homework 3 rd kim

1

one and half page answer for HW part 1

hi, when you write this (Learning objectives), please follow the question and answer the question separately follow the number (not put the answer together for each chapter). You need answer each question one by one under each question. Again, please dont put the answer together. (also you need put the page number in the answer if you found from the text)

Below each Learning Objective you are to write your explanation, in your words. Your answers must be written in full college level sentences using proper structure, grammar, and no abbreviations. Your answers may not be quotes from the text or any other source. If so, you must cite them.

CH.4 Entering and Contracting

1. Describe the issues associated with entering into an OD process.

2. Describe the issues associated with contracting for an OD process

Entering and contracting to vary in complexity and formality. Organizational development practitioners typically organize meetings with members of workgroups or departments to decide on the challenges they will concentrate on and how they will cooperate to achieve the goals they have set. Entry and contracting are simple and informal here. It is feasible to absorb all essential personnel while minimizing formalities quickly.

Managers and administrators are exploring professional organizational development (OD) practitioners within and outside the firm. Organizational development professionals may need to gather preliminary data better to describe the difficulties (Cummins, 2015). They may need to meet with just a few clients rather than the full membership in other cases. They may need to codify their duties and the transformation process. Finally, they may need to grasp the client organization's power dynamics and impact the organizational development process.

CH.5 Entering and Contracting

1. Discuss the philosophy and purpose of diagnosis in organization development (OD).

2. Explain the role of diagnostic models in OD, especially the open-systems model.

3. Describe and apply organization-level diagnostic processes.

4. Describe and apply group-level diagnostic processes.

5. Describe and apply individual-level diagnostic processes.

An organization or unit member contacts an organizational development practitioner. The practitioner might be either internal or external. Before beginning an OD project, there are several factors to consider. It may be required to get information on the organization. It may also be necessary to evaluate the practitioner's abilities. This understanding will be useful to both parties while drafting a contract on identifying the client and selecting an OD practitioner.

They recognize the significance of the various parts in the equation. Contracting is used to characterize the OD process. Expectations, timeframes, and resources needed are all specified.

Contracting expands operating options. Alternatively, it might be a simple verbal agreement between the two parties. An organizational development specialist may help unhappy team members. The next time they meet, they can spend an hour with the leader diagnosing the team. This act is the point of entry informally. In certain circumstances, a formal contract is required. This idea is prevalent when businesses use outsourced human resources. Government entities seldom use outside expertise. Whether verbal or written, contracts are required for OD procedures (Cummins, 2015). They outline the expectations of both the client and the practitioner. There is a significant risk of failure unless everyone understands and agrees on the strategy. Reduced commitment, erroneous effort, or early process completion may occur as a consequence. Setting time and budget constraints while creating ground rules for cooperation.

CH.6 Collecting, Analyzing, and Feeding Back Diagnostic Information

1. Understand the importance of the diagnostic relationship in the organization development (OD) process.

2. Describe the methods for collecting diagnostic data.

3. Understand the primary techniques used to analyze diagnostic data.

4. Outline the process issues associated with data feedback.

5. Describe and evaluate the survey feedback intervention.

The complete diagnostic paradigm is data-driven. Building healthy connections between the practitioner and the persons whose data is gathered is the first step. Data is collected using surveys, interviews, and hidden techniques. Data analysis is used to identify fundamental causes of problems or future development possibilities. Participants may analyze and act on diagnostic findings via data feedback. It examines both content and manner. Notifying respondents through survey feedback is popular. Diagnostic data are collected in many ways. No one approach can accurately analyze all OD diagnostic criteria. Untruthful replies might be given as a result of self-reporting biases. While perceptions might be skewed, e.g., seeing what one desires rather than inherent biases in every data gathering approach (Cummins, 2015). This result means the variables are being measured accurately. Making job discretion surveys more countable and categorical might help. Suppose the data agree. Interviews should be employed if the two data sources conflict.

There is qualitative and quantitative data analysis. One may use Quantitative procedures in the absence of numerical data. As a consequence, they are clear. QM may yield more exact findings. Providing diagnostic data to the client firm is crucial.

In most cases, the OD practitioner organizes and shares the data collected by the customer. Change requires data-driven action plans. Our feedback mechanism ensures customer data management. They must not only provide but also collect correct diagnostic information. A session contains an overwhelming amount of data. Feedback meetings review lessons learned and activities planned. Attendees may worry about hearing insensitive facts and judgments regarding members' actions (Cummins, 2015). Anxious persons may ignore or rationalize facts. Encouragement and hope for progress may motivate. Achieving meaningful dialogue and issue solutions requires feedback management. The feedback mechanism is intended to empower members. The opposite of resistance. It is taking ownership of the data, it is worth, and the consequences of utilizing it to construct a change strategy. It's hard to adjust when the data is wrong or useless.