...Organizational Development and Change The organizational development (OD) tradition is a practitioner-driven intervention-oriented approach to effecting organizational change via individual change, with view to increasing effectiveness. It is implemented within a problem-solving model, places a heavy accent on survey-based problem diagnosis and subordinates people to a vision of the future. Commitment-based strategies of effecting change assume that the impetus for change must come from the bottom up, whilst compliance-based strategies involve the creation of behavioural imperatives for change. Various ‘employee involvement’ strategies are reviewed, but there is little evidence for their effectiveness either as a means of securing commitment or enhanced performance, or as a means of leverage for change. Culture is assumed to be the primary vehicle for change within the OD tradition, although the relationship between culture and the change process is ill understood. Finally, the assumptions underpinning team development, and its implementation, are critically examined. The organizational culture literature itself is fraught with epistemological debate. Practitioners are interested in management by measurement and manipulation of culture. Theoreticians of culture, however, aim to understand the depth and complexity of culture. Unresolved issues remain regarding how to define culture, the difference between culture and climate, measurement/levels of analysis, and the relationship...
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...ORGANIZATIONAL DEVELOPMENT AND CHANGE Chapter 9 Q. # 2. Identify and explain the four areas of the Johari Window Model. The Public Area: includes behaviors, thoughts and feelings that both the person and others know. On this area the person and the others share mutual perceptions, that it would help the group and team process. The Blind Area: represent aspects of the self not known to oneself but readily apparent to others (can include mannerisms, habits, gestures, attitude, etc). The person might be aware or the other can perceive easily. It can be a great excuse to act in a denial. The Closed Area: this involves behaviors, thoughts and feelings known only to oneself and not to others. Can be a protective or evasive action to do not let the others know what the person can consider personal or destructive to the ego or self-image. To identify these behaviors, thoughts or feelings the person would need to release voluntarily. The Unknown Area: this are the behaviors and feeling that are inaccessible both to oneself and the others (unconscious staff). These behaviors or feelings can be revealing by the person in particular circumstances and moments. The interpersonal effectiveness is directly related to the amount of common shared communication between the company members and the congruence on this process. The Suandale Case (page 274) On this case we can observe the wrong communication process as well the poor leadership skills by the managers...
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...the best scores will be counted. Each question is worth ten points. Total points for this section is 30. 1. Describe Kurt Lewin's Theory. 2. Describe the general order, the five steps, of planned change? 3. Describe the five criticisms (disadvantages) of planned change? 4. Describe the five ethical dilemmas of OD. 5. Describe the four methods for collecting data. 6. Describe the three levels of analysis when diagnosing problems within a company and two design components to consider in each one. Part 2 True or False Please respond to the following questions. Write true or false a fter each question. Each question is worth two points. Total points for this section is 44 points. 7. An open system organization is comprised of inputs, transformations and outputs._ 8 . Feedback is information regarding actual performance or the results of the system. ~T~ 9. Alignment refers to the characteristic of the relationship between two or more parts and how the characteristics^features of one system support that of another system. '_________ ■ H lCji Selection of a diagnostic model is at the discretion of the OD practitioner. 11. Boundaries as identified in the open systems approach distinguishes between systems and environments. 12. Organizational effectiveness is the overall term that describes performance, productivity, customer and employee satisfaction. _ Z 13. Group composition includes age, education, experience, skills and abilities ...
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...HR07 Managing Change through Organisational Development Assignment No.I Assignment Code: 2013HR07A1 Last Date of Submission: 15th April 2013 Maximum Marks:100 Attempt all the questions. All the questions are compulsory and carry equal marks. Section-A Ques. 1 Explain underlying values and assumptions of OD? Can OD cope with the challenge of managing radical change? Ques. 2 Is the Action Research model of planned change better than Lewin’s changed model? Justify your stand vis-à-vis the short comings of planned change. Ques. 3 OD interventions need to be well planned and structured to promote learning and change. What factors should OD practitioners consider while structuring their interventions? Ques. 4 Discuss the meaning of organizational development. What are the various purposes for which organizational development is used? Section-B Case Study The team leader always comes just as the meeting is scheduled to begin and spreads folders and other materials across one end of the table. Team members leave two chairs on either side of that end of the Table and no one ever sits there. This allows the leader approximately one-third of the table space while the groups sits around the other two-thirds of the table. The team always waits for the leader to express before anyone speaks. The leader often begins with ten minutes review of the progress. The team is assigned the task of collecting data from the manufacturing...
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...HUMAN RESOURCES Conference Paper Abstracts A CHANGE RECIPIENT PERSPECTIVE ON TRAINING AND COMPETENCE DEVELOPMENT DURING ORGANIZATIONAL CHANGE Olsen, Trude Hogvold; Harstad U. College; trude.olsen@hih.no Stensaker, Inger G.; NHH Norw.Schl of Economics and Business Adm.; inger.stensaker@nhh.no As organizations change and adapt to pressures in the external and internal environment, managers and employees are required to learn new competencies and skills. Ideally, new skill requirements should be identified and developed early in the change process in order to ensure that managers and employees are ready to face their new tasks and roles when the changes are implemented. However, despite good intentions at the top management level, employees and middle managers often report uncertainty and a lack of the necessary skills required to implement change. In this paper, we report from a qualitative study of two planned organizational change initiatives in the public sector. The changes involved new work tasks and managerial roles for a group of middle managers. Although the skill requirements appeared to be clear and formal training was initiated, a number of uncertain and ambiguous issues emerged among the change recipients. We examine the types of uncertainty and ambiguity that emerged and how change recipients attempted to handle these challenges. Our findings suggest that although necessary and important, formal training procedures are not adequate for resolving competence-related...
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...BUS 518 BUS518 Complete Course Click below link for Answer visit www.workbank247.com http://workbank247.com/q/bus-518-complete-course-assignments/10872 http://workbank247.com/q/bus-518-complete-course-assignments/10872 BUS 518 Assignment 1 – A Peaceful Evacuation- Building a Multi-Project Battalion by Leading Upward (New) Read the case study titled “A Peaceful Evacuation: Building a Multi-Project Battalion by Leading Upward.” before starting this assignment. Write a 3-5 pages paper in which you: 1. Describe the leadership style that Lieutenant Colonel Yaron exhibited as the commander of a battalion for the evacuation operation. Provide three (3) examples of his leadership actions and behavior. Discuss the pros and cons in each example you describe to support the response. 2. Analyze the leadership style that Lieutenant Colonel Daniel exhibited as he took center stage to lead this complex military operation. Provide three (3) examples of his leadership actions and behavior, assessing the pros and cons in each example you describe to support the response. 3. Compare and contrast the leadership styles of Lieutenant Colonel Yaron and Lieutenant Colonel Daniel. Provide three (3) examples of the similarities and differences between these project leaders, and discuss how each leader might address contemporary leadership issues and challenges in Israel today. 4. Discuss Lieutenant Colonel Yaron and Lieutenant Colonel Daniel interrelationship using Jung theory and the...
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...Assignment 5 Organizational Change and Personal Leadership Development Plan http://homeworkfy.com/downloads/bus-518-assignment-5-organizational-change-and-personal-leadership-development-plan/ To Get this Tutorial Copy & Paste above URL Into Your Browser Hit Us Email for Any Inquiry at: Homeworkfy@gmail.com Visit our Site for More Tutorials: (http://homeworkfy.com/ ) Read the case study titled “A Successful Downsizing: Developing a Culture of Trust and Responsibility” before starting this assignment Write a 7-9 Page paper in which you: Describe specific practices that successful project managers apply in exercising their leadership and management roles overall. Evaluate Judy Stokley’s level of success in developing a culture of trust while implementing her drawdown planas Eglin Air Base’s new Advanced Medium Range Air-to-Air Missile (AMRAAM) program director. Provide three (3) specific examples to support the response. Indicate three (3) key learning and behavior modification strategies that Judy Stokley used in order to address AMRAAM’s organizational problems and gain the trust of project team members. Provide three (3) specific examples to support the response. Analyze three (3) actions that Judy Stokley took in order to change the project team’s culture and create a relationship of trust, mutual support, and teamwork between the government and contractors. Support the response with three (3) specific corresponding examples. Create a personal leadership development plan...
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...Running head: ORGANIZATIONAL DEVELOPMENT Organizational Development University of Phoenix Organizational Development Organizational development and organizational psychology share a similar link. Both organizational development and organizational psychology entail delving into the realm human behavior in efforts to modify individual and group behavior to increase organizational efficiency and performance. The objective of this paper is to examine organizational development by providing an explanation of the process followed by identifying the theories associated with organizational development. In addition, the paper will illustrate which specific conditions are necessary for successful organizational change and development. Close assessment of the objective will lead to a clear understanding of the bond between organizational development and organizational psychology. Process of Organizational Development Organizational development is the systematic process to implement planned and effective change using technologies, research, theories, and behavioral science in effort to promote change that will “improve” the performance and overall health of an organization. More specifically, “organization development (OD) is a complex strategy intended to change the beliefs, attitudes, values, and structure of organizations so that they can better adapt to new technologies, markets, and challenges”(University of Virginia Leadership Development Center, n.d., ¶ 1). The primary...
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...OrganizationaL Development Considerable changes occurs when an organization make compensation for errors within its overall strategy for achievements or make any modification to its existing operations. The purpose of this paper is to study the broad principles of organizational development, explain the process of organizational development, identify the theories associated with organizational development and describe the conditions necessary for successful organizational change and development. “Organizational development is a set of behavioral science–based theories, values, strategies, and technologies aimed at planned change of the organizational work setting for the purpose of enhancing individual development and improving organizational performance, through the alteration of organizational members’ on-the-job behaviors’’ (Porras & Robertson, 1992). Process of Organizational Development Organizational development is a process by which organizations use the theories and technology of the behavioral sciences to facilitate changes that enhance their effectiveness (Jex & Britt, 2008). According to an article found in The Resource Behind Human Resources website, the OD Process is based on the action research model that begins with an identified problem or need for change. The process proceeds through assessment, planning of an intervention, implementing the intervention, gathering data to evaluate the intervention, and determining if satisfactory progress has been made...
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...Running Header: ORGANIZATIONAL DEVELOPMENT AND CONSULTING Organizational Development and Consulting [Name of Writer] [Name of Organization] [Date] Organizational Development and Consulting Introduction With the rapid development of science and technology and the growth of research and development activities, the external environment of the organization has been remodeling. In order to help the organization to better adapt to this change, organizational development through the organization of the diagnosis, the action and the outcome of such a diagnosis - improved cycle, deep-seated, long-term organizational change. Organizational development is not only caused by the change of knowledge and information, the more important is the psychological change of attitudes, values, skills, interpersonal skills, and culture, it is considered to be an effective tool to improve employee enthusiasm and conscientiousness , is also a way to enhance organizational efficiency. Organizational development is a process of learning and problem-solving ideas and is built on the basis of full diagnosis, focused learning, proven. Companies in the management of psychological aspects of intellectual Ding accumulated a lot of experience, through a combination of diagnosis, development tools, can help employees establish compliance with the organization needs a code of conduct, in order to achieve the strategic goals of the organization. Organizational development delves into...
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...Organizational Development and Planned Changed Lashawnda Norris Everest University Online MAN 5285 Organizational Development and Change Dr. Jimmie Flores Organizational Development and Planned Change Organizational development is a set of planned-change techniques or interventions designed to improve organization effectiveness and employee well-being (Balzac, 2011). According to Worren, et al. (1999) stated: “change management is clearly broader than OD in that it includes a wide range of intervention strategies that may enhance human performance directly or indirectly, including process consultation, work restructuring, strategic HRM planning, and the design or development of information technology (IT) solutions (e.g., user interface design) A crucial feature of change management is that it is seen as only one component of a larger organizational change effort, the other components being strategy, business processes, and technology”. In many organizations, organizational development is primarily concerned with managing change in such a way that knowledge and skills are transferred to build the organization’s ability to achieve goals and solve problems (Cummings, et al., 2009). Worren & Ruddle (1999) states: “Organizational development places specific emphasis on the human resources and organizational culture functions. Talent must be attracted, retained and shepherded in order to achieve long-term success in an information economy. Companies...
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...THEORIES AND PRACTICES OF ORGANIZATIONAL DEVELOPMENT John R. Austin and Jean M. Bartunek 309 ~ John Wiley & Sons, Inc. CHAPTER 13 Theories and Practices of Organizational Development JOHN R. AUSTIN AND JEAN M. BARTUNEK ORGANIZATION DEVELOPMENT TODAY, NOT YESTERDAY 310 THE CONCEPTUAL 'KNOWLEDGE OF ORGANIZATIONAL DEVELOPMENT 311 Change Process Theories 312 Samples of Contemporary Interventions in Organizational Development 316 Implementation Theories 319 THE CONNECTION BETWEEN IMPLEMENTATION THEORIES AND CHANGE PROCESS THEORIES 321 THE DIVIDE BETWEEN IMPLEMENTATIONTHEORIES AND CHANGE PROCESS THEORIES 322 Barrier 1: Different Knowledge Validation Meth~ 322 Barrier 2: Different Goals and Audiences 323 Barrier 3: Different Theoretical Antecedents 324 STRATEGIES FOR OVERCOMING BARRIERS TO KNOWLEDGE TRANSFER 324 Same-Author Translation 325 Multiple-Author Translation 325 Common Language Translation 326 Translating Implementation Theory to Change Process Theory 326 CONCLUSION 326 REFERENCES 327 From its roots in action research in the 1940s and 1950s (Collier, 1945), and building on Lewin's insight that "there is nothing so practical as a good theory" (Lewin, 1951, p. 169), organizational development has explicitly emphasized both the practice. and the scholarship of planned organizational change. Ideally, at least, research is closely linked with action in organizational development initiatives, and the solution of practical organizational problems can lead to new...
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...Organizational Development Introduction Organizational development can be defined as “a set of behavioral science-based theories, values, strategies, and technologies aimed at planned change of the organizational work setting for the purpose of enhancing individual development and improving organizational performance, through the alteration of organizational members' on-the-job behaviors" (Porras & Robertson, 1992). In our text Jex, Britt, 2008 stated that one of the most common motivating factors behind organizational-development programs can best be described as survival. This paper will examine the process of organizational development, the theories associated with organizational development. I will also go over the conditions that are necessary for organizations to have successful change and development. Process of Organizational Development The process of organizational development is a systematic, integrated, and planned approach to improving the effectiveness of a company” (Jex, Britt, 2008).Organizational development has certain phases that it goes through in order for organization to become successful. In theses phases the organizations focuses on organizational change that will help the company and t employees with their performance and individual development. The process for OD is done through assessments, interventions, implementing and gathering data. The organization utilizes all the information to measure the progress that the company has made and also...
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...Organizational Development Paper Organizational Development, What is organizational development? Organizational development according to Britt & Jex is described as the change in the work facility, to promote growth within the company by using different, strategies, values, and technologies. This is needed in the company when it is at a slow steady pace and the competitors are out growing your company. Making a stronger organization is the key to lasting, changing the poor performance that has the company from showing profits for long times. The process consists on first finding or identifying the problem, who, what, or where the change need to be. Then the assessment, and planning involvement, retrieving data and evaluate. After factoring all the info, examine to see if it has accomplished what was needed to make the necessary changes in improving the company. There are a number of theories associated with organizational development. Lewin’s shared three theories on organizational development, unfreezing, transformation, and refreezing. The company comes to the realization there is a need for a change, and the changes in organizational development transpire, and finally the changes are executed in the organizational procedure. Lewin does also have a theory that suggests that organizational development can come through the use of problem identification, hypothesis development and testing, and data analysis (Britt & Jex, 2008, Ch. 15). These can occur several times during...
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...Organizational Development Organizational Development Introduction Organizational development can be defined as “a set of behavioral science-based theories, values, strategies, and technologies aimed at planned change of the organizational work setting for the purpose of enhancing individual development and improving organizational performance, through the alteration of organizational members' on-the-job behaviors" (Porras & Robertson, 1992). In our text Jex, Britt, 2008 stated that one of the most common motivating factors behind organizational-development programs can best be described as survival. This paper will examine the process of organizational development, the theories associated with organizational development. I will also go over the conditions that are necessary for organizations to have successful change and development. Process of Organizational Development The process of organizational development is a systematic, integrated, and planned approach to improving the effectiveness of a company” (Jex, Britt, 2008).Organizational development has certain phases that it goes through in order for organization to become successful. In theses phases the organizations focuses on organizational change that will help the company and t employees with their performance and individual development. The process for OD is done through assessments, interventions, implementing and gathering data. The organization utilizes all the information to measure the progress that...
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