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Org Change & Develop
Exam 1
| Organizational Development growth because of: | globalization, information technology, managerial innovation (new org structures) |
| OD focuses on | the transfer of knowledge and skills to help the system manage future change |
| Stems of OD (oldest-->newest) | laboratory training action research normative QWL (Quality work life) Strategic change |
| Exploitive Authoritative System | top down approach, motivation based on punishment and occasional rewards, downward communication, mediocre performance |
| Benevolent Authoritative | similiar to system 1, management is more paternalistic, employees have a little more interaction, communication and DM, but within boundaries |
| consultative systems | increase in employee interaction, communication, and DM employees are consulted about problems but management still makes final decision |
| participative | opposite of system 1, group methods of DM groups are highly involvement high degree of member involvment high level of productivity, quality, and member satisfaction |
| lewins change model planned change | one of earliest models kurt lewin a set of behaviors at any moment in time is the result of 2 groups of forces -those striving to maintain the status quo -those pushing for change when forces = current behaviors are "quasi-stationary equilibirum |
| lewins model 3 steps | unfreezing-reduce forces maintaining the orgs behavior moving - shifts behavior of the org, dept, or ind. to a new level refreezing - stabilizes org at new state of equilibrium |
| action research model | focuses on planned change as a ***cyclical process where initial research about org provides info to guide action |
| action research model stages | 1. problem identification 2. consultations w/expert 3. data gathering & diagnosis 4. feedback to key group*** 5. joint diagnosis 6. joint action planning 7. action 8. data gathering after action |
| positive model | not deficit based focuses on what org is doing right |
| positive model stages | 1. initiate 2. inquire 3. discover themes 4. envision preferred future 5. create future |
| underorganized org | identification convention organization evaluation |
| general model of planned change | 1. entering and contracting 2. diagnosing orgs 3. planning & implementing 4. evaluating & institutionalizing change |
| 3 things planned change varies on | 1. magnitude of change 2. degree of organization 3. domestic v. international |
| open systems model | inputs design components outputs |
| porters five forces of the task environment | 1. supplier power 2. buyer power 3. threats/substitutes 4. threats of entry 5. rivalry amoung competition |
| org level inputs | general environment industry structure |
| org level design components | technology strategy HR systems measurement systems structure culture |
| org level outputs | organization effectiveness |
| organization effectiveness | performance productivity stakeholder satsifaction |
| group level inputs | organization design components |
| group level design components | task structure goal clarity group composition group norms team fxning |
| group level outputs | team effectiveness |
| team effectiveness | quality of work life performance |
| individual level inputs | org design, group design, personal characteristics |
| individual level design components | task identity skill variety autonomy task significance feedback |
| individual level ouputs | individual effectiveness |
| individual effectivness | job satisfaction, performance, absenteeism, personal development |
| overorganized system | loosen constraints on behavior changes in leadership job design structure features designed to liberate suppressed energy |
| diagnostic relationship questions | who am I? why am i here? what am i doing here? who do i work for? what do i want? why? confidentiality protected? who will have access to data? whats in it for you? can i be trusted? |
| what to address before data collection | confidentiality amount of time required of participants benefit to members |
| methods for collecting data | questionnaires interviews observations unobtrusive measures |
| quesionnaires pros | large number of people analyze quickly quantitative evaluation easy feedback |
| questionnaires cons | limited responses impersonal biases self-report common method bias socially acceptable answers |
| interview pros | expand answers develop relationships adaptive |
| interview cons | time consuming personal biases self-report bias social desirability |
| observations pros | no self-report bias first hand observations adaptive |
| observations cons | underlying meaning personal bias/subjectivity sampling issues |
| unobtrusive measures pros | objective free from bias "real" easy to analyze |
| unobtrusive measures cons | not flexible underlying causes |
| international OD practices | adapt to fit culture can be stressful OD practioners must be aware of own cultural biases fluent in values and assumptions of host country understand economic and political context of business |
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