MIDTERM IN O.D Flashcards
an effort planned, organization wide, and manage from the top
Organization development
Three types of Organization Development (OD) practitioners
OD PROFESSIONALS
SPECIALIST IN RELATED FIELD
MANAGER AND ADMINISTRATORS
Five Ethical Dilemmas OD Practitioners Encounter
Misrepresentation
Misuse of Data
Power & Coercion
Value and Goal Conflicts
Technical Ineptness
Growth and relevance of OD
-globalization
-Information technology
-managerial innovation
Give Five (5) Skills of OD Consultants/Practitioners
Behavioral skills
Leadership skills
Communication skills
Negotiation skills
Problem-solving skills
He developed the measurement of attitudes
Rensis likert
If survey results are only reported but not discussed, nothing change
Floyd Man
Research findings are important for making positive changes in businesses
Baumgartel
Father of social psychology and developed the equation that behavior is a function of person’s character plus their environment
Kurt Lewin
Understand the system before you change it
Kurt Lewin
Lewin’s Model of Change
Unfreezing
Changing
Refreezing
Prepare for change by understanding the need for it and generating motivation
Unfreeze
Implement the changes that are needed
Change
Ensure that the new ways of working are solidified as the new normal
Refreezing
Draw the Lwin’s model of change and a short description
…
Effective Feedback Data have been Described in the Literature (Content of the Feedback)
9.
Relevant
Understandable
Descriptive
Verifiable
Timely
Limited
Significant
Comparative
unfinalized
Characteristics of the Feedback Process
Motivation to work with the data
Structure for the meeting
Appropriate attendance
Appropriate power
Process help
Limitations of Survey Feedback
1.Bias
2.Distrust
3.Self reported data
4. Response rate issues
TYPES OF DATA
PRIMARY DATA
SECONDARY DATA
Organization members are likely to use feedback data for problem solving when they find the information meaningful. Including managers and employees in the initial data collection activities can increase the relevance of the data
Relevant
Data must be presented to organization members in a form that is readily interpreted. Statistical data, for example, can be made understandable through the use of graphs and charts.
Understandable
Data should be fed back to members as quickly as possible after being collected and analyzed. This will help ensure that the information is still valid and is linked to members’ motivations to examine it.
Timely
Feedback data need to be linked to real organizational behaviors if they are to arouse and direct energy. The use of examples and detailed illustrations can help employees gain a better feel for the data
Descriptive
Feedback data should be valid and accurate if they are to guide action. Thus, the information should allow organization members to verify whether the findings really describe the organization.
Verifiable
Because people can easily become overloaded with too much information, feedback data should be limited to what employees can realistically process at one time.
Limited
Feedback should be limited to those problems that organization members can do something about because it will energize them and help direct their efforts toward realistic changes.
Significant
Feedback data can be ambiguous without some benchmark as a reference. Whenever possible, data from comparative groups should be provided to give organization members a better idea of how their group fits into a broader context
Comparative
. - Feedback is primarily a stimulus for action and thus should spur further diagnosis and problem solving. Members should be encouraged, for example, to use the data as a starting point for more in-depth discussion of organizational issue
Unfinalized
Generally, people who have common problems and can benefit from working together should be included in the feedback meeting.
Appropriate Attendance
Feedback meetings need some structure or they may degenerate into chaos or aimless discussion.
Structure for the meeting
-A set of sequenced planned actions or events intended to help an organization increase its effectiveness. .
EFFECTIVE INTERVENTIONS
Intervention success depends heavily on the organization being ready for planned change.
Readiness for a Change:
refers to whether the organization has the necessary resources, skills, and processes to implement and sustain change successfully.
Capability to Change:
plays a crucial role in shaping how change is perceived and adopted in an organization.
Cultural Context
Many failures in OD result when change agents apply interventions beyond their competence.
Capabilities of the Change Agent:
These are broad challenges that affect the overall effectiveness of an organization
Organizational Issue
These relate to the organization’s long term direction and competitive positioning.
Strategic Issue
These involve the organization system, processes, and structural design
Technology and structure issue
This focus on employee management policies and work force development
Human Resource or (HR) issues
This deal with how people interact, collaborate, and work together in an organization.
Human Process Issue
Vary considerably depending on the kind of issues underlying the conflict. Conflict can arise over substantive issues, such as work methods, pay rates, and conditions of employment, or it can emerge from interpersonal issues, such as personalities and misperceptions.
Third-Party Interventions
Involves structured activities designed to enhance teamwork, communication, and problem-solving skills, ultimately improving team performance.
Team Building
Consists of individuals working interdependently toward a common goal.
Team
an intervention designed to mobilize the resources of the entire organization to identify problems, set priorities and action targets, and begin working on identified
problems.
CONFRONTATION MEETING
refers to strategies and activities
designed to improve communication,
collaboration and conflict resolution
between different groups within an
organization
Intergroup Relations Interventions
uses members from several groups to help solve organization wide problems. Intergroup issues are explored in this context and then solution is implemented in the larger organization.
MICROCOSM GROUPS
individuals when two or more groups interact.
Parallel Processes
A process where a large number of
organization members and other stakeholders are brought together in one or more meetings or conferences.
Large-Group Intervention
This type of team is come from different departments collaborating
Cross-functional Teams
in-person team and happened in the same location
Traditional Team
Draw the Johari Window Model
horizontal:
1st) known to others - open area, blind spot
2nd) not known to others - hidden area, unknown
vertical:
1st) known to self - open area, hidden area
2nd) not known to self- blind spot, unknown
Draw the Cyclical Model of Interpersonal Conflict
EPISODE 1
triggering events- issues
behavior
consequences
EPISODE 2
triggering events- issues
behavior
consequences
Process consultation deals primarily with the interpersonal and group processes
that describe how organization members
interact with each other. Such social
processes directly and indirectly affect
how work is accomplished
Group Process
One of the process, consultant’s areas of interest is the nature and style of —–, or the process of transmitting and receiving thoughts, facts and feelings.
Communication
The process consultant must be keenly aware of the different roles individual members take or in a group. Individuals must address and understand their self-identity, influence, and power that will satisfy personal needs while working to accomplish group goals.
The Functional Roles of Group Members
To be effective, a group; must be able to identify problems, examine alternatives, and make decisions.
Group Problem Solving and Decision Making
Especially if a group of people work together, over a period of time, it develops group norms or standards of behavior about what is good or bad, allowed or forbidden, right or wrong.
Group Norms
A process consultant needs to understand processes involved in leadership and how different leadership styles can help or hinder a group’s functioning.
The Use of Leadership and Authority
refers to actions taken to help a specific employee improve their skills, behavior, or performance.
Individual Intervention
means bringing a team or group of employees together to improve how they work, solve problems, and achieve goals.
Group Intervention
means making changes to the actual work, processes, or structures within an organization.
Content Intervention
involves changing the framework or design of an organization to improve its performance and adaptability
Structural Intervention
A form of experiential group training where participants learn about themselves and others through interaction and feedback, aiming to improve interpersonal skills and group dynamics.
T-group
a false or misleading statement or material omission which renders other statements misleading.
Misrepresentation
occur when there is a discrepancy in organizational beliefs and attitudes, when the organizational set goals are unclear, not prioritized and too many
Conflicts in Values and Goals
happen when organization members participate in organization development interventions under intimidation and compelling circumstances.
Power and Coercion
To be technically incompetent is to commit errors like coming up with wrong organization development interventions
Technical Ineptness
Mishandling, misinterpreting and manipulating data or event using them to harm the organization or individuals.
Misuse of data
