M 1 Flashcards
A response to change, a complex educational strategy intended to change the beliefs, attitudes, values, markets, and challenges faced by the organization
Bennis, 1969
Focuses on culture as the target of change
Warner Burke
“The boss is always right”
Top-down Culture
Concerned with OD’S long-term interest and the use of consultants
(Ex. Building an online store too for innovation)
Wendell French
Systemwide process of data collection, diagnosis, action planning, intervention, and evaluation enhancing congruence among organizational structure, process, strategy, people, culture. Scientifically-based solution.
Michael Beer
[1] focus on or result
[2] there must be learning
[3]there must be evidence of improvement
(Ex. Adaptations)
Christopher Worley and Ann Feyerherm
Intended to change the organization in a specific direction.
Toward improved problem solving, responsiveness, quality of work life, and effectiveness.
Organizational development
Broadly focused and can apply to any kind of change.
May or may not be directed at making the organization more developed in the sense implied by OD.
Organizational change
Changing the markets and environment in which organizations operate as well as the way they function.
Globalization
Redefining the traditional business model by changing how work is performed, how knowledge is used, and how the cost of doing business is calculated.
Information Technology
More responsive to external demands, and more ecologically sustainable. They involve employees in key decisions and paying for performance.
Managerial Innovation
Three Major Trends
Globalization
Information Technology
Managerial Innovation
Five Major Background of Organizational Development
1.Laboratory Training
2.Action Research/ Survey Feedback
3. Normative Approaches
4. Quality of Work life
5. Strategic Change
German-American Psychologist. Father of modern social psychology.
(Group dynamics, org Dev, change management).
-univ of Berlin
-gestalt psychology
-world war I
-Rise of Nazi Government
-Cornell Univ.
Kurt Lewin
Also known as T-group where participants themselves learn about themselves through their interaction with each other. They use feedback, problem solving, role play…
Laboratory Training Background
Research needed to be closely linked to action if organizational members were to use it to manage change.
Action Research/Survey Feedback
Exhibit an autocratic, top-down approach to leadership. Employees motivation is based on punishment and reward.
Exploitative Authoritative Systems (System 1)
Similar to system 1, except that management is more paternalistic. Employees are allowed a little more interaction, communication, and decision making but within boundaries defined by management.
Benevolent authoritative systems (system 2)
Increase employee interaction, communication, and decision making but the management still makes the final decision.
Consultative systems (system 3)
High degree of member involvement and participation
Participative group systems (system 4)
Focused primarily on the personal consequences of the work experience and how to improve work to satisfy personal needs.
Job enrichment, self managed teamsz and labor management committees
Quality-of-work-life-background
Improving the alignment among an organization’s environment, strategy, and organization designs
Strategic Change Background
Heart of success in every change
Employees
To increase an organization’s effectiveness and capability to change itself.
Change
