Lesson Organizational Development Flashcards
Organizational development
Systematic method of examining the businesses components of peoples processes, technologies, and structures.
- process of enhancing the businesses effectiveness in the well-being of its members through planned interventions
- identifies areas for improvement when compared to business strategy
- Provides its members with the necessary skills to meet current and future job demands
Organizational strategic goals
Human resources, strategic goals
Business results
Organizational development activities
HR’s role in organizational development
Strategy, workforce, policy, change, communication, coaching, delivery, well-being, impact, learning, negotiation, employee, relations, resource, capabilities
Organizational development OD interventions
Set of structured activities designed to improve some aspect of organizational function
Most OD interventions involve only a loosely defined sequence of activities that are adapted to the situation
Levels of OD intervention
- Organizational.
- Group.
- Individual
Once intervention is identified the business should plan to address the issue and an effective manner
Organizational level OD interventions
Best for companywide interventions next line, most interventions can be implemented throughout the entire organization.
- survey feedback, knowledge management programs, structural change, quality and performance TQM
Group level OD interventions
Require involvement of all group members.
All members participating like to drive success
Group, diagnostic meetings, teambuilding, meetings, role, analysis, technique, responsibility, charting
Individual level od interventions
Directed primarily toward individuals
- designed to improve the effectiveness of individuals and contribute to personal growth and adjustment
— coaching and counseling, sensitivity training, process consultation
Od intervention process
Diagnosis issue -> establish the root causes of the issue, id the intervention
Design intervention -> design approach to address the issue OR intervene to resolve the issue and bring value to business
Lead and manage change -> seek management buy-in, establish a focus group to explore options
Implement the intervention-> incorporate feedback from change initiatives, roll out the designed intervention
Evaluate intervention-> evaluate actions implemented, determined if any adjustments are needed
OD interventions categories
strategic interventions
- organizational learning knowledge management
- change management
Mergers and acquisitions
Technostructure interventions
- process redesign
- total quality management
- organizational design
– re-engineering.
– downsizing
Human process interventions
– team management building.
– team building
– collaboration
– creative problem-solving
– system wide groups,
Human resource management interventions
– career development
– career planning
– career management
– performance management
– total rewards
Strategic interventions
– Strategic interventions are used by organizations to implement actions items in response to OD efforts
-a line changes with the business mission, vision, and values and other business strategies
– Once technology, processes, structures, and people are examined and gaps identified, action plans are developed for improvement
Action plans are called interventions and may occur at all levels.
– most OD interventions involved only a loosely defined sequence of activities that are adapted to the situation
OD intervention examples
Technology
– Walmart.
– implement artificial intelligence software to increase retail sales
Process.
– John Deere.
– implement lean manufacturing as part of a business strategy designed to improve efficiencies
Organizational structures
– IBM
– redesign how work is getting done to increase collaboration in innovation?
Human resources
– human resources
– educate employees on stress management to reduce turnover.
Learning organizations
Characterized by the willingness of people to seek share and use new information to improve the effectiveness of the business.
– innovation environment at positively effective business ability to compete.
– becoming a learning organization, necessitates mastering the five building blocks
Five building blocks
– Systematic problem-solving
– experimentation
– learning from past experience.
Learning from others.
– transferring knowledge
Peterson sent the fifth discipline 1990
Interface and support environments conducive to learning for the individual, team, or organization
Shared focus.
– future look for fostering shared, genuine commitment
Mental models.
– deeply ingrained assumptions that influence how we understand the world and act.
Team learning
– aligning and developing the capacity of a team to create desired results.
Personal mastery.
– high level of proficiency in a subject or skill area.
Systems thinking
Makes patterns clear and helps visualize how things are in Teralee and can be changed
Organizational learning levels
Individual.
– self study, technology based instruction, insight, observation
Group.
– increase in skills, knowledge, ability was in groups
Organizational.
– shared insights
– knowledge of individuals and groups.
– past organizational memories policy strategies, and models
Organizational learning culture
Focus on creativity.
There are well defined core competencies.
The organization rewards and individual group learning.
Learning is a continuous process that runs parallel to work.
Quality and continuous improvement. Try that organization.
Members recognizing the importance of organizational learning.
People have access to important information for organizational success.
Knowledge management
-process of conscious manipulation of organizational knowledge and experience.
Defining, structuring, retaining, sharing
-Enable organizational learning and create a learning culture to encourage knowledge sharing
- covers two main types of knowledge.
– tacit
– explicit
Methods to retain an institutionalized knowledge
Expert register – the names and areas of expertise of employees who are able to assist others
Best practice standards – those that have been deemed to have achieved particular results in our codified for distribution.
After action evaluation – sometimes referred to as postmortem a review conducted at the end of a project or amother group endeavor
Community of practices – informal means of learning what works well, environments characterized by open communication and trust next line knowledge management – Support and collect the creation, capture, storage, and dissemination of organizational knowledge and information
Techno structural interventions
Three types are
Process mapping.
– process flow analysis, method of communicating processes, using visual symbols.
Job design
– process of analyzing how work is being done in organizations and then using the tools to achieve positive outcomes.
– outcomes may include increased employee, motivation, improve deficiencies, reduced risk associated with job tasks and development of workers skills
High involvement organizations.
– high degree of unemployment involvement at all levels.
– Edward Lawler labeled them as being able to effectively manage power, knowledge, information, rewards
Process mapping
-Visually represents workflow to help assess critical business functions.
- can be used as a training tool. Demonstrates how the work gets done, and by whom, provides process documentation, and improve task efficiency.
– helpful and diagnosing bottlenecks.
Business process flow diagrams
Recruitment process flow
1. Receive talent from requisition form.
2. Benchmark salary among competitors.
3. Source of applicants from pipeline.
4. Screen applicant.
5. Present top applicants.
6. Schedule applicant interview
7. Meet with manager to select finalist.
8. Present offer.
Job design
Process of arranging or rearranging the job with the purpose of
- Reducing employee problems.
– improving job satisfaction.
– improving productivity.
– improving quality
Job design factors
Skill variety – ability of the employee to use multiple skill sets to complete a task.
Task identity – concept that the effort applied by the worker, produces the whole identifiable unit or outcome as opposed to a single part
Task significance – an inherent or perceived value of a job either internally to coworkers or externally to society
Autonomy – degree of independence or discretion allowed on the job
Feedback – communication to the employee by management related to how well the employee perform duties
Job design methods
Job enrichment – designed the job to have interesting and challenging tasks, which can require more skill and can increase pay
Job enlargement – increase the scope of a job by extending the range of its duties and responsibilities, generally within the same level in fury – involves combining various activities at the same level in the organization and adding them to the existing job
Job rotation – techniques used by some employers to rotate their employees assigned jobs throughout their employment
Job crafting – describes how employees customize their jobs by actively changing their tasks, the perceptions of the job, and the interactions with others at work
Job loading – redesign to better serve employee psychological needs for understanding and meaning – increases ownership of work outcomes – horizontal loading – – involves adding different tasks to a job that are equal to other task – vertical loading – – adds decision-making responsibility
High involvement organization
Characterized by broadly defined jobs in flat hierarchy were continuous feedback is provided.
– information flows between an among self-directed work teams
– – involved in designing their work processes
– – and power to take action to resolve work related issues and held accountable for the results
Elements of high involvement organizations
Powers.
– traditional structures are built on a command and control model. Decisions are made at the top with little or no input from lower levels in the hierarchy.
HIO employees are assigned to carry out the decision.
– held accountable for the results
Information
– Information is power, and in traditional structures, individuals tend to hold onto it instead of sharing it to make improvements.
– – a variety of information is disseminated.
Dash dash required to direct their efforts towards improving results
Knowledge
– Increasing the SKA’s enhances the ability of all employees to contribute to bottom line success.
– providing opportunities increases the organizations capability for making decisions and taking actions that improve operating effectiveness
Reward
– True pay for performance will incentivize employees to go above and beyond for true recognition.
– Rewards can be based on individual or team contributions
–
Quality approaches
Total quality management
Ludwig von bertslamffy: system theory 1934
Bill Smith, six Sigma 1986.
eliyahu goldratt: theory of constraints 1991
