W430 Exam 1

Who is the client?

client may be the organization, certain divisions, or an individual

What are 3 psychological states that significantly affect worker satisfaction?

1. Experienced meaningfulness of the work itself 2. Experience responsibility for the work and its outcomes. 3. Knowledge of results, or performance feedback (derived from text, p. 53)

6 Key Skill Areas Critical to Success of Practitioner

1. Leadership 2. Project Management 3. Communication 4. Problem-solving 5. Interpersonal 6. Personal

5 Practitioner Styles

1. STABILIZER STYLE ---> maintains low profile - tries to survive by following directives 2. CHEERLEADER STYLE ---> places emphasis on member satisfaction ---> does not emphasize organization effectiveness 3. ANALYZER STYLE ---> places emphasis on efficiency ---> little attention to satisfaction of members 4. PERSUADER STYLE ---> seeks compromise between cheerleader and analyzer styles ---> achieves average performance 5. PATHFINDER STYLE ---> seeks high organization efficiency and high member satisfaction *---> desired style for OD practitioner*

What does mean to have an emphasis on innovation in organizations?

3 FORMS OF INNOVATION IN ORGANIZATIONS: - "things," organizations must develop enhanced products and services. - organizing business activities and processes in ways that allows a company to compete more effectively against competitors and to be responsive to its external environment. - altering how it competes within its industry and strategic group.

What are the seven phases of OD practice?

1. Entry 2. Contracting 3. Diagnosis 4. Feedback 5. Planning change 6. Intervention 7. Evaluation

7 PHASES OF OD: EVALUATION

consists of evaluating the implementation and effectiveness of the changes. This evaluation phase can look quite different, depending on the client organization. The most important factor is that the effort must provide data that can aid in in decision-making processes and further OD change efforts in the future

What OD focuses on

*- Individual effectiveness* ---> goals are to improve managerial skills, technical skills, interpersonal competence *- Team effectiveness* ---> emphasis on improving problem-solving, working through conflicts, team effectiveness ---> Team activities are: ------> task activities--what the team does ------> team process--how the team works ---> process observations examine the way the group functions, leadership, decision making, communication *- Organization effectiveness* ---> focus on total organization system ---> improve effectiveness by changes in structure, technology, and management

Practitioner-Client Relationship Modes

*APATHETIC* - closed to others; rejects responsibility - keeps quiet about true ideas with practitioner - skeptical about change *GAMESMANSHIP* - closed to others; accepts responsibility - keeps quiet about true ideas with practitioner - manipulates strategic factors *CHARISMATIC* - open to others; rejects responsibility - view of changes taken from leaders' cues - members view change as desirable if leaders approve - limited number of members share their own ideas *CONSENSUS* - open to others; accepts responsibility - both client and practitioner share perceptions - differences are worked through *- OD practitioner attempts to operate from this mode*

organization transformation (OT) vs organization development (OD)

*ORGANIZATION TRANSFORMATION* - OT changes organization's form or appearance - OT is a revolution - transforms framework of organization - unplanned changes in response to pressures - changes occur in short time frame *ORGANIZATION DEVELOPMENT* - OD is like an evolution - planned change on a large scale - longer time-frame than OT - gradual implementation - modifies total organization or major parts

5 stages of OD

*Stage 1: Anticipate need for change* - someone recognizes need for change - must be felt need for change *Stage 2: Develop the practitioner- client relationship* - practitioner enters system - practitioner establishes trust and open communication *Stage 3: The diagnostic phase* - practitioner and client gather data ---> objective to understand client's problems, identify causes, and select change strategies *Stage 4: Action plans, strategies, and techniques* - series of interventions, activities, or programs aimed at increasing effectiveness - programs apply OD techniques *Stage 5: self renewal, monitor, and stabilize* - as program stabilizes, need for practitioner decreases - monitor results - stabilize change - gradual disengagement of practitioner

Describe Maslow's five-level need system

- Maslow created the hierarchy of needs because he posited that human motivation is derived from different levels of needs. This is the five-level need system that individuals go through, starting with the first level of needs. If one or multiple of these needs is not met, one cannot progress through the next level of needs. This unsatisfied need, according to Maslow, creates a motivation to satisfy this need. - Level 1: physiological needs, which consist of food, water, and shelter. - Level 2: safety and security - Level 3: belongingness and love - Level 4: esteem needs such as ego-status and achievement. - Level 5: system is self-actualization which are considered self-fulfillment needs

Define Organizational Development

- *improving overall effectiveness by problem-solving; has to be planned and total system wide* - The text emphasizes that organizational development is not necessarily a linear process, but rather a process of promoting growth and utilizing organizational resources in order to achieve heightened development or progress. Taken at face value, organizational development is change in an organization. According to the text, these changes are only considered OD if the organization recognizes the need for change and seeks it out, the "client" must be involved in the development and application of the changes, and the OD efforts must lead to actual change in organizational culture. Generally, the text defines OD as a process of deliberate fundamental change in an organization's culture by utilizing research and behavioral sciences.

What is a socio-technical system?

- A sociotechnical system is a work structure that promotes team building and decision making processes being carried out by lower level employees - This work structure recognizes organizations as being both social and technical in nature. Since all organizations use some form of technology to produce products or services, this approach sees technology as an important part of a company's culture. Like technology, social structures always exist within an organization as well. In order to achieve true organizational change and development, both of these "subsystems" of organizations must be attended to

Tools for change

- Information ---> provide information to people ---> provide ability to gather information ---> one method is open-book management - Support ---> support and collaboration from other departments ---> management support to provide climate of risk taking - Resources ---> funds, staff, equipment, materials ---> innovative programs for providing resources include: venture capital and innovation banks

Initial Perceptions

- Initial intervention is an evaluation by client and practitioner of each other - first impressions important - relationship based on mutual trust and openness

Who is the theoretical father of OD?

- Kurt Lewin - Lewin's "field theory" posits that "human behavior can be understood as reactions to forces in our environment that influence us..." Lewin also believed that personality was a function in human behavior as well and the two elements combined explain who we are and why we behave the way we do. - Kurt Lewin is a famous American psychologist known for his work in organizational and social psychology

Kurt Lewin stated the group was the focus of change in an organization. What did he mean by this?

- Kurt Lewin meant that individual change is not as important as group change. This is because if a person tries to change and the group in which they associate with does not and adheres to the old norms, the person will either "fall in line" with the group eventually or be completely excluded. In order for change to happen at the total-system organization level, the standards and norms of the groups must be changed as well.

What is Lippitt, Watson, & Westley model of planned change?

- Lippitt, Watson, & Westley's model of planned change expands upon Lewin's three-step model to one that includes five phases. The text talks about how these are purposely called phases rather than steps because steps are concrete actions that succeed one another whereas change is likely to occur in more overlapping phases rather than distinct separate parts *- PHASE 1: The Development for a Need for Change (unfreezing)* ---> unfreezing can occur by a "change agent" exhibiting a need for change to others in the organization, the organization realizing itself the need for change and hiring an outside consultant, or a third party noticing a need for change and bringing the "change agent" and the organization together - *PHASE 2: Establishment of a Change Relationship* ---> a "collaborative working effort" is established between the change agent and the organization - *PHASE 3: Working Towards Change (movement/changing)* ---> three sub-phases: ---> clarification of the client system's problem ---> examination of alternative methods and goals ---> the transformation of goals to actual change efforts - *PHASE 4: Generalization and Stabilization of Change (refreezing)* ---> it is key in this phase to generalize and spread the change to every part of the total system and the establishment of new mechanisms to support these changes (institutionalization) - *PHASE 5: Achieving a Terminal Relationship* ---> the relationship between the client organization and the change agent will end

Culture comes from 2 subsystems

- Managerial Subsystem ---> how employees are treated ---> through actions and words ---> vision articulated by top management - Organizational Subsystem ---> outside factors (market, etc.) define culture ---> technology ---> job descriptions ---> types of structure (tall vs. flat)

OD changed in 1969 from what perspective to what perspective and why?

- OD changed from a micro perspective to a macro perspective. - In the 1960's OD was mainly focused on organizational issues on a small scale, concentrating more on individual people and small groups. These micro efforts would include things like management development and sensitivity training. Now, OD takes on a total systems approach by utilizing a systematic perspective when working with client organizations. This macro perspective focused more on elements like reward systems and strategic planning.

What are other names for sensitivity training and what does it mean?

- T- groups and laboratory training - Sensitivity training involves small group discussions of individuals that learn their own behaviors, inter-group relationships, and overall group behavior, which acts as a form of development for the group

What is Perception?

- The process that individuals use to give meaning to environment and interpret and organize sensory impressions - what one perceives can be different from reality - people behave on the basis of what is perceived versus what really is

Describe the termination phase for an internal OD practitioner and an external OD practitioner

- The termination phase for the internal OD practitioner is not quite as applicable because they work within the organization already. The author describes that their relationship with the client should not be terminated because they can act as a "guardian of the new culture" and can help to regulate the changes that were made during the OD effort. - The termination phase for an external OD practitioner is more common than the termination phase for internal OD consultants but does not have to be a requirement. The author states that an external OD practitioner's main goal is to ensure that that there is an adequate amount of internal resources in place in order to replace or establish aid that can take over the kind of assistance that the consultant was providing. This aid should take over the efforts of the external consultant immediately upon their departure. The external consultant and the client may even decide to not terminate their relationship completely so that the door remains open for further OD efforts in the future.

What is traditional management consulting?

- Traditional management consulting is more concerned with business matters and "soft domains" such as process issues. - OD is currently different from traditional management consulting in the sense that it targets the core of the business to change the organization's culture.

OD Practitioner Styles

- View styles as degree of emphasis place upon 2 dimensions: ---> Effectiveness: degree of emphasis upon goal accomplishment ---> Morale: degree of emphasis upon relationships and satisfaction

The organizational environment

- competitors - employees and unions - customers - governments - society - suppliers - stockholders

Internal Practitioner

- a member or an organization who can be: a top executive, employee who initiates change in work group, from HR or OD department ADVANTAGES: - familiar with culture and norms - knows power structure - personal interest in organization DISADVANTAGES: - may lack specialized skills - lack of objectivity - likely to accept organizational system - may lack necessary power and authority

Describe the generic model for organizational change

- a process where an OD consultant does research and collects data about the construction of an organization and then facilitates change within the organization by engaging in phases that involve organizational members - These phases include an outside change agent or OD practitioner gathering information and data regarding the client organization in order to understand the nature, culture, and the total system structure of the organization. From this information, the change agent will determine the areas in which change needs to occur. This information is then reported back to the client organization in the form of feedback. Next, collaborative planning between the change agent and the client occur based off of this feedback. After collaborative planning occurs, the actions agreed upon are implemented by the client organization. Lastly, the final phase consists of the institutionalization of the change within the organization.

What is the action research model?

- action research model was created as a model for OD change that focuses on the concept of action research. - Action research is when research is conducted on some or all elements of a domain and then certain actions are taken based upon what was found in the research process. - The action research model is considered to be an underlying framework for OD efforts PROCESS: - The model starts with the process of gathering information regarding key executive perceptions of problems and then having a consultation with an OD consultant or behavioral scientist. - The consultant will then gather data and diagnose the organization. - Feedback is then given to the client and then joint action planning occurs where objectives of OD are laid out and goals are created in order to achieve these objectives. - Once the joint action planning stage occurs, more data is gathered, and feedback is given to the client group in team building sessions. - Once these groups are given feedback in these sessions, discussion is held and more action planning occurs. During this action planning, concrete objectives are created and the client determines the best ways to achieve these objectives. - Actions are then taken and "new behavior occurs." - Once the new actions have been made, more data gathering occurs to evaluate how the current system is working with these new behaviors. - Feedback is given and there is a discussion regarding this feedback on the new data and then more action planning is conducted and so forth.

Describe the concept of agility

- being responsive and moving swiftly to adapt to change, growing competition, and new technologies. - There are two factors of agility: an individual's motivation and the key concept. --->Motivation is a factor that concerns an individual's willingness to take risks in these situations. ---> key concept factor depends on whether an individual's abilities, skills, or past experiences can prepare them to make decisions in novel situations. -In order to have agility, an organization must be "agile" when confronting change and novel situations.

systems approach

- breaks company into key processes - creates teams from different departments to run them

primary goal of change programs

- change the corporate culture - become more adaptive - increase competitiveness

action research model

- collecting and feeding back information - implementing action programs

contingency approach

- considers organization and environment - identifies "if-then" relationships - suggests change in directions

What does the survey feedback method involve?

- consists of questionnaires being handed out to organizational members in order to ascertain information concerning employees' perceptions on many elements including employee attitudes and the management within the organization - Once the survey is administered, the results then are reported back to those who completed the questionnaire in the form of feedback. According to the text, this feedback stage is done systematically, with the information being funneled from top to down - specific feedback is given to different functional departments about the survey results for their group and the group discusses these results with one another. During this dialogue, the manager and their team will discuss actionable steps for improvement or development

7 PHASES OF OD: PLANNING CHANGE

- consists of the OD consultant and the client organization planning action steps based on the final diagnosis that was created. - the main purpose of this phase is to generate alternative steps that can be taken to address the problems outlined in the diagnosis and to decide which steps will be taken and in what order

socio-technical system

- coordinated human and technical activities - consists of: ---> goals and values ---> technical subsystem ---> structural subsystem ---> psychosocial subsystem (culture) ---> managerial subsystem

Corporations who face escalating and seemingly incompatible demands do what?

- corporations engage in downsizing and flattening organizational structures (or as the book says, getting "lean and mean") while also attempting to attract and retain workers by offering job security and an enjoyable work environment. - pressure to have faster business processes while also allocating more time to do strategic planning for the future and to be innovative - Corporations attempt to encourage innovation while also facing demands to stay focused on core competencies and capabilities

key factors to improve culture

- create vision for the future - develop model for change - reward changes

significant shifts

- from growth to consolidation - from moderate speed to warp speed - from moderate complexity to high complexity - from strategic planning to strategic implementation from consultant jargon to popular accepted concepts - from management to leadership - from unilateral, top-down management to multilateral, participative management - from little concern for ethics to high concern for ethics from micro to macro

What is Corporate Culture?

- culture is system of shared values, beliefs, and behavioral norms - observed behavioral norms - dominant values - learning ropes for newcomers

basic qualities of systems

- designed to accomplish objectives - elements have established arrangement - interrelationships exist among elements - ingredients of process more vital than elements - organization more important than elements

evolution of OD

- evolved since the late 1940s - NTL Laboratory- training methods - survey research and feedback

OD Professional values and ethics

- expertise - autonomy - commitment - code of ethics

Successful firms share these traits

- faster - quality conscious - employee involvement - customer oriented - smaller

Corporate culture and success

- high performing companies have strong cultures - many cultures fail to adapt to change - following corporate mergers, cultures often clash

renewing/transformation management

- hyper turbulent environment, high adaptation - deal with future conditions before they occur - faster at developing new ideas - more participative

reactive management

- hyper turbulent environment, low adaptation - reaching after conditions change - short-term, crisis type of adaptation - usually involves replacing key people - hasty reorganization

open systems

- in continual interaction with environment - continually receives feedback from environment

Closure

- individual fills in missing information in order to complete perception - individual perceives more in situation that is really there

The intervention

- intervention is coming between members of organization for purpose of change - interventions are planned activities - external practitioner usually intervenes through top manager

What are some criticisms of Lewin's three-stage model?

- it is "no longer apropos" for modern times and is too simplified. - too "simplistic and mechanistic." - Lewin's model did not address transformational change and instead focused more on incremental change - the model overlooked conflict, power, and politics within organizations - Lewin ignored creating change that occurs from the bottom-up and focused more on top-down organizational change

What is OD?

- long range efforts and programs aimed at improving organization's ability to survive - OD changes problem-solving and renewal processes OD is... --->planned --->organization wide ---> managed from top ---> increases organization effectiveness ---> planned interventions ---> uses behavioral science knowledge

Describe Herzberg's approach to motivation

- maintenance and hygiene factors - He posited that meeting the first three levels of the need system only lessen dissatisfaction while only self-actualization and "ego-status" needs can increase satisfaction, especially in the case of job satisfaction (hygiene factors). In addition, he believed that motivational factors such as achievement, autonomy, and recognition lead to job satisfaction. He referred to the other three need levels as maintenance factors. - "the more people receive, the more they want." Due to this reality, Herzberg argues that organizations need to consistently improve upon maintenance factors while also recognizing that the top two levels of the needs system are what will actually lead to increased job satisfaction.

What is the difference between leadership and management?

- manager maintains; leader develops - manager focuses on short term, bottom line; leader focuses on systems and structures - leader is the general; manager is the soldier - manager is the when?; leader is the why? - the leader originates; the manager imitates - leadership is needed in order initiate change but management is needed in order to implement the change.

Pressures for change

- market - product - competition - reengineering - flattening structures - going global - downsizing

7 PHASES OF OD: FEEDBACK

- meetings are held with the client organization where the information collected and analysis performed during the diagnosis stage is shared with the manager(s) first and then organizational members. Depending on how big the client group is, multiple feedback meetings can occur. - the feedback meetings consist of three steps. First, the consultant provides a summary of their diagnosis and analysis. Second, a general discussion regarding the information occurs. Lastly, the information is interpreted to arrive at a final diagnosis of the client system

factors leading to emergence of OD

- need for new organizational forms - focus on cultural change - increase in social awareness

External Practitioner

- not previously associated with the client ADVANTAGES: - different viewpoint and objectivity - not dependent upon the organization DISADVANTAGES: - unfamiliar with organization - unfamiliar with culture, communication, networks, and power systems

high performance systems

- occur by design, not by change - Key variables are: ---> business situation ---> strategy ---> design elements ---> culture ---> results

Developing Trust Relationship (between client and practitioner)

- openness and trust between practitioner and client essential - basic responses to build trust: -- questions -- advising -- interpretation -- self-disclosure

practitioner role in intervention

- operates on belief that team is basic building block - concerned with how processes occur - does not take control - believes that assisting client leads to lasting solution

What did the movement from managing growth toward managing consolidation involve?

- organizational growth slowed considerably in 1994. During this time, entrepreneurship was declining and competition continued to escalate due to increased globalization and foreign competitors. Thus, business executives began to focus on consolidation by concentrating on their core competencies and divesting any excess divisions or business activities. Businesses also engaged in consolidation by making mergers and acquisitions, especially in the pharmaceutical industry. -Since organizations became more consolidated, OD consultants had to become proficient in managing flatter organization as well as more autonomous work groups.

organization renewal

- organizational renewal is important to survival - defined as an ongoing process that builds innovation and adaptation

norms

- organized and shared ideas - what members should do and feel - how behavior is regulated TYPES: *pivotal norms:* essential to accomplishing organization's objectives *peripheral norms:* support and contribute to pivotal norms; not essential to organization's objectives

characteristics of OD

- planned change ---> change is planned by managers to achieve goals - collaborative approach ---> involves collaborative approach and involvement - improve performance ---> emphasis on ways to improve and enhance performance - humanistic values ---> emphasis upon increased opportunity and use of human potential - systems approach ---> relationship among elements and excellence - scientific approaches ---> scientific approaches supplement practical experience

Practitioner Style Model

- practitioner brings knowledge, skills, values, and experience - client system has own subculture and readiness for change - together determine practitioner's style and approaches

socialization process

- process that adapts employees to culture - new employees become aware of norms - employees encounter culture - individuals understand power, status, rewards, sanctions expectations---> encounters culture---> adjusts to culture and norms---> receives feedback

creative individualism

- questioning of peripheral norms - accepting of pivotal norms

Dilemma Interactions

- questions about client's definition of problem - client's awareness of need for change - client's unrealistic expectations - client's misuse of power - value differences with client and practitioner

Two Types of Change in Organizations

- random or haphazard change (forced on organization by external environment, not prepared for) - deliberate attempts to modify organization

OD Values About Nature of Organization Members

- respect for people - trust and support - power and equalization - confrontation and open communication - participation

Selective Perception

- selectivity of information that is perceived - people tend to ignore information that conflicts what their values - accepts other information that agrees with their values (confirmation bias)

satisficing management

- stable environment, high adaptation - adequate and average - planning and decision-making concentrated at the top

sluggish thermostat management

- stable environment, low adaptation - management style based on low risk - organizations using this style have very stable goals and a highly centralized structure

External-Internal Practitioner Team

- team combines external practitioner working with internal practitioner - probably most effective approach - partners bring complementary resources - provides support to one another - achieves greater continuity over OD program a - team combines advantages of both while minimizing disadvantages - External practitioner brings expertise, objectivity, and new insights - internal practitioner brings knowledge of issues and norms, and awareness of strengths and weaknesses

OD Implementation issues

- success depends on congruence between OD values and organization's values - key issue is the fit between the practitioner and client: *---> compatibility of values* ------> practitioners differ on degree of congruency with client values; ------> some believe personal values are compatible with client ------> others will help client as long as operations legal *---> imposed change* ------> OD ideally implemented voluntarily ------> top management may impose program ------> OD practitioners cognizant of power and politics *---> priority of goals* ------> determine goals given precedence ------> challenge to develop balanced intervention; one that improves productivity and quality of work for members

What is a total systems approach?

- targeting the entire system for organizational change - this approach sees an organization as a socio-technical system with both social and technical elements which need to be addressed - Total system changes could include altering an organization's cultural norms, codes of conduct, or technical systems

Describe the consultant-client relationship

- the consultant will act as the facilitator to change and the client will be the one who actually implements and manages the change. Kolb and Frohman, the original creators of the phases of OD believed that the consultant-client relationship is supposed to be temporary and finite. This is so that the client does not solely depend on the consultant for success in their change efforts moving forward. The author however, does not necessarily believe the same thing. They believe that the termination phase is not necessary and that the consultant can continue to help them through the future with their OD efforts if needed. The relationship can continue into the future so that consultants can help the client with periodic diagnostic checkups in the future.

Who knows informal rules?

- the gatekeeper

Most cited reasons for beginning change program

- the level of competition - survival - improved performance

future shock and change

- too much change in too short a time - inability to adapt to accelerating change - management reaction to change strained - managers must be adaptable and flexible

Forming Practitioner-Client Relationship

-A system of interacting elements - consists of practitioner, client contact, and client target system

Pathfinder Practitioner Focusses on 6 Processes

1. Communication 2. Member roles in groups 3. Group Problem-solving 4. Group norms and growth 5. Leadership and authority 6. Intergroup cooperation

organization culture

A systems of shared meanings including: - language - dress - patterns of behavior - value system - feelings -attitudes - interactions - group norms

What are the primary advantages and disadvantages of a functional organization?

ADVANTAGES - having clear and defined organizational responsibilities -the ability to continually develop expertise within a specific functional area. DISADVANTAGES - divisions can cause inefficient communication between functional managers that need to work together in order to achieve goals *in order to truly benefit from a functional structure, managers must be able to communicate effectively across their respective departments. *

What brings about cultural change in an organization?

Changing power structures, the organization's' management style, communication patterns and networks, reward systems, managerial applications and autonomy are all ways in which cultural change can occur in an organization. An organization's unique norms, values, standards, and rules of conduct can also be altered to bring about cultural change - OD practitioner must interact with the clients in order to determine essence of culture

What were the specific techniques used in the methodological model for OD in action research?

DIAGNOSIS - individuals and groups are interviewed, observations are made regarding specific situations, and data is organized FEEDBACK - Once a diagnosis is made, this information on overall organizational problems is conveyed back to those individuals or groups in the form of feedback DISCUSSION - where organizational members analyze the information collected and decide upon steps to take to alleviate this problem ACTION - occurs when these planned steps are executed

What is expectancy theory based on?

Expectancy theory is based upon three assumptions: performance-outcome expectancy, valence, and effort-performance expectancy. PERFORMANCE-OUTCOME EXPECTANCY: ---> belief that behaviors have outcomes, specifically, good behaviors on the job should lead to rewards. VALENCE: ---> the values or weights that individuals place on certain outcomes. EFFORT-PERFORMANCE EXPECTANCY: ---> the concept that individuals associate their effort in exerting a task/goal with the probability of their success in achieving that task/goal. From this we can gather that people believe their behavior will lead to certain outcomes and they would like these outcomes (or rewards) to be ones that they value most. People also need to feel that they will be able to exert the amount of effort needed in order to succeed in achieving these rewards.

In the end OD is about being? And what does this mean?

In the end, OD is about being values-based. This means that OD practices are based in values such as organizations having a high concern for ethics. OD is also based on collaborative and humanistic values. - OD places emphasis on being values-based in order to ensure fairness, workplace equity, and ethical codes of conduct. These values help guide OD consultants when making decisions and forming conclusions for client organizations.

What is industrial/organizational psychology?

Industrial/organizational psychology (I/O) is a science that has influenced organizational development over time. This kind of psychology also helped to birth the concept of survey feedback. I/O psychology takes a scientific approach to analyze organization dynamics, businesses, workers, and work teams.

Organizational Dimensions Affecting Performance

MANAGERIAL EFFECTIVENESS ---> accomplishing goals and objectives MANAGERIAL EFFICIENCY ---> ratio of results to resources MOTIVATIONAL CLIMATE ---> employee attitudes that influence performance OTHER CRITERIA: ---> adaptability ---> sense of identity ---> capacity to test reality

What type of changes in an organization are OD practitioners concerned with?

OD practitioners are concerned with fundamental changes, specifically changes to the total system and not specific individuals. These fundamental changes must completely alter an organization's culture

Who does OD?

OD practitioners consist of: ---> specialists - those applying OD in daily work OD specialists are: ---> internal practitioners - from within the organizational ---> external practitioners - from outside the organization ---> managers apply OD principles and concepts Activities include: ---> team leaders developing teams ---> building learning organizations ---> implementing total quality management ---> creating boundary less organizations

What are the three types of basic-assumption groups? Define them

PAIRING GROUP ---> sees their purpose to be create or "birth" a new "savior" or champion. This basic-assumption group pairs off into groups consisting of hetero and homosexual relationships in order to reproduce the next savior. This group is consistently worried about supplying a new savior FIGHT-FLIGHT GROUP ---> extremely concerned with self-preservation and survival ---> In order to survive in this group, one must always take action. Thus, the leaders of these kinds of groups act like military generals, leading troops into combat (fight) or withdrawal (flight). ---> The importance of the group trumps the importance of an individual DEPENDENCY GROUP ---> believes that their purpose is to be dependent on a leader that provides protection and assurance. The leader is seen as almighty and the followers tend to act weak and "childish" relative to their venerated leader

adjustment to cultural norms (responses to socialization)

Rebellion ---> rejection of all values and norms Conformity ---> acceptance of all values and norms Creative individualism ---> acceptance of pivotal values, rejection of others

describe the 4 major developments in technology that have meaning for OD practitioners

SOCIAL MEDIA (EMAIL & INTERNET) --->Social media has enabled the fast exchange of messages and information and the ability of people to create networks that didn't exist previously. ---> This is transformative for organizational life, as workers' ability to text and email each other in real time has created new formal and informal communication networks. DATA ANALYSIS --->related to big data, algorithms, and people analytics. This development in data analysis enabled organizations to solve complex problems. With the culmination of massive amounts of "big data," organizations needed to develop news ways in which to analyze this data and this is where algorithms come into play. Analyzing data through algorithms has allowed organizations to sift through information in order to draw conclusions and reach possible solutions. ---> This development is especially important for OD practitioners because they must be proficient data analysts in order to aid today's organizations SIMULATIONS --->allow business leaders and students to learn and engage in real-life business situations virtually. --->simulations have enabled people to test and analyze different business decisions and the effects of those decisions on an organization's bottom line INFORMATION RETREIVAL ---> the ease of information retrieval has allowed companies gain power by, for example, preemptively competing against rivals and designing products and services that are cutting-edge

What are the steps to resolve conflict in an organization?

Step 1: Identify perceptions Step 2: Exchange of perceptions Step 3: Problem identification Step 4: Problem exchange Step 5: Problem consolidation Step 6: Priority setting Step 7: Group problem solving Step 8: Summary presentations Step 9: Follow-up planning (derived from the text, pg. 7)

What is Lewin's three-step model of system change?

Step 1: UNFREEZE ---> the present "level" of behavior is undone or repealed so that room for change can occur. The unfreezing stage can consist of management training sessions, data feedback from surveys, sensitivity training sessions, or catharsis Step 2: MOVEMENT/CHANGE ---> actions are taken that aim at changing the total social system from its original state. During this stage, organization restructuring, team development, or interventions may occur Step 3: REFREEZE ---> new processes and systems are established that will support the new behaviors being executed and "secure against change." This stage could consist of creating new conforming patterns and norms, emphasizing collaboration versus competition, developing new rewards systems, or establishing different methods of managing workers

What are the three "M's" and brief define each one.

The three "M's" are the causes of the shifts in power that have led to a "greater dispersion of power and politics." *More (profusion):* More is the insatiability of today's individuals that have more selections that ever, having "more" time to live than previous generations, and generally having and wanting more things. More is the increase in buildings, people, businesses, cities, etc. *Mobility:* Mobility generally means that people are migrating, connections across countries are strengthening, and the internet has revolutionized mobility in terms of access to information. Individuals that have this kind of mobility are harder to control *Mentality:* The text talks about how mentality refers to an overall shift in expectations of people around the globe. As standards of living begin to rise around the globe, more people have access to education and peoples' expectations began to change with this increase in education. The text says that with this rise in expectations people demand even more and it is more difficult for those in power to satisfy their constituents

Approaches to change

Two dimensions: ADAPTIVE ORIENTATION ENVIRONMENTAL STABILITY 4 WAYS FOR ORGANIZATIONS TO ADAPT TO CHANGE: - sluggish thermostat management --->low adaptive orientation; stable (environmental stability) - reactive management ---> low adaptive orientation; hyper turbulent (environmental stability) - renewing/transformation management ---> high adaptive orientation; hyper turbulent (environmental stability) - satisficing management ---> high adaptive orientation; stable (environmental stability)

What are two values to changing organizational life? Define each value.

Whollistic The values to changing organizational life include "humanistic and collaborative approaches to changing organizational life." Humanistic approaches focus on individual needs, workplace equity and fairness, and creating cultural change that would promote empowerment and allow workers to improve their ability to function in their roles. - Humanistic approaches could include elements like decentralizing power, strengthening rewards systems for employees, and providing routes for greater autonomy for supervisors. VALUES Collaborative approaches would include the involvement of the clients in creating cultural changes. The facilitating OD practitioner collaborates with the clients to identify problems and develop routes for organizational change. Collaborative approaches also focus on the importance of groups and teamwork in the workplace

7 PHASES OF OD: ENTRY

begins when the client organization and the change agent contact one another. After this contact is made, both parties engage in the process of "exploring" the possibilities of their relationship and whether or not they will be compatible with each other. Throughout this exploration process, the consultant determines the motivations of the client, the client's readiness and willingness for change, whether or not they are well-matched with the client organization, what kinds of resources are at their disposal that can support the OD effort, and "potential leverage for change."

7 PHASES OF OD: CONTRACTING

consists of negotiating a contract between the change agent and the client organization. This contract should clarify the specifics of what the expectations are for the OD consultant and what the client intends to do as well. In addition, it will clarify how much time each party will invest in the effort and what the cost will be as well as the basic rules that parties will operate within during this effort. This contract will detail the process of the OD effort rather than the content of it

psychological contract

expectations between individual and organization

7 PHASES OF OD: DIAGNOSIS

involves two steps: gathering information and analyzing the information. Information gathering by the consultant is conducted by observations, structured interviews, questionnaires, and summaries of organizational documents. This information is then compiled together and organized in a way so that the client can understand the information at hand and be able to draw conclusions from the information.

7 PHASES OF OD: INTERVENTION

mostly entails the action taken. Some examples of intervention that the text provides includes job enrichment, job redesign, management by objectives, training and management development, career development, etc. Interventions could also include team building sessions, and quality control and autonomous work groups.

change agent

person attempting to bring change

client system

person or organization that is being assisted