View
214
Download
0
Category
Preview:
Citation preview
7/25/2019 Organitational Development and Change.ppt
1/56
OrganizationDevelopment and
Change
Fathul Himam
7/25/2019 Organitational Development and Change.ppt
2/56
What is an organization?
a consciously coordinated social entity
with a relatively identifiable boundary
functions on a relatively continuousbasis
to achieve a common goal
7/25/2019 Organitational Development and Change.ppt
3/56
The use of anorganizationallows peoplejointly to:
Increase specializationand division of labor
use large scale oftechnology
manage the externalenvironment
economize on transactioncost
exert power and control
Which increasethe value thatorganizationcan create
Why organization exist?
7/25/2019 Organitational Development and Change.ppt
4/56
Approach to Measuring OrganizationalEffectiveness
Externalresourceapproach
Evaluate the organizationsability to secure, manage,and control scare and valuedskill and resource
Lower cost of input
Obtain high-uality input ! rawmaterial ! employees
"ncrease market share
"ncrease stock price
#ain support of stockholder such as
government or environmentalist
"nternalsystemapproach
Evaluate the organizationsability to innovate andfunction uickly andresponsively
$ut decision making time
"ncrease rate of product innovation
"ncrease coordination ! motivation ofemployees
%educe conflict
%educe time to market
&echnicalapproach
Evaluate the organizationsability to convert skills andresource into goods andservices efficiently
"ncrease product uality
%educe number of defects
%educe production cost
"ncrease customer service
%educe delivery time to customer
Approach description goals to set to measure
effectiveness
7/25/2019 Organitational Development and Change.ppt
5/56
Life Cycle Perspective
Pattern of predictable stages through which
organization proceeds:
1. Entrepreneurial stage Formation stage Infancy
2. Collective stage Clarification of missions Commitment to goals
3. Formalization-and-control stage Stabilization
Roles are defined4. Elaboration-of-structure stage Diversifies its product and service Growth opportunities are searched Decentralization
5. Decline stage
7/25/2019 Organitational Development and Change.ppt
6/56
'orma
tion
#rowth
(aturity
)ecline
*+ Entrepreneurialstage
.mbiguous
goals
/igh
creativity
0+$ollectivity
1tage
"nformal
communicati
on and
structure
/igh
commitment
2+'ormalization-
and-controlstage
'ormaliza
tion of rules
1table
structure
Emphasis of
3+Elaboration-of-
structure stage
(ore complex
structure
)ecentralization
)iversified
markets
4+)ecline stage
/igh
employee
turnover
"ncreased
conflict
centralization
7/25/2019 Organitational Development and Change.ppt
7/56
"nputs &ransformation5rocess
Output
1ystem
ENVIRONMENT
7/25/2019 Organitational Development and Change.ppt
8/56
Environment
Worksetting
Work
settin
g
Organization
Or
ga
n
izatio
n
Organizational
performance
Individual
development
Onthe!ob
behavior
Individual
cognitions
Organization
"e
mbers "
em
b ers
Organizing
arrangement#echnology
$urpose
%ocial
factors
$hysical
setting
7/25/2019 Organitational Development and Change.ppt
9/56
Factors Constituting the Organizational Work Setting
Environment
&' (oals
)' %trategies
*' %tructure
+' ,dministrative
policies andprocedures
-' ,dministrative
systems
.' /eward systems
0' Ownership
$urpose
Organizing
arrangement#echnology
%ocial
factors
$hysical
setting
&' Culture
)' "anagement
style
*' Interaction
process+' Informal patterns
and network
-' Individual
attributes
&' %pace
configuration
)' $hysical
ambience
*' Interior design+' ,rchitectural
design
&' #ool e1uipment2
and machinery
)' Information
technology
*' 3ob design+' Work flow design
-' #echnical e4pertise
.' #echnical
procedures
0' #echnical systems
7/25/2019 Organitational Development and Change.ppt
10/56
Aglossary of some open systems concepts
The concept of an open system. Organic systems, complex organism
and population of organisms exist in a continuous exchange with theirenvironment.
Homeostasis. Self-regulation and the aility to maintain a steady state.
Entropy/negative entropy.!losed systems are entropic - a tendencyto deteriorate, while open systems attempt to sustain y importingenergy to o"set entropy
Structure function !i"erentiation an! integration. #herelationship etween these concepts is of crucial importance forunderstanding living organism.
#e$uisite variety. $nternal regulatory mechanism of a system must eas diverse as the environment with which it is trying to deal
E$ui%nality.#here may e many di"erent ways of arriving at a given
end state System evaluation.#he capacity of a system to evolve depends on an
aility to move to more complex forms of di"erentiation and integration,and greater variety in the system facilitating its aility to deal withchallenges and opportunities posed y environment.
7/25/2019 Organitational Development and Change.ppt
11/56
*6-**
7hy is it "mportant to .dapt to7hy is it "mportant to .dapt to
$hange8$hange8 "ndividuals, teams, or organizations that
do not adapt to change in timely ways
are unlikely to survive+
7/25/2019 Organitational Development and Change.ppt
12/56
*6-*0
.dapting to $hange.dapting to $hange
"ndividuals, teams and
organizations that
recognize the
inevitability of change,
learn to adapt to it, and
attempt to manage it,
will be the mostsuccessful+
7/25/2019 Organitational Development and Change.ppt
13/56
*6-*2
7hat is $hange87hat is $hange8
$oping process of moving from a
unsatisfactory present state to a desired
state
7/25/2019 Organitational Development and Change.ppt
14/56
Organization Development56rench2 W'7' and 8ell2 C'92 &::-;
Organization development (OD) is a long term effort,led and spported !y top management, to improve an
organization"s visioning, empo#erment, learning, and
pro!lem$solving processes, throgh an ongoing,
colla!orative management of the organization cltre $#ith special emphasis on the cltre of intact #or%
teams and other team configrations$ tilizing the
consltant$facilitatorrole and the theory and technology
of applied !ehavioral science, inclding action
research&"
56rench2 W'7' and 8ell2 C'92 5&::-;' Organization Development:
Behavioural Science Interventions for Organization Improvement2 6ifth
7/25/2019 Organitational Development and Change.ppt
15/56
Organization Development5"cCalman2 3 = $aton2 / 5&::);
Organization development is an ongoing process of
change aimed at resolving isses #ithin an
organization throgh the effective diagnosis and
management of the organization"s cltre& 'hisdevelopment process ses !ehavioral and social science
technies and methodologies throgh a consltant
facilitator and employs action$research as one of the
main mechanism for instigating change inorganizational grops&"
5"cCalman2 3 = $aton2 / 5&::);' Change Management Guide to ffective
Implementation2 7ondon2 $'C'$' p &*&;'
7/25/2019 Organitational Development and Change.ppt
16/56
8asic ,ssumptions of OD as a "odel for
Change &
t emphasises goals and processes #ithemphasis on processes
t deals #ith change over medim and long$
term
t is a!ot peopleand recognizes their #orth
t involves the organisation as a #hole as #ell
as its parts
t emphasises the concept of a changeagent*facilitator
7/25/2019 Organitational Development and Change.ppt
17/56
8asic ,ssumptions of OD as a "odel for
Change )
t ses action research as a means ofintervention
t is participative, dra#ing on theory and
practices of the !ehavioral sciences
t s!scri!es to a hmanisticphilosophy of
openness
t is a process of facilitation at the individal,
grop and organisational level t has top$management spportand
involvement
7/25/2019 Organitational Development and Change.ppt
18/56
What is Organization Development?
CUMMINGS & WORLEY (2005)
ORGANIZATION DEVELOPMENT
is a process that applies behavioral socialknowledge and practices to helporganizations build their capacity to changeand to achieve greater effectiveness: increasedfinancial performance and improved qualityof work life.
7/25/2019 Organitational Development and Change.ppt
19/56
SPECIFIC OBJECTIVES OF OD
WARREN BENNIS:
to improve interpersonal competenceto encourage a shift in employeesvaluesto enhance mutual understandingamong and within groups
to develop better methods of conflictresolution involving rationality and openness to replacethe bureaucratic method (e.g. suppression,compromise, power)to emphasis on group, mutual trust, shared
responsibility and control, multi-groupmembership, extensivebargaining
7/25/2019 Organitational Development and Change.ppt
20/56
SPECIFIC OBJECTIVE OF OD
MICHAEL BEER
to generate valid data about the state of theorganization in relation to its environmentto clarify the desired outcomes oforganization and individual employee
to help organizations make strategic choicesbased on a diagnosis of the current situationand desired outcomes
7/25/2019 Organitational Development and Change.ppt
21/56
+o, #hats OD related to?
OD applies to changes in the strategy2 structure2 andprocesses of an organization and its dimensions
OD is based on the application and transfer of behavioral
science knowledge and practice> including microconcepts5leadership2 group dynamics; and macroapproaches5strategy2 organization design;
OD is concerned with managing planned change> an adaptiveprocess for planning and adapting to change
OD involves in creation of reinforcement of change as aninstrumental process to stabilize and institutionalize change ina longerterm
OD is oriented to improving organizational effectiveness and1uality of work life
7/25/2019 Organitational Development and Change.ppt
22/56
SIMPLIFYING THE OBJECTIVES
TO ENHANCE PRODUCTIVITY ANDORGANIZATIONAL EFFECTIVENESS
TO PROMOTE QUALITY OF WORKLIFE
7/25/2019 Organitational Development and Change.ppt
23/56
O-. D/01+O1+ O O.23143'O1
00C'5010++
D/01+O1+ D01'O1
,n organization is effective to the e4tent
that it ?'
W601 -+0-L
#he definition is preferred
when ?'
2O3L
3''31/01'
,ccomplishes its stated goals (oals are clear2 time bound2
and measurable+7+'0/ It ac1uires needed resources , clear connection e4ists
between inputs and outputs
+'.3'02CCO1+''-01C
0+
,ll strategic constituencies are at leastminimally satisfied
Constituencies have powerfulinfluence on the organization2
and the organization mustrespond to their demands
CO/P0'1253L-0+
#he emphasis of the organization in thefour ma!or areas 5i'e' return oninvestment2 market share2 newproductinnovation2 !ob security; matches
constituent preferences
#he organization is unclearabout its own emphases2 orchanges in criteria over timeare of interest
7/25/2019 Organitational Development and Change.ppt
24/56
Quality of Work Life
Initiated by Eric Trist at the TavistockInstitute of Human Relations
Providing employees with high levels ofdiscretion, task variety, and feedbackabout results
Discovery of self-managing work group
designEmployee Involvement, empowermentare the main concerns
C.'0.3 O O.23143'O1
7/25/2019 Organitational Development and Change.ppt
25/56
C.'0.3 O O.23143'O1
00C'5010++
C.'0.3 D01'O1
L089L'7 ,87E #O ,D3@%# WE77 #O %9I6#% IA EB#E/A,7COADI#IOA% ,AD DE",AD%
3C:-+'O1 O.0+O-.C0+
,87E #O IAC/E,%E EB#E/A,7 %@$$O/# ,AD EB$,AD%IE O6 WO/ 6O/CE
PL31112 (O,7% ,/E C7E,/ ,AD WE77 @ADE/%#OOD
P.OD-C'5'7 31D0C01C7
O7@"E O6 O@#$@# I% 9I(92 /,#IO O6 O@#$@# #OIA$@# I% 9I(9
353L39L'7 O1O./3'O1
C9,AAE7% O6 CO""@AIC,#IOA 6,CI7I#,#EIA6O/"IA( $EO$7E ,8O@# #9IA(% #9,# ,66EC#
#9EI/ WO/
+'39L'7 %EA%E O6 O/DE/2 COA#IA@I#F2 ,AD %"OO#96@AC#IOAIA( O6 O$E/,#IOA%
CO60+50 WO.;O.C0
E"$7OFEE% #/@%#2 /E%$EC#2 ,AD WO/ WE77 WI#9E,C9 O#9E/
+;LL0D WO.;
O.C0
E"$7OFEE% 9,E #9E #/,IAIA(2 %I77%2 ,AD
C,$,CI#F #O DO #9EI/ WO/ $/O$E/7F
7/25/2019 Organitational Development and Change.ppt
26/56
NEW CHALLENGES
DYNAMIC GLOBAL ECONOMYBE CUSTOMER RESPONSIVEPROFITABILITY THROUGH COST AND GROWTHREDEFINITION OF ORGANIZATION CAPABILITIESAS THE DNA OF COMPETITIVENESS
LEARNING TO CHANGE: ADAPTATION ANDTRANSFORMATION
MANAGERIAL INNOVATIONKEEPING UP TO TECHNOLOGY INNOVATION
ATTRACTING, RETAINING, AND MEASURINGCOMPETENCE AND INTELLECTUAL CAPITALCHANGING EMPLOYEE DEMOGRAPHICS, E.G.MORE WOMEN IN THE WORKFORCE
7/25/2019 Organitational Development and Change.ppt
27/56
THEMES IN CHANGING AND
DEVELOPING ORGANIZATION %$EED
67EBI8I7I#F
IA#E(/,#IOA
IAAO,#IOA
"IAD%E#G ,77OW IDE,%2 CO"$E#EACIE%E"E/(E ,# ,77 7EE7% #9/O@(9G
7E,/AIA(
%9,/IA( AOW7ED(E
(/O@$IA( $9F%IC,7 ,AD IA#E77EC#@,7,%%E#%
7/25/2019 Organitational Development and Change.ppt
28/56
!esearch Findings
(.11.#"9# $/.O&"$ 1"&:.&"O91 :9)E%1&.9)"9# &/E
5%O$E11 O' "9)";"):.L .).5&";E 1&%.&E#"E1 &O $/.9#E+
. (E&.-E&/9O#%.5/"$ .9.L
7/25/2019 Organitational Development and Change.ppt
29/56
Cloaki! Ta"#i"D$%$lo&
Coll$!iali#'
S$($)*aki!
A"+i(i#io o- Skill(
S$l-)
Di("o%$'
E#$&$$(/i&
I0i%i0al
A0ai%$
(#a#$!i$(
L$%$l( o- 1$/a%ioal S#a#$!i$( #o C/a!$
7/25/2019 Organitational Development and Change.ppt
30/56
L$%$l( o- 1$/a%ioal S#a#$!i$( #o C/a!$
)
1a(i" Go0
P&o($
A"#io
E0)R$(l#
A"#al 1$/a%io
La#$# 1$/a%io
ntegrative +mmary of 'hemes
7/25/2019 Organitational Development and Change.ppt
31/56
ntegrative +mmary of 'hemes
T/$*$ 1a(i" Go0 P&o($ A"#io E0)R$(l#
$loaking &actic 5sychologicalad=ustment%esistence to
change/ostility andambivalence$onfusion:ncertainty
(asking trueintent5ersonal
agenda$ontrol
%ationalization5retending7ithdrawl
"gnorance.voidance
1elf-containedExpress hurt1urvive
1ense-making 5roblemidentification1ensing thesituation7illingness to
change>e rational
1ense ofintegrity9ew insight1tatus vs+ob=ective
"ntegrativescheme
%e-frameconception%epairingmistakes%e-evaluation
. change inthinking&olerance touncertaintyExperiencing
new situation
7/25/2019 Organitational Development and Change.ppt
32/56
T/$*$ 1a(i" Go0 P&o($ A"#io E0)R$(l#
.cuisition ofskills
Learning9ew view point
.bilitymeasurement%esponse newneeds
1elf developmentEstablish
expertise"ncrease ability9ew experiences.daptation
(ore education&raining and
development&ransfer(aximizationefforts;ulnerableposition
"ndependence$areer
advancement1elf-employed5roduction
1elf-discovery
5sychologicalad=ustment"nner strengthEmotionalenergy
1piritualsignificanceExperimentation1urvival/ope
>e sensitive5roactive$hangingattitude and
behavior"nternalizationnew reality
.cceptance$ommitment tochange$omfortableworkingEnthusiasm
7/25/2019 Organitational Development and Change.ppt
33/56
T/$*$ 1a(i" Go0 P&o($ A"#io E0)R$(l#
Entrepreneurship $ompetitivemind-set$onfront thechallenge
$ontrol andautonomyEntering newmarket
>e political9egotiate1ocializeEnter labormarket#ain power
9ewopportunity"mprovement
)evelopcollegiality
/armony&rust%elationship$ommitment$ollective
actions
&actic andstrategy$onsensus>ufferingfunction
7ork together&eam spirit1upport$onnection'acilitative
.lliance5eople full-
circle
7/25/2019 Organitational Development and Change.ppt
34/56
I#$!a#i%$ S**a' o- #/$ Co"$( I%ol%$0
S#a#$!i$( Mai#$a"$ A0ai%$$(( Paa*$#$(
"ndividual $loaking tactic1ense-making
.cuisition of skills1elf-discovery
Entrepreneurship)evelop collegiality
EfficiencyEffectiveness
T/$ Po"$(( o- I0i%i0al A0ai%$ S#a#$!i$( #o C/a!$
7/25/2019 Organitational Development and Change.ppt
35/56
T/$ Po"$(( o- I0i%i0al A0ai%$ S#a#$!i$( #o C/a!$
TIME
SHORT)RUN INTERMEDIATE)
RUN
LONG)RUN
INVENTING
THE FUTURE
ADAPTATION PROCESS
Mai#$a"$ A0ai%$$((
A0ai%$$((Mai#$a"$
CHANGING SITUATION
PARAMETER OF THE PROCESS
E--$"#i%$$((
E--i"i$"'
ENVIRONMENT
I0i%i0al
7/25/2019 Organitational Development and Change.ppt
36/56
COMPONENTS OF REFLECTIVE LEARNING 21OYD 3 FALES,
45678 IN RELATION 9ITH THEMES
COMPONENT INDIVIDUAL
THEMES
*+1E91E O' )"1$O('O%& $LO.?"9# &.$&"$
0+ ")E9&"'"$.&"O9@ $L.%"'"$.&"O9 O' &/E $O9$E%9 1E91E-(.?"9#
2+ O5E99E11 &O 9E7 "9'O%(.&"O9 .$A:"1"&"O9 O' 9E71?"LL1, 1EL'-)"1$O;E%
Recommended