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Summary organization development (441079-B-6) - Tilburg university
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SUMMARY ORGANIZATION DEVELOPMENTLECTURE 1
Organization development – (planned change) the long-range effort to
improve:
- An organization’s/system’s problem-solving capabilities.
- It’s abilities to cope with changes in the external environment with the
help of external or internal behavioral-scientist consultants or change
agents, as they are sometimes called.
Characteristics of organization development:
- Planned
- Effectiveness – always a purpose at the end.
- Scientific approach (e.g. team dynamics, work design) – which approach is
the most effective.
- Systematic approach - interdependent actions to be able to conduct the
work. My actions or part influences other parts or other individuals.
Organizations are constantly changing and is a must for organizations to survive.
This is difficult for people; therefore, they resist.
Major trends shaping change:
1. Globalization & environment protection.
2. Information technology/ digitalization.
3. Managerial innovation.
Organizational development’s five
stages
Each stage is dependent on the
preceding one, and successful change is
more probable when each of these
stages is considered in a logical
sequence.
1. Anticipate need for change.
The manager’s perception that the
organization is somehow in a state
of imbalance or needs
improvement. There must be a felt
need because only felt needs
convince individuals to adopt new
ways. Managers must be sensitive to changes in the competitive
environment, to “what’s going on out there”.
2. Develop the practitioner-client relationship
After an organization recognizes a need for change and an OD practitioner
enters the system, a relationship begins to develop between the
, practitioner and the client system. The practitioner attempts to establish a
pattern of open communication, a relationship of trust, and an atmosphere
of shared responsibility. Issues dealing with responsibility, rewards, and
objectives must be clarified, defined, or worked through at this point. The
practitioner must decide when to enter the system and what his or her role
should be.
3. The diagnostic phase.
After the OD practitioner has intervened and developed a working
relationship with the client, the practitioner and the client begin to gather
data about the system. The collection of data is an important activity
providing the organization and the practitioner with a better understanding
of client system problems: the diagnosis. One rule of operation for the OD
practitioner is to question the client’s diagnosis of the problem, because
the client’s perspective may be biased. To gather in-depth information the
practitioner can take interviews or questionnaires as a basis for further
action programs.
The OD practitioner and client together analyze the data to identify
problem areas and causal relationships. This phase is used to determine
the exact problem that needs solution, to identify the forces causing the
situation, and to provide a basis for selecting effective change strategies
and techniques.
A weak, inaccurate, or faulty diagnosis can lead to a costly and ineffective
change program.
4. Action plans, strategies, and techniques
The diagnostic phase leads to a series of interventions, activities, or
programs aimed at resolving problems and increasing organization
effectiveness. More time will be spent on this fourth stage than on any of
the other stages of an OD program.
5. Self-renewal, monitor and stabilize
This stage assesses the effectiveness of change strategies in attaining
stated objectives. Once a problem has been corrected and a change
program is implemented and monitored, means must be devised to make
sure that the new behavior is stabilized and internalized. If this is not done,
the system will regress to previous ineffective modes or states. The ideal
OD program will create a client system that has a self-renewal capability
that can maintain innovation without out- side support.
Organizations are open systems.
System – a set of interrelated parts unified by design to achieve some purpose
or goal.
Open systems – organizations continually interact with their environments.
Feedback from the environment helps
the system to adapt.
An open system influences and is
influenced by the environment
through the process of
interdependency, which results in a
dynamic (changing) equilibrium.
, The overall efficiency of the system depends upon the level and degree of
interaction with other elements.
- Inputs are the resources that are applied to the processing function.
- Processes are the activities and functions that are performed to produce
goods and services.
- Outputs are the products and services produced by the organization.
Model of adaptive orientation in organizations
A stable environment is characterized by unchanging basic products and
services, a static level of competition, a low level of technological innovation, a
formalized and centralized structure, and a slow, steady rate of growth. Such an
environment remains relatively stable over long periods.
A hyper turbulent environment, on the other hand, is characterized by rapidly
changing product lines, an increasing and changing set of competitors, rapid and
continual technological innovation, and rapid market growth.
A static organization can no longer survive.
Environmental stability in the figure represents the degree of change in an
organization’s environment, and adaptive orientation is the degree of flexibility
present in its internal orientation.
Sluggish thermostat management – a
managerial style based on low risk
with formalized procedures and a
high degree of structure and control.
Stable goals and a highly centralized
structure. Nothing really changing.
Satisficing management – a style of
managing that emphasized a more
centralized decision-making structure
with problems referred to the top.
Change is accomplished at a rate
that is good enough to keep up with
the industry, but certainly well behind
the state of art. For example, Tilburg university. New buildings, new bachelor,
and master studies.
Reactive management – mainly reacting to what is happening in the
environment. Not that good because reacting is too late. The reactive approach
to change implies waiting until serious problems emerge that can no longer be
ignored and then taking drastic and corrective measures.
Renewing transformational management – they must not only respond to change,
but they must also proactively take advantage of new opportunity and
innovation. They are faster at developing new ideas, more responsive to
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