chapter 14 slides 4e
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Werner & DeSimone (2006) 1
Organization Development and Change
Chapter 14
Werner & DeSimone (2006) 2
Questions to Consider
1. Is it sufficient to focus HRD efforts on individuals, or should we also consider interventions at the group and organizational level?
2. How can we assist individuals, groups, and organizations in successfully dealing with change?
Werner & DeSimone (2006) 3
Questions to Consider – 2
3. Is it really possible to “transform” an entire organization?
4. What might a “high performance work system” look like?
Werner & DeSimone (2006) 4
Organization Development (OD)
Definition:“A process used to enhance both the effectiveness of an organization and the well-being of its members through planned interventions.”
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Organization Development Theories
Two main categories of OD theories:
Change process theory
– How does change take place?
Implementation theory – How can change strategies be put into practice?
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Organization Development Theories
Change process theory – seeks to explain how organizations improve and change. According to Lewin and Schein, there are three stages:
Unfreezing Change through cognitive
restructuring Refreezing
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Organization Development Theories
Implementation theory – how specific intervention strategies are designed and carried out. Four main types:
Human process-based theory Technostructural theory Sociotechnical systems theory Organization transformation theory
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Caution About Organization Development Research
Concerns have been expressed about much of the OD research that has been conducted:
Lack of experimental designs Lack of resources available Limitations in field research designs used Potential bias by researchers Lack of motivation to conduct strong
research
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Model of Planned Change
By Permission: Porres & Silvers (1991)
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Model of Planned Change – 2
Porras & Silvers Model:1. Change intervention (two categories):
Organization transformation Organization development
2. Organizational target variables: Vision (beliefs, purpose, mission) Work setting (organizing arrangements,
social factors, technology, physical setting)
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Model of Planned Change – 3
Porras & Silvers Model:3. Individual organizational member:
Cognitive change (four types): Alpha change Beta change Gamma (A) change Gamma (B) change
Behavior change
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Model of Planned Change – 4
Porras & Silvers Model:4. Organizational outcomes:
Improved organizational performance Enhanced individual development
Question: What is the value of this model?
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Designing an Intervention Strategy
Specific Roles:Change Manager
Oversees the design of the strategy; bears ultimate responsibility
Change Agent Assists the change manager; facilitates the
activities involved Internal Change Agent (often an HRD
professional) External Change Agent (consultant)
Individuals Labor Unions
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Designing an Intervention Strategy – 2
Systems Approach:
Diagnose the Environment e.g., force field analysis
Develop an Action Plan objectives, activities, “details”
Evaluate the Results of the Intervention
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Force Field Analysis
By Permission: Center for Effective Performance (1997)
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Types of Interventions: Human Process-Based
Survey Feedback The systematic collection of survey
data Fed back to groups to promote problem
solving and change
Team Building A process to improve a group’s
problem-solving abilities Example: process consultation
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Types of Interventions: Technostructural
Job Enlargement Adding variety through similar tasks
Job Enrichment Increasing responsibility, knowledge of
results, and meaningfulness of work
Alternative Work Schedules Compressed workweek Flextime work schedule
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Types of Interventions: Sociotechnical Systems
Quality Circles Involving employees in work decisions
Total Quality Management (TQM) Continuous improvement efforts
Self-Managing Teams (SMTs) Team members have authority to make
decisions and regulate the team’s activities
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Types of Interventions: Sociotechnical Systems – 2
Total Quality Management (TQM) Five basic components:
Total commitment from senior management
Quality standards and measures in place Training in quality for all employees
(including Statistical Process Control) Programs/ways to reward, recognize, and
celebrate quality achievements Strong quality communication efforts
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Types of Interventions: Sociotechnical Systems – 3
Self-Managing Teams Basic components:
Interdependence among team members Individual members have discretion/authority
to make important work decisions Individual members possess a variety of
skills, so that they can perform multiple tasks
The team receives regular performance feedback
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Types of Interventions: Organizational Transformation
Cultural Interventions Efforts to change the values, norms, or
ways of thinking in an organization
Strategic Changes Fundamental changes in the purpose or
mission of an organization
Becoming a Learning Organization Beyond TQM, to continuous learning and
improvement for all employees
High Performance Work Systems
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Types of Interventions: Organizational Transformation – 2
Becoming a Learning Organization Dimensions that support learning:
Organization Structure – more collaborative and team-based
Information Acquisition, Sharing, and Retention – effective knowledge and information sharing
HRM Practices – all reinforce learning Organizational Culture – promotes
learning Leadership – supportive (at all levels)
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Types of Interventions: Organizational Transformation – 3
High Performance Work Systems Eight core principles:
1. Alignment to organizational strategy
2. Clear goals and outcomes (all levels, all aligned)
3. Work is organized around processes
4. Process-oriented tracking and management of results
5. Work units are linked to identified processes
6. Accountability, cycle time, and responsiveness emphasized
7. Collaboration, trust, and mutual support are present
8. Emphasis on strategic change management
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High Performance Work Systems Framework
By Permission: Van Buren & Werner (1996)
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Some Concluding Thoughts on Organization Development
1. Effectiveness: There is evidence for the effectiveness of particular OD interventions. However, there is much room for improvement (in the research designs used, and the results obtained).
2. Recent efforts have stressed “change management.”
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Some Concluding Thoughts on Organization Development – 2
3. Many HRD applications can be viewed as OD interventions: Human Process-Based: career
development, coaching, orientation Technostructural: skills/technical training Sociotechnical: team and quality training Organization transformation: EAPs,
management development
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Summary
Organization development can be difficult! Reluctance/resistance to change
Success is most likely with: An appropriate model of change The appropriate methods/interventions A systems approach (e.g., high performance
work systems, HRD process model)
Need a dual focus on organizational performance and employee well-being
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