QUIZ #2 IN OD Flashcards
Objective of feeding back diagnostic information
To understand the process of feeding back diagnostic information.
To identify the key characteristics of the feedback process.
To learn the steps involved in survey feedback.
To explore how survey feedback helps identify organizational deficiencies.
To recognize the limitations of survey feedback.
gathers employee data, analyzes results, and highlights organizational deficiencies such as poor communication, weak leadership, or low engagement, guiding improvements.
a process of collecting and feeding back data from an organization or department through the use of a questionnaire or survey
Survey feedback
It refers to the process of assessing the current state of an organization to identify areas where change is needed. It involves using various tools and techniques to gather data and insights about the organization, including its structure, processes, culture, and people.
Organizational Development Diagnosis
TYPES OF DATA
PRIMARY DATA
SECONDARY DATA
refers to information that is collected firsthand by a researcher for a specific research purpose. It is directly obtained from the source and has not been previously collected or analyzed.
PRIMARY DATA
METHODS OF DATA COLLECTION :
PRIMARY DATA
Surveys and Questionnaires
Interviews
Observations
Experiments
Focus Groups
refers to data that has been previously gathered and published by others, and is used as a source of information for new research studies.
SECONDARY DATA
METHODS OF DATA COLLECTION :
Secondary Data
Published Sources
Online Databases
Government and Institutional Records
Publicly Available Data
Past Research Studies
the specific group that you will collect data from.
sample
the entire group that you want to draw conclusions about
Population
is the process of selecting units (e.g., people, organizations) from a population of interest so that by studying the sample we may fairly generalize our results back to the population from which they were chosen.
Sampling
Effective Feedback Data have been Described in the Literature (Content of the Feedback)
-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
- People need to feel that working with the feedback data will have beneficial outcomes.
1.Motivation to work with the data
- Feedback meetings need some structure or they may degenerate into chaos or aimless discussion.
2.Structure for the meeting
- Generally, people who have common problems and can benefit from working together should be included in the feedback meeting.
- Appropriate Attendance
- It is important to clarify the power possessed by the group. Members need to know on which issues they can make necessary changes, on which they can only recommend changes, and over which they have no control.
- Appropriate power
- People in feedback meetings require assistance in working together as a group.
- Process help
Potential for biased responses due to social desirability, recall bias (inaccurate memory of past events), low response rates, lack of depth in responses due to structured questions, and the inability to capture complex nuances or emotions, potentially leading to an incomplete understanding of the subject matter.
Limitations of Survey Feedback
Limitations of Survey Feedback
1.Bias
2.Distrust
3.Self reported data
4. Response rate issues
-A set of sequenced planned actions or events intended to help an organization increase its effectiveness. .
EFFECTIVE INTERVENTIONS
- 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
- 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
- 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
- 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
INDIVIDUAL - LEVEL
DIAGNOSIS
Individual-Level Inputs:
Individual-Level Design Components
Individual-Level Outputs
Individual-Level Inputs:
Organizational Design
Culture
Group design
Personal characteristics
-It is concerned with the larger organization within which the individual job is the smallest unit. a key part of the larger context surrounding jobs.
Organizational Design
- Concerns the larger group or department containing the individual job.
Group design
occupying jobs include their age, education, experience, and skills and abilities.
Personal characteristic
Individual-Level Design Components
Five Major Components:
Skill Variety
Task Identity
Task Significance
Autonomy
Feedback about results
Identifies the degree to which a job requires a range of activities and abilities to perform the work. (e.g., assembly line jobs)
Skill Variety
Measures the degree to which a job requires the completion of a relatively whole, identifiable piece of work. (e.g., skilled craftspeople)
Task Identity
Identifies the degree to which a job has a significant impact on other people’s lives. (e.g., custodian jobs)
Task Significance
Indicates the degree to which a job provides freedom and discretion in scheduling the work and determining work methods. (e.g., college teaching positions)
Autonomy
involves the degree to which a job provides employees with direct and clear information about the effectiveness of task performance
Feedback about result
Individual-Level Outputs
Individual Effectiveness has four dimensions:
-Job Satisfaction
-Individual Performance
-Absenteeism
-Personal Development
2 Major sets of contingencies that can affect intervention success:
Contingencies Related to
the Change Situation
Contingencies Related to the Target of the Change
Contingencies Related to the Change Situation
Readiness for a Change:
Capability to Change:
Cultural Context:
Capabilities of the Change Agent:
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:
Researchers design structured questionnaires or surveys to collect data from individuals or groups.
Surveys and Questionnaires
involve direct interaction between the researcher and the respondent.
Interviews
Researchers observe and record behaviors, actions, or events in their natural setting.
Observations
Studies involve manipulating variables to observe their impact on the outcome. Researchers control the conditions and collect data to conclude cause-and-effect relationships.
Experiments
bring together a small group of individuals who discuss specific topics in a moderated setting.
Focus Groups
Previous research studies and their findings can serve as valuable secondary data sources. Researchers can review and analyze the data to gain insights or build upon existing knowledge.
Past Research Studies
Numerous——provide access to a wide range of secondary data, such as research articles, statistical information, economic data, and social surveys.
Online Databases
Researchers refer to books, academic journals, magazines, newspapers, government reports, and other published materials that contain relevant data.
Published Sources
Data shared by individuals, organizations, or communities on public platforms, websites, or social media can be accessed and utilized for research.
Publicly Available Data
Government agencies, research institutions, and organizations often maintain databases or records that can be used for research purposes.
Government and Institutional Records
