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Full Summary Of Organizational Development
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Full Summary of the Organizational Development course.
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1. INTRODUCTION TO ORGANIZATIONAL DEVELOPMENTNokia: on the wave
- 1992: Nokia decides to focus on telecommunications
- 1996-2001: Turnover increases 5 times from 6.5 to 31 billions
- 1998-2012: The world’s largest mobile phone manufacturer
- 2003: Nokia 1100; (still) the best selling mobile phone of all times (250 millions)
Decline & the end
- 2007: The fist iPhone is launched
- 2008: Nokia buys Symbian operating system
- Samsung and Sony move to android operating system’
- February 2011: Stephen Elop Decides to alliance with Microsoft-Symbia is replaced with
Windows Operating systems.
- 2011: Share values drop 14%, Nokia loses 368 million euro
- 2011-2013: 24.500 employees
- no longer on the devices produced; Nokia considers rebranding.
What is organization development?
The long-range effort to improve:
- An organizations/systems problem-solving capabilities and
- It’s abilities to cope with changes in external environment
With the help of external or internal behavioral-scientist consultants or change agents, as they are
sometimes called (Wendel French, 1969)
Characteristics of OD
- Planned
- Effectiveness
- Scientific approach (e.g. Team dynamics, work design)
- Systemic approach
Organization environment: Changing…
Major trends in shaping change:
- Globalization and environment protection
- Information technology
- Managerial innovation
,New forms of organizing…
- “Travail a la chaine” in a VW factory; Control & Command
- Boundaryless, fluent forms of organizing; e.g. Wikipedia, uber, Airbnb
- Multiple teams, multiple tasks, virtuality; connecting multiple organizations; serving multiple
purposes.
Fashion industry example
Systemic approach
Open systems
- Organizations continually interact with their environments
- Feed-back from the environment helps the system to adapt
,Forms of organizational adaptation: A taxi experience
Socio-technical systems
Changing the culture
Culture is system of shared values and beliefs that interact with an organization’s people, structure
and systems to produce behavioral norms;
- “The way we do things around here”
It includes
- Artifacts: Clothes, language, behaviors
- Norms an values: unwritten rules;
- Deep assumptions
, Resistance to change (2015 Paris protests against uber)
Culture change and the #meeto movement
- Norms: “The abuser was a revered coach and no one wanted to tarnish his reputation. Plus
there was always concern that if you rocked the boat you would be ostracised, you wouldn’t
be chosen for the team, you would be blackballed in the sport.”
- Culture for performance: “ Gymnastics and the US Olympic Committee didn’t want to scare
offsponsors and they didn’t want to risk the piles of Olympic medals. So they covered it up.
And at a certain point they were so far in on the cover up that they were implicated. So they
dug in deeper to protect themselves from criminal and civil liability,”
- Complaints ignored: "Complaints were made to Michigan State University about Nassar as
far back as 1998, but no one did anything. An investigation conducted by the Indy Star during
Nassar’s trial revealed a long pattern in USA Gymnastics of hushing up or downplaying
complaints about sexual abuse in the sport. Repeatedly, coaches and officials were protected
at the expense of the athletes”
- Abuse continued...became part of the culture, or how we do things around here…(Nassar
was sentenced in 2017-2018 for sexual assault accusations - over 250 gymnasts..)
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