ORGD 6351 Chapter 4, 5, and 6
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files (6)Chapter4Powerpoint.pptx
Chapter5Powerpoint.pptx
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- Chapter6Powerpoint.pptx
Chapter4Powerpoint.pptx
Organization Development & Change 11 edition Thomas G. Cummings • Christopher G. Worley
CHAPTER
4
Entering and Contracting
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives
Describe the issues associated with entering into an OD process.
Describe the issues associated with contracting for an OD process.
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Entering Into an OD Relationship (1)
Clarifying the Organizational Issue
What is the presenting problem?
Gain a clearer perspective of the underlying issues and symptoms
Gather enough preliminary data to make informed choices about the next steps
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Entering Into an OD Relationship (2)
Determining the Relevant Client
Identify organization members who can directly impact the change issue
Involve all relevant members in selection of an OD practitioner and the subsequent change process
Complex situations with multiple organizational units require additional data and interviews with key organization members and customers
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Entering Into an OD Relationship (3)
Selecting an OD Practitioner
Experience and Expertise
References – “How effective has the person been in the past, with what type of organizations, using what kinds of techniques?”
OD Practitioner approaches the organization with openness and insists on diagnosis vs. having a “fixed” approach
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Essentials of an Effective OD Proposal
Elements
Objectives of proposed project: Statement of the goals in clear and concise terms, including measurable results
Proposed process of action plan: Description of 1) diagnosis, 2) data analysis process, 3) feedback process, and 4) action-planning process
Roles and responsibilities: List of key stakeholders in the process, including the OD practitioner, and the specific responsibilities for which they will be held accountable
Recommended Interventions: Description of proposed change strategies, including training, off-site meetings, systems or processes to be redesigned, and other activities
Fees, terms and conditions: Provide an outline of fees and expenses associated with the project
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Developing a Contract (1)
Mutual Expectations
Outcomes and deliverables are clearly stated
Clearly defined working relationships and involvement of stakeholders
Expectations of OD Practitioner are clear (publishing cases and results)
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Developing a Contract (2)
Time and Resources
Access to client, key managers, members
Access to information
Ground Rules
Confidentiality
Practitioner’s role in the process
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Interpersonal Process Issues in Entering and Contracting (1)
Client Issues
Exposed and vulnerable in admitting the need for assistance and dependency on the practitioner to provide help
Inadequate in the ability to solve the organization’s problems
Fear of losing control
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Interpersonal Process Issues in Entering and Contracting (2)
OD Practitioner Issues
Empathy
Worthiness and Competency
Over identification
Under estimate the importance of the entry and contracting phase
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Factors Affecting Client-Practitioner Dynamics
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Chapter5Powerpoint.pptx
Organization Development & Change 11 edition Thomas G. Cummings • Christopher G. Worley
CHAPTER
5
Diagnosing
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives
Discuss the philosophy and purpose of diagnosis in organization development (OD).
Explain the role of diagnostic models in OD, especially the open-systems model.
Describe and apply organization-level diagnostic processes.
Describe and apply group-level diagnostic processes.
Describe and apply individual-level diagnostic processes.
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Diagnosis Defined
Diagnosis is a collaborative process between organizational members and the OD consultant to collect pertinent information, analyze it, and draw conclusions for action planning and intervention.
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The Open Systems Model
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Properties of Systems
Environments
Inputs, Transformations, and Outputs
Boundaries
Feedback
Alignment
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Diagnosing Organizational Systems
The key to effective diagnosis is…
Know what to look for at each organizational level
Recognize how the levels affect each other
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Organization-Level Diagnostic Model
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Group-Level Diagnostic Model
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Individual-Level Diagnostic Model
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Organization Environments and Inputs
Environmental Types
General Environment
Task Environment and Industry Structure
Enacted Environment
Environmental Dimensions
Rate of Change and Complexity
Information Uncertainty
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Organization Design Components (1)
Strategy
The way an organization uses its resources (human, economic, or technical) to gain and sustain a competitive advantage
Work Processes
The way an organization converts inputs into products and services
Structure
The way an organization divides and coordinates work into and across subunits which assign tasks to groups or individuals.
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Organization Design Components (2)
Management Processes
Methods for processing information, making decisions, and controlling the operation of the organization
Closely related to structural coordination
Monitor organizational operations and relate information about work activities to managers and members
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Organization Design Components (3)
Human Resource Systems
The mechanisms for selecting, developing, appraising, and rewarding organization members
Culture
The basic assumptions, values and norms shared by organization members
Represents both an “outcome” of organization design and a “foundation” or “constraint” to change
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Organization-Level Outputs
Outputs are measures of how well the design contributes to organization effectiveness on three kinds of outcomes.
Organization Performance
Profits, profitability, stock price
Productivity
Cost/employee, cost/unit, error rates, quality
Stakeholder Satisfaction
Market share, employee satisfaction, stock price, carbon footprint
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Alignment
Diagnosis involves understanding each of the parts in the model and then assessing how the elements of the strategic orientation align with each other and with the inputs.
Organization effectiveness is likely to be high when there is good alignment
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Key Alignment Questions
Does the organization’s strategy fit with the inputs?
Do the organization design components fit with each other to jointly support the strategy?
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
