplier Power
an force suppliers to lower prices or change delivery methods.
Buyer Power
New firms entering the market can reduce profits.
Threats of New Entry
New products or services can replace existing offerings.
Threats of Substitutes
Intense competition requires careful monitoring of product offerings,
costs, and structures.
Competitive Rivalry
are characterized by stability and predictability. They do not change
frequently or dramatically, allowing organizations to rely on established routines and processes.
Manufacturers of glass jars, for example, often operate in relatively static environments
Static Environments
are high in uncertainty and
complexity. Technologies, regulations, customers, and suppliers change rapidly, requiring organizations to be agile and adaptable. Technology and software companies often face
dynamic environments.
Dynamic Environments
consists of the organization’s
representation of its general and task environments. Organization members must actively
observe, register, and make sense of the environment before it can affect their decision
Enacted Environments
Organizations can be diagnosed at three levels:
Organization
Group
Individual
suggests similar results can be achieved with different initial conditions
and in various ways. Managers can use varying inputs and transformations to obtain satisfactory outputs.
Equifinality
concerns relationships between the organization and its environment, inputs, transformations,
and outputs
Alignment
The OD process typically starts when managers identify opportunities for improvement,
new capabilities, or performance enhancements. This may stem from success, impending
environmental changes, or specific problems like poor quality or absenteeism
Sensing Opportunity
Sometimes, the issues are less defined, such as a general feeling that the organizationneeds to be more innovative, competitive, or effective. These feelings can also trigger the OD
process.
Addresing Diffuse Issues
Selecting an OD Practitioner
- Expertice and Experience
- Lowering Uncertaint
- Key Elements
Developing a Contract
- Mutual Expectations
- Time and Resources
- Ground Rules
Mutual Expectations
- Client Exoectations
- Practitioner Expectations
- Desired Outcomes
Essential Requirements for Change
- Time and Resources
- Explicit Requirements
- Practitioners Perspective
Formal Contracting Process
- Approval
- Scheduling
- Specification
Initial communication
Email Exchange
Contract Cocerns
