an experiential approach to organization development 7 th edition chapter 16 slide 1 chapter 16 the...

An Experiential Approach to Organization Development 7 th edition Chapter 16Slide 1

Chapter 16Chapter 16

The Challenge and the The Challenge and the

Future for Organizations Future for Organizations


Learning Objectives (part 1 of 2)

Understand basic issues in using OD as

approach to planned change.

Recognize ways of maintaining, internalizing,

and stabilizing change program.


Learning Objectives (part 2 of 2)

Identify some of the future trends and

problems facing the OD practitioner.

Understand process of terminating

practitioner-client relationship.


Company of the Future (part 1 of 2)

Company of the future will attract and retain

talented employees by developing different

kind of workplace.

Powerful mission is magnet and motivator.

Culture that values learning is key.


Company of the Future (part 2 of 2)

Core reality is old saying that a company’s

people are its most important asset.

Collaboration essence of the organization.

Create flexibility, resiliency, speed, and

creativity.


The Future Organization

A constantly changing organization.

An organization that is flexible and able to

quickly change.

Higher educational levels mean increase in

motivational needs.

Change is never ending.


Monitor and Stabilize Action Programs

Feedback.

Stabilize the change.

Evaluate the OD program results.


Feedback of Information

Information returned to participants.

Commitment reinforced by feedback.

Program effectiveness measured by degree

problems corrected.


Stabilization of Change

Acceptance and adoption of change.

Guard against “fade out.”

Reinforcement necessary.

Continue assessment of change during later

periods.


Evaluation of OD Programs(part 1 of 2)

Evaluations important for 3 groups:

1. Key decision makers.

2. OD participants.

3. OD specialists.


Evaluation of OD Programs(part 2 of 2)

Three factors determine evaluation process:

1. Training of OD specialist.

2. Cooperation of organization members.

3. Willingness of decision makers to pay for

evaluation.


Termination of Practitioner-Client Relationship

Termination of relationship final stage of OD.

Relationship ends when practitioner or client

believes little more can be accomplished.

Disengagement will likely call for gradual

reduction of practitioner’s help.


Developing Self-Renewal Capacity

Self-renewal means building innovation into

organization’s values.

Self-renewing organization constantly able to

innovate.


Termination and Disengagement from Client System

Client and practitioner agree on reduced

involvement.

Involvement does not drop to zero, but may

continue at low level.

The door always open for further work.


Conditions Supporting OD’s Success

Organization under pressure to improve.

Change begins at top of organization.

Top management actively participates.

New ideas developed at several levels.

Innovation and experimentation used to develop

solutions.


OD in Practice: War of Warehouse Stores (part 1 of 3)

Costco and Sam’s Club warehouse stores both

started in 1983.

Some Analysts say Costco pays workers too

much compared to competition such as

Sam’s Club.

But some analysts look at productivity figures

and not just hourly wages.


OD in Practice (part 2 of 3)

Costco CEO Sinegal says, “ Paying your

employees well is not only the right thing to

do but it makes for good business.”

Business Week magazine ran the numbers on

the two warehouse stores and found

underlying results of 2 strategies.


OD in Practice (part 3 of 3)

Costco Sam’s Club

Average hourly wage $15.97 $11.52

Covered by health plan 82% 47%

Labor and overhead costs 9.8% of

sales

17% of

sales

Sales per square foot $795 $516


Emerging Issues and Values

OD is a growing, developing, and changing field

of study.

OD still in transition, which makes it difficult to

define what is an OD intervention.


Is OD Fad or Discipline?

OD has over 40 years of background history.

OD appears to be primary method for helping

organizations adjust to change.

Managers may use interventions as quick fixes.

OD required even more as rate of change

increases.


Dilemmas for OD Practitioners

Some question OD because ill-defined.

Lack of evidence for some OD interventions.

No accreditation program of OD practitioners.

OD overemphasizes human interventions.

Difficult for OD to deal with distrust, power, and

conflict.


Future Trends in OD

Organization

transformation (OT).

Shared vision.

Innovation.

Trust.

Empowerment.

Learning organization.

Reengineering.

Core competencies.

Organizational

architecture.


Macrosystem Trends in OD

Impact of culture change.

Total resource utilization.

Centralization vs. decentralization.

Conflict resolution.

Interorganization collaboration.


Interpersonal Trends in OD

Merging line and staff functions.

Resource linking.

Integrating quality and productivity.

Diversity.

Networking.

Rewarding.


Individual Trends in OD

Intrinsic worth.

Change in individuals.

Effects of thinking.

Health and fitness.

Interdependence.


The Future of OD

OD will deal with changing workforce, global

competence, and transformation.

OD is expanding and vital technology.

Need for more studies on OD interventions.

OD needs to deal effectively with external

systems and power-coercive problems.


Our Changing World: No Job Is Safe - Never Will Be (part 1 of 4)

What you will be doing in future will constantly

change.

The career you are preparing for now will likely

not be career you pursue for much of your

life.


Our Changing World (part 2 of 4)

Career suggestions include:

• Avoid jobs that can be broken down into

repeatable steps.

• Search for jobs that require flexibility, problem-

solving, creativity, and lifetime of learning.

• Work that relies on complex communication skills

will probably not be outsourced.



Additional career suggestions:

• Jobs that require frequent interactions with other

people will flourish.

• Employees with good people skills and employees

with multicultural teams will have advantage.

• Get a college education and then keep going to

college.



Warren Bennis, OD practitioner, says:

“No job is safe. Never will be. The half-life of

any particular skill is, at most, five years.

And that’s on the long side. What will keep

you alive? Be curious, be willing to learn,

have a moral compass and know what

gives your life meaning.”


Key Words and Concepts

Feedback - required to determine whether to

modify, continue, or discontinue activities.

Individual trends - future trend of OD that

focuses on personal level.


Interpersonal trends - future trend of OD that

focuses on team and group dynamics.

Macrosystem trends - future trend of OD that

focuses on organizational system.

Reconfigurable - an organization that is

flexible and able to change.


Self-renewal - building innovation and

commitment to change into organization’s

values.

Stabilizing the changes - preventing

deterioration of the change efforts and

reverting to previous behaviors.

an experiential approach to organization development 7 th edition chapter 16 slide 1 chapter 16 the...

Documents

organization development

th edition chapter

experiential approach

future organization

selfrenewing organization

ods success organization

od practitioner

od participants