Escolar Documentos
Profissional Documentos
Cultura Documentos
Development
Organizational development
Process that applies a broad range of
behavioral science knowledge and
practices to help organizations build
their capacity to change and to
acheive greater effectiveness
Focus is on building the orgs ability to
assess its current functioning and to
achieve its goals
Worley and Feyerherm
o Focus on result on or result in the
change of some aspect of the
organization system
o Must be learning or the transfer of
knowledge or skill to the client
system
o Must be evidence of improvement
in or an intention to improve the
effectiveness of the client system
Systemwide application and transfer
of behavioral science knowledge ot
the
planned
development,
improvement, and reinforcement of
strategies, structures and processes
that lead to organization effectiveness
Effective organization
Adaptable
Has high financial and technical
performance
Has satisfied and loyal customers or
other external stakeholders and an
engaged,
satisfied
and
learning
workforce
Trends
Globalization
o Changing
the
markets
and
environment in which orgs operate
as well as the way they function
Information technology
o Redefining the traditional business
model by changing how work is
performed, how knowledge is used,
and how the cost of doing business
is calculated
Managerial innovation
o Responded to the globalization and
information technology trends and
has accelerated their impact on
orgs
o
o
Positive Model
Focuses on what the organization is
doing righ
Builds off those capabilities
Through appreciative inquiry
o Infuses a positive value orientation
into
analyzing
and
changing
organizations
Social constructionism
o Assumes that org members shared
experiences
and
interactions
influence how they perceive the
organization and behave in it
Steps
o Initiate the inquiry
o Inquire into best practices
o Discover themes
No theme is too small
o Envision a preferred future
o Design and deliver ways to create
the future
Comparisons of change models
Models overlap on their emphasis on
action to implement org change is
preceeded by a preliminary stage and
is followed by a closing stage
All threee emphasize the application of
behavioral science knowledge, involve
org members and recognize that any
Radically
altering
how
it
operates
Involve several org dimensions
and levels
o Incremental changes
Fine-tuning org
Involve limted dimensions and
levels
Occur within the context of the
orgs existing business strategy
and structure
Degree of organization
o Overorganized
Loosening
constraints
on
behavior
o Underorganized
Increasing organization
o Steps
Identification
Convention
Organization
Evaluation
Setting
o Domestic
o International
Od practitioner
Must develop a keen sense
of awareness of their own
cultural bias
Be open to seeing a variety
of issues from another
perspective
Be fluent in the values and
assumptions of the host
culture
Unexpected
combinations
of
changes
In the face of increasing globalization
and technological changes, unlikely
that change will ever be over
Relationship between planned change
and
org
performance
and
effectiveness is not well understood
The
Organization
Practitioner
Development
Interpersonal
skills
or
selfmanagement competence
o Know their own values, feelings
and purposes as well as the
integrity to behave responsibly
o Must have active learning skills and
a reasonable balance between
their rational and emotional sides
o Manage their own stress
Interpersonall skills
o Must establish rapport and trust
o Able to converse in members own
language
o Give and receive feedback about
how the relationship is progressing
General consultation skills
o Effective diagnisis
o Design and execute an intervention
Organization development theory
o General knowledge about OD
OD practitioner
Those specializing in OD
o External
o Internal
o Common set of humanistic values
Open communication
Employee involvement
Personal
growth
and
development
o Expansion
Organizational effectivenss
Competitiveness
Bottom-line results
Tehcnical,
structural
and
strategic parts
Those specializing in fields related to
OD
Managers and administrators who
have gained competence in OD and
who apply it to their own work areas
o Gained through interacting with OD
professionals in actual change
programs
Gaining
competence
may
take
considerable time and effort
Questionable whether the other two
types of OD practitioners also need
that full range of skills and knowledge
OD professionals
Position
o Internal
Advantage of ready access to
and relationships with clients,
know the language and have
insights
Basic level of rapport and trust
May be overly cautious
o External
Advantage of being able to
select the clients they want to
work with
Marginality
o One who successfully straddles the
boundary between two or more
groups with differing goals, value
systems and behavior patterns
o Qualities
Low dogmatism
Neutrality
Open-mindedness
Objectivity
Flexibility
Adaptable
informationprocessing ability
Emotionally demanding
Use of knowledge and experience
o Consultant
o Client
Ethical dilemmas
Misrepresentation
o When OD practitioners claim that
an intervention will produce results
that are unreasonable for the
change program or situation
o When client portray inaccurate
goals and needs
Misuse of data
o Should have agreement with org
members about how data collected
will be used
Coercion
o Forced to participate
o Excessive manipulation
Freedeom to choose
Must remain keenly aware of
her or his own value system
o Dependency
Openly and explicitly discuss
with the client how to handle
the dependency problem
Focus on problem finding
Changing
the
clients
expectation
from
being
helped/controlled to a greater
focs on the need to manage the
problem
Value and goal conflict
o When the purpose of the change
effort is not clear or when the client
and the practitioner disagree over
how to achieve the goals
Technical ineptness
o When practitioner try to implement
intervention for which they are not
skilled
o When the client attempts a change
for which it is not ready
o When interventions do not align
with the ability of the org to
implement them
Developing a contract
Mutual expectations
Time and resources to be devoted
o Essential requirements
Absolutely necessary if the
change process is to be
successful
o Desirable requirements
Nice to have
Ground rules
o Failure may mean that the client or
practitioner
has
inappropriate
assumptions
Interpersonal process issues
Client
o likely to feel exposed,inadequate,
or vulnerable
o May feel unable to control the
activities of the OD practitioner
OD
o may have feelings of emphathy,
unworthiness and dependency
o may overidentify
o may challenge clients motivation
and become defensive
Diagnosing Organization
Diagnosis
process of understanding a systems
current functioning
Diagnostic models
conceptual frameworks that people
use to understand organizations
describe the relationships among
different
features,
context
and
effectiveness of the organization
point out what areas to examine and
what questions to ask in assessing
how an organization is functioning
Open systems model
introduces systems theory
o set of concepts and relationships
describing the properties and
behaviors of things
recognizes that organizations exist in
the context of a larger environment
that affects how the organization
performs and in turn is affected by
how the organization interacts with it
orgs operate within an external
environment, takes specific inputs
fromt he environment and transforms
those input using social and technical
processes
outputs of the transformation are
returned to the environment and can
be used as a feedback to the orgs
functioning
suggests
that
orgs
and
their
subsystems share a number of
common features
properties
o environment
cannot completely control their
own
behavior
and
are
influenced in part by external
forces
o inputs
part of and acquired from the
orgs external environment
o transformation
processes of converting inputs
into outputs
o outputs
results of what is transformed
by the system and sent to the
environment
o boundaries
permeable border
Strategic orientation
Combination of
elements
design
component
Function
of
amount
of
uncertainty
in
the
environment
Level of differentiation in the
structure
Amount of interdependence
among departments
o Measurement systems
Methods of gathering, assessing
and disseminating info
Tell how well the org is
performing
Used to detect and control
deviations from goals
o Human resource systems
Mechanisms
for
selecting,
developing,
appraising,
rewarding org members
o Culture
Basic assumptions, values and
norms shared by org members
Outcome of the orgs hisotry
and environment and prior
choices
Constraint in that it is more
difficult to change than the othe
components
Outputs
o Organization performance
Financial output
o Productivity
Internal measures of efficiency
o Stakeholder satisfaction
Alignment
Orgs strategic orientation fit with the
inputs
Design components fit with each other
When
orgs
technology
results
in
interdependent tasks coordination
promoted by goal clarity, task structure,
group composition, performance norms
and team functioning
When technology is relatively uncertain
and requires high amounts of info
processing and decision making task
structure,
group
composition,
performance norms and team functioning
should promote self-regulation
Collecting and
Information
Analyzing
Diagnostic
Access
and
retrieval
difficulties
Validity concerns
Coding and interpretation
difficulties
Sampling
Sample size
o Function of
population size
Confidence
desired in
the
quality of data
Resources
o The larger the population, the more
complex the client system, the
more difficult to establish a right
sample size
o The larger the proportion of the
population that is selected, the
more confidence one can have
about quality of data
Sample selection
o Random sample
o Stratified sample
Segmented into a number of
mutually
exclusive
subpopulations and a random
sample is taken from each
subpopulation
Data anlaysis
Qualitative
o Do not rely on numerical data
o Easier to understand and interpret
o Open to subjective bias
o Content analysis
Summarize
comments
into
meaningful categories
o Force-field analysis
Forces for change
Forces against change
Quantitative
o More accurate readings of the org
problems
o Means
Respondents average score
Different responses can lead to
the same mean score
o Standard deviations
Spread or variability of the
responses
o Frequency of distributions
Graphical method for displaying
data that shows the number of
Understandable
Descriptive
Verifiable
Timely
o As quickly as possible after being
collected
Limited
o Limited to what employees can
realistically process at one time
Significant
o Limited to those problems that the
organization members can do
something about
Comparative
Unfinalized
Designing Interventions
OD intervention
Sequence of activities, actions and
events intended to help an org
improve
its
performance
and
effectiveness
Deliberate attempts to change an org
Criteria
o Extent to which it fits the org
Based on valid info
Provide org members with
opportunities to make free and
informed choices
o Degree to which it is based on
causal knowledge of intended
outcome
o Extent to which it transfers change
management competence to org
members
Contingencies
that
affect
intervention
success
Related to change situation
o Individual differences among org
members
o Org factors
o Dimensions of the change process
o Readiness for change
Sensitivity to pressures for
change
Dissatisfaction with the status
quo
Availability of resources to
support change
Commitment
of
significant
management time
o Capability to change
Function
change-related
knowledge
and skills present
resources
and
systems
devoted to change
orgs
experience
with
change
o Cultural context
Can exert a powerful influence
on members reactions to
change
o Capabilities of the change agent
Related to target of change
o Org issues that the intervention is
trying to resolve
Strategic
Interventions
Human process interventions
o Process consultation
Focuses
on
interpersonal
relations and social dynamics
Aim is to help members gain the
skills
and
understanding
necessary to identify and solve
problems themselves
o Third party intervention
Aimed
at
dysfunctional
interpersonal relations
Problem solving
Bargaining
Conciliation
o Team building
Help work groups become more
effective in accomplishing tasks
o Organization
confrontation
meetings
Identify problems
Set action targets
Begin working on problems
When orgs are experiencing
stress
When org needs to mobilize
team for immediate problem
solving
o Intergroup relations
Improve interaction
o Large group interventions
Getting a broad variety of
stakeholders
into
a
large
meeting to clarify important
values
Develop new ways of working
Articulate new vision
Solve pressing org problems
Tehcnostructural interventions
o Structural design
Orgs division of labor
o Downsizing
Reduces costs and bureacracy
by decreasing the size of org
o Reengineering
Redesigns the orgs core work
processes
Human
resources
management
interventions
o Goal setting
Clear and challenging goals
o Performance appraisal
Jointly assessing work-related
achievements, strengths and
weakness
Link between goal setting and
reward systems
o Reward systems
o Coaching and mentorig
One-on-one
relationship
between OD and client
Focuses on personal learing
o Career planning and development
Helps people choose org career
paths
and
attain
career
objectives
o Management and leadership
Building
the
competencies
needed to lead the org
o Managing workforce diversity
Makes HR practicies responsive
to a variety of individual needs
o Emplyee stress and wellness
Creating a vision
o Provides purpose and reason for
the change
o Describes the desired future state
o 2 parts
Core ideology
Core values
Basic principles or beliefs
Values in use
Discovered and described
through a process of
inquiry
Core purpose
Reason for being
Idealistic motivation
Envisioned future with bold
goals and vivid description of
desired future state
Specific
to the
change
project
Developing political support
o Composed of powerful individuals
and groups that can either block or
promote change
o OD practitioners can use power in
positive ways
Build their own power base to
gain access to other power
holders
Use power strategies that are
open and aboveboard to get
those in power to consider OD
applications
Facilitate
processes
for
examining the uses of power in
org
Help power holders devise more
creative and positive strategies
Help power holders confront the
need for change
Help ensure that interests and
concerns of those with less
power are considered
o Assess change agent power
To determine how to use it to
influence others to support
changes
Can identify areas in which they
need to enhance their sources
of power
o Identify key stakeholders
o Influencing stakeholders
o
Managing the transition
o Activity planning
Road map for change
Specific activities and change
Clearly identify, temporarilly
orient and integrate discrete
change tasks
Explicitly link these tasks to the
orgs goals and principles
o Commitment planning
Identifying key people and
groups whose commitment is
needed for change to occur
o Planning
special
management
structures
Include people who have the
power to mobilize resources to
promote change, respect of
existing leadership and change
advocates and interpersonal
and political skills to guide the
change
o Learning processes
Creating a system view of the
org
Creating a model of work
and change that allows
individual org members to
see
how
theyir
efforts
contribute to org functioning
and performance
Creating shared meaning
Use of models, languages,
tools and processes that
provide people with a way to
making sense of change
Engaging in after-action reviews
When people get timely
support and feedback about
their behaviors, their ability
to
learn
more
quickly
increases
Decentralizing implementation
processes and decisions to
lower levels
Sustaining momentum
o
o
Providing
resources
for
implementing change
Provide buffer as performance
drops during transition
Builing support systems for change
agents
Maintain psychological distance
Consists of network of people
with whom the change agent
has close personal relationships
Developing new competencies
Technical competencies
Social skills
Reinforceing the new behaviors
Linking formal rewards directly
to the desired behaviors
Staying the course
Reasons for not having a steady
focus
on
change
implementation
Fail to anticipate the decline
in performance, productivity
and satisfaction
Implement the next big idea
that comes along
Evaluating
and
Organization
Interventions
Institutionalizing
Development
Evaluation
Concerned with providing feedback to
practitioners
and
organization
members about the progress and
impact of interventions
Types
o Intended
to
guide
the
implementation of intervention
During-implementation
assessments
If and how well changes are
actually being implemented
Data about different features of
the intervention
Perceptions
of
the
people
involved
Data about the immediate
effects of intervention
o Assess the overall impact
After-implementation
assessments
Producing expected results
Whether
resources
should
continue to be allocated
Key issues
o Measurement
Selecting appropriate variables
Should incorporate the key
features of the intervention
Incorporate expected results
Intervention variables
Helps
determine
the
correct interpretation of
outcome variables
Outcome variables
Participation membership
Performance on the job
Ambiguous
without
knowledge of how well
the intervention has been
implemented
Designing good measures
Operational definition
Specifies empirical data
needed
How
they
will
be
collected
How
will
they
be
converted from data to
information
Provide guidelines about
what characteristics of
the situation are to be
observe and how they are
to be used
Reliability
Extent
to
which
a
measure represents the
true value of a variable
Rigorously
and
operationally define the
chosen variables
Use multiple methods to
measure
a
particular
variable
Use multiple items to
measure
the
same
variable
in
a
questionnaire
Use
standardized
instruments
Validity
Extent
to
which
a
measure actually reflects
what is intended to
reflect
Content validity
To
rule
out
the
possibility that the
results are caused by
random
error
or
change
Multiple mesures
Assessing perceptual
changes
resulting
from interventions
Alpha
Movement
along
a
measures that
reflects stable
dimensions
of
reality
Beta
Recalibration of
the
intervals
along
some
constant
measure
of
reality
Gamma
Redefining the
measure as a
result of an OD
intervention
External validity
Whether the intervention
would work similarly in other
situations
Institutionalization
Process for maintaining a particular
change for an appropriate period of
time
Framework
o
Antecedents
o Organization characteristics
Congruence
Degree
to
which
an
intervention is perceived as
being in harmony with the
orgs managerial philosophy,
strategy,
structure
and
current environment
Make it easier to gain
commitment
Make it easier to diffuse it to
wider segments
Stability of environment and
technology
Degree
to
which
orgs
environment and technology
are changing
Stable favored
Unionization
May be difficult to diffuse
interventions
Mahy be a power ful force for
promoting change
Intervention characteristics
Goal specificity
Extent to which intervention
goals are specific
Helps
direct
socializing
activities
to
particular
behaviors
Programmability
Degree to which changes
can be programmed
Extent to which the different
intervention characteristics
can be specified clearly in
advance
Level of change target
Extent to which the change
target
is
the
total
organization
Each level of org has
facilitators and inhibitos of
persisitence
Departmental
and group
change
Susceptible
to
countervailing
forces
from others in org
Wider segments
Can
help
or
hinder
change persistence
Internal support
Interpersonal
Approaches
and
Group
Process
Process consulation
Creation of relationship that permits
the client to perceive, understand and
act on the process events that occur in
internal and external environment in
order to improve the situation as
defined by the client
Assess and improve human processes
Principles
o Always try to be helpful
o Always stay in touch with the
current reality
o Access your ignorance
o Client owns the problem and the
solution
o Go with the flow
o Time is crucial
o Be
constructively
opportunistic
with confrontive interventions
o Everything is information; errors
always occur and are the prime
sources for learning
o When in doubt, share the problem
Group processes
o Communication
Nature
and
style
of
communication
o Functional role of group members
Keenly aware of the different
roles individual members take
on in the group
Group
problem
solving
and
decision making
o Group norms
Assisting group to understand
and articulate its own norms
Determine whether those norms
are helpful or dysfunctional
o Use of leadership and authority
Interventions
o Individual
Help people be more effective in
their communication with others
Johari window
Guidelines
on
effective
feedback
Giver and receiver must
have consensus on the
receivers goals
Giver
should
emphasize
descriptiona
and
appreciation
Giver should be concrete
and specific
Giver and receiver must
have constructive motives
Giver should not withhold
negative feedback
Giver
should
own
his
observations, feelings and
judgements
Feedback should be time to
when giver and receiver are
ready
Group
Aimed at the process, content
or structure of groups
Process intervention
Sensitize the group to its
own internal processes and
and generate interest in
analyzing them
Content intervention
Determine what it works on
Structural intervention
Results
o Difficult to evaluate because it is
conducted with groups performing
mental tasks
o Difficult because it is combined
with other interventions
o Used peoples perception, not hard
performance measures
Decision-making processes
Normative change
o Relationships with the org
Diagnostic
Surveys and interviews to
understand how the group
relates to its org context
Development
Strategic planning
Stakeholder analysis
Manager ultimately is responsible for
all team-building activities
Goal of the consultants presence is to
help the manager learn to continue
team development processes with
minimum consultant help
Affects the quality of performance
Goal setting affects the quantity of
performance
Can improve group performance
o Complex,
unstructured
and
interdependent tasks
Process over time
Perform
personal
management
interviews
o Follow-up intervention that arrests
the potential fade-out effects of offsiteteam building
o Leader negotiates roles with each
member
o Holds regular meetings with each
member to resolve problems and
increase personal accountability
o
o
o
o
o
o
o
o
Intergroup relations
Consists of two interventions
o Intergroup
conflict
resolution
meeting
Specifically
oriented
toward
conflict processes
Applies where there is little
interdependence
Basic strategy is to change the
perceptions that the two groups
have of each other
Steps
External consultant obtains
the two groups agreement
to work directly on improving
intergroup relationships
Time is set for the two
groups to meet
Time is seet for the two
groups to meet
Consultant describes the
purpose and objectives of
the meeting and presented
with the following questions
What
qualities
or
attributes best describe
our group
What
qualities
or
attributes best describe
the other group
How do we think the
other group will describe
us
Two groups establish norms
of openness for feedback
and discussion
Two groups are assigned to
separate rooms and asked to
write
answers
to
the
questions
Two groups reconvene and a
representative from each
group presents the written
statements
Only the representatives
are allowed to speek
Groups separate again
Groups analyze and review
the
reasons
for
the
discrepancies
How
did
these
perceptions occur
What actions on the part
of our group may have
contributed to this set of
perceptions
Meet again to share both the
identified discrepancies and
their
problem-solving
approaches
Open discussion
Groups deelop specific plans
of action
At
least
one-follow
up
meeting
Approaches
Behavioral
Oriented to keeping the
relevant
parties
physically separate and
specifying the limited
conditions under which
interaction will occur
Little attempt is made to
understand or change
how members of each
group see the other
Applicable in situations in
which
task
interdependence
between the conflicting
o
o
Large-group interventions
Get a whole system into the room and
create processes that allows a variety
of
stakeholders
to
interact
simultaneously
Can be used to clarify important
organization values, develop new
ways of looking at problems, articulate
a new vision for the organization,
solve
cross-functional
problems,
restructure operations or devise an
organizational strategy
Focus on issues that affect the whole
organization
Defining feature is the bringing
together of large numbers of org
members and other stakeholders
Interventions
o Open systems thinking
o Participation
Suggests that a variety of org
stakeholders must be involved
to create an accurate view of
the environment and org
o Social constructionism
Suggests
that
only
be
developing
a
shared
understanding
of
the
environment and the org among
these stakeholders can common
ground
be
found
and
coordinated action be possible
o Self management
Proposes
that
large-group
processes must create the
conditions for ownership and
commitment
Steps
o Preparing for the meeting
Design team is formed
Addresses 3 key ingredients
Compelling
meeting
theme
Appropriate participants
Relevant tasks to address
the team
o Conducting the meeting
Frameworks
Open systems methods
Help org assess their
environments
systematically
and
develop
strategic
responses to them
Steps
Map
the
current
environment
surrounding the org
Assess
the
orgs
responses
to
environmental
expectations
Identify
the
core
mission of the org
As
revealed
by
orgs behaviors
Create
a
realistic
future
sceario
of
envrionmental
expectations and org
responses
Create an ideal future
scenario
of
environmental
expectations and org
responses
Compare the present
with the ideal future
and prepare an action
plan for reducing the
discrepancy
Open space methods
By imposing a minimal
level of formal structure
Steps
Set the conditions for
self-organizing
Norms
Law of two feet
Encourages
people
to
take
responsibilit
y for their
own
behavior
Four principles
Whoever
comes is the
right people
Intended
to
free
people to
begin
conversa
tions with
anyone
at
any
time
- Signals
that
quality of
a
conversa
tion
is
whats
most
importan
t
Whatever
happens is
the
only
thing
that
could have
- Infuses
the group
with
responsib
ility,
enocurag
es
participa
nts to be
flexible
and
prepares
the to be
surprised
Whenever it
starts is the
right time
- Aimed at
encourag
ing
creativity
and
following
the
natural
energy of
the group
When it is
over, it is
over
- Allows
people to
move on
and not
feel like
they
have to
meet for
a certain
time
period or
satisfy
someone
elses
requirme
nts
Create the agenda
Person announcing
the topic agrees to
convene
the
meeting
at
the
posted time and
place
Participants
sign
up as many of the
sessions as they
have interests in
Coordinate
activity
through informatin
Each morning and
evening
a
community
meeting is held to
announce
new
topics
As the different
meetings
occur,
the
conveners
produce one-page
summaries of what
happened,
who
attended,
what
subjects
were
discussed,
and
what
recommendations
or actions were
proposed
Positive methods
Steps
Discover the orgs
positive core
Participants
pair
up with another
person
and
conduct
an
appreciative
interview
Pairs join up with
three other pairs to
discuss
their
answers
Conversations are
aggregated
to
reate a broad and
inclusive
list
of
success
factors
and other themes
Dream
about
and
envision
a
more
desired and fulfilling
future
Design the structural
and
systems
arrangements that will
best
reflect
and
support the vision or
dream
Create the specific
action plans that will
fulfill the orgs destiny
Four key dilemmas of large
group interventions
Dilemma of voice
Problem of encouraging
participation
Problem
of
being
overwhelmed
if
each
individual wants to speak
Dilemma of structure
How tightly or loosely the
meeting
should
be
organized
Egocentric dilemma
Problem
of
people
holding on to their own
personal views of right or
wrong, better or worse
Dilemma
of
emotional
contagion
Group dynamic where
many people take on the
frustrations or excitement
of others
groupthink
Following-up on outcomes
Vital to implementing the action
plans
Communicating the results of
the meeting to the rest of the
org
Restructuring Organizations
Structural design
Describes how the overall work of the
org is divided into subunits and how
these subunits are coordinated for
task completion
Fit with four factors
o Environment
o Org size
o Technology
o Org strategy
Functional departments
Task specialized
Advantages
o Promotes skill specialization
o Reduces duplication of scarce
resources and uses resources full
time
o Enhances career development for
specialists
within
large
departments
o Facilitates
communication
and
performance because superiors
share
expertise
with
their
subordinates
o Exposes specialists to others within
the same specialty
Disadvantages
o Emphasizes routine tasks, which
encourages short time horizons
o Fosters parochial perspectives by
managers
which
limit
their
capabilities
top-management
positions
o Reduces
communication
and
cooperation between departments
o Multiplies the interdepartmental
dependencies which can make
coordination
and
scheduling
difficult
o Obscures accountability for overall
outcomes
Contingencies
o Stable and certain environment
o Small to medium size
o Routine
technology,
interdependence within functions
Process structure
Radically new
Emphasize laterla relationships
All functions necessary to produce a
product or service are placed in a
common unit
Features
o Processes drive structure
Organized around three to five
key processes
o Work adds value
Eliminates nonessential tasks
Reduces layers of management
Enriched by combining tasks so
that teams perform whole
processes
o Teams are fundamental
o Customers define performance
o Teams
are
rewarded
for
performance
Teams
are
tightly
linked
to
suppliers and customers
o Team members are well informed
and trained
Advantages
o Focuses on resources on customer
satisfaction
o Improves speed and efficiency
o Adapts to environmental change
rapidly
o Reduces
boundaries
between
departments
o Increases ability to see total work
flow
o Enhances employee involvement
o Lowers costs because of less
overhead structure
Disadvantages
o Can threaten middle managers and
staff specialists
o Requires changes in commandand-control mindsets
o Duplicates scarce resources
o Requires new skills and knowledge
to manage lateral relationships and
teams
o May take longer to make decisions
in teams
o Can be ineffective if wrong
procesess are identified
Contingencies
o Uncertain
and
changing
environments
o Moderate to large sze
o Nonroutine
and
highly
interdependent technologies
o Customer-oriented goals
o
Source of
value
New
products,
new
features
Core
structure
Product
teams,
product
reviews,
product
profit
centers
New
product
processes
Core
process
Customized
bundles
of
products, services,
support, education
and consulting
Customer
teams
and segments
Customer P&Ls
Customer
relationship
management
processes
and
integration/solution
s
Advantages
o Presents one integrated face to the
customer
o Generates a deep understanding of
customer requirements
o Enables org to customize and tailor
solutions for customers
o Builds a robust customer response
capability
Disadvantages
o Customer teams can be too
inwardly focused
o Sharing learnings and developing
functional skills is difficult
o Managing lateral relations between
customer-facing and back office
units is difficult
o Developing common processes in
the front and back is problematic
o Clarifying the marketing function is
problematic
Contingencies
o Highly complex and uncertain
environments
o Large org
o Goals of customer focus and
solutions orientation
o Highly uncertain technologies
Network structure
Manages the diverse, complex, and
dynamic relationships among multiple
orgs or units, each specializing in a
particular business function or task
Types
o Internal market
When single org establishes
each subunit as an independent
profit center that is allowed to
trade in services and resources
with each other and external
market
o Vertical market
Multiple orgs linked to a focal
org
that
coordinates
the
movement of resources
o Intermarket
Alliances
among
orgs
in
different markets
o Opportunity
Most advanced
Temporary
Single purpose
Characteristics
o Vertical disaggregation
Breaking up of orgs business
functions into separate orgws
o Brokers
Process orchestrators
Locate and assemble member
orgs
o Coordinating mechanisms
3 categories
Informal relationship
Contracts
Market mechanism
Advantages
o Enables
highly
flexible
and
adaptive response to dynamic
environments
o Creates a best-of-the-best org to
focus resources on customer and
market needs
o Enables each org to leverage a
distinctive competency
o Permits rapid global expansion
o Can produce synergistic results
Disadvantages
o Managing lateral relations across
autonomous orgs is difficult
o Motivating members to relinquish
autonomy to join the network is
troublesome
o Sustaining
membership
and
benefits can be problematic
o May give partners access to
proprietary knowledge/technology
Contingencies
o Highly complex and uncertain
environments
o Orgs of all sizes
o Goals of org specialization and
innovation
o Highly uncertain technologies
Downsizing
Decreasing number of employees
o Layoffs
o Attrition
o Redeployment
o Early retirement
Reducing the number of org units or
managerial levels
o Divestiture
o Outsourcing
o Reorganization
o Delayering
Effect: rise of contingent workforce
Response to major conditions
o Mergers and acquisitions
o Org decline caused by loss of
revenues and market share and by
technological and industrial change
o New org structures
o Beliefs and social pressures that
smaller is better
Steps
o Clarify the org strategy
o Assess downsizing options and
make relevant choices
3 methods
Workforce reduction
Short time frame
Attrition
Retirement incentives
Outplacement services
layoffs
Org redesign
Medium term
Merging org units
Eliminating management
layers
Redesigning tasks
Systemic change
Longer term
Chaning
culture
and
strategic orientation
o Implement the change
Best controlled from the top
down
o
o
Reengineering
Fundamental rethinking and radical
redesign of business processes
Breaking down specialized work units
into more integrated, cross-functional
work processes
Stages
o Prepare the org
Clarification and assessment of
the orgs context
o Fundamentally rethink the way
work gets done
Identify
and
analyze
core
business processes
Assigning costs to each of
the
major
phases
of
workflow to help identify
costs that may be hidden in
the activities
Define performance objectives
Design new processes
Each essential process is
desgined according to the ff
guidelines
Begin
and
end
the
process with needs and
wants of the customer
Simplify
the
current
process by combining
and eliminating steps
Use the best of what is in
the current process
Attend to both technical
and social aspects of the
process
Do not be constrained by
past practice
Identify the critical info
required at each step
Employee Involvement
Employee involvement
Started with the quality-of-work-life
movement
Outcome: engagement
o Org members work experience
o Motivated
o Committed
o Interested
Seeks to increase members input into
decisions that affect ofg performance
and employee well-being
Elements
o Power
Providing people with enough
authority to make work-related
decisions
o Information
Ensuring that necessary inof
flows freely to those with
decision authority
o Knowledge and skills
Providing
trainings
and
development programs
o Rewards
Internal
External
o Elements are interdependent and
must be changed together
Relationship with productivity
o
Parallel structures
Involve members in resolving illdefined, complex problems and build
adapatability into bureaucratic orgs
Collaterl
structures,
dualistic
structures, shadow structures
Operate in conjunction with the formal
org
Provide members with alternative
setting in which to address problems
and propose innovative solutions free
from the existing, formal org structure
and culture
Membership
o Restricted to making proposals and
offering suggestions for change
o Limited to volunteers and numbers
of employees for which there are
adequate resources
For orgs with little or no history of EI,
top-down management styles and
bureaucratic cultures
Steps
o Define the purpose and scope
o Form a steering committee
Composed of acknowledged
leaders of the various functions
and constituencies
OD practitioner
Help to establish the team
and
select
appropriate
members
Assist in developing and
maintaining group norms of
learning and innovation
Help the committee create a
vision
Help committee members
develop
and
specify
objectives and strategies,
org
expectations
and
required
resources,
and
potential
rewards
for
participation
Communicate
with
org
members
Create forums for employee
problem solving
Alternatives
Ad hoc teams
Charged
with
particular task and
have limited lifetime
Large-group interventions
Facilitation support
Address the problems and
issues
Implement and evaluate the
changes
Lean
Minienterprise oriented
Team based
Participative council or structure
o Job design
Individually enriched
Self-managing teams
o Information ssytem
Open
Inclusive
Tied to jobs
Decentralized; team-based
Participatively set goals and
standards
o Career system
Tracks and counseling available
Open job posting
o Selection
Realistic job previews
Team based
Potential
and
process-skill
oriented
o Training
Heavy commitment
Peer training
Economic education
Interpersonal skills
o Reward system
Open
Skill based
Gain sharing or ownership
Flexible benefits
All salaried workforce
Egalitarian perquisites
o Personnel policies
Stability of employment
Participatively
established
through representative group
o Physical layout
Around org structure
Egalitarian
Safe and pleasant
2 distinct factors that characterize
how HIOs are implemented
o Guided by an explicit statement of
values that members want the new
org to support
o Participatie nature
Work design
Engineering approach
Focuses
on
efficiency
and
simplification
Results in traditional job and workgroup designs
Member
interactions
typically
controlled by rigid work flows,
supervisors and schedules
Analyzes workers tasks to discover
those procedures that produce the
maximum output with the minimum
input of energies and resources
Work design with high levels of
specialization and specification
Allow workers to learn tasks rapidly
Permit short work cycles
Work designs
o Traditional jobs
Completed by one person
Simplified, with routine and
repetitive tasks having clear
specifications concerning time
and motion
o Traditional work groups
Work
requires
coordination
among people
Routine yet related tasks
Overall group task is broken into
simpler, discrete parts
Tasks and work methods are
specified for each part and
assigned to group members
Ignores
workers
social
and
psychological needs
Job enrichment
Designing jobs with high level of
meaning, discretion and knowledge of
results
Function of member needs and
satisfaction
Seeks
to
improve
employee
performance and satisfaction
Core dimensions of jobs
o Skill variety
Influence the extent to which
work is perceived as meaningful
Number and types of skills used
to perform a particular task
o Task identity
Influence the extent to which
work is perceived as meaningful
Extent to which an individual
performs a whole piece of work
Task significance
Influence the extent to which
work is perceived as meaningful
Impact that the work has on
others
o Autonomy
Amount
of
independence,
freedom and discretion that the
employee has to schedule and
perform tsks
Influence the extent to which
they are responsible for their
work
o Feedback
Info that workers receive about
the effectiveness of their work
Psychological sates
o Experienced meaningfulness of the
work
o Experienced
responsibility
for
outcomes of work
o Knowledge of the actual results of
the work activities
Outcomes
o High internal work motivation
o High quality work performance
o Work satisfaction
o Low absenteeism and turnover
Individual differences also affects
outcomes
o Knowledge
o Skills levels
o Growth-need strength
o Satisfaction of contextual factors
Reward systems
Supervisory style
Coworker satisfaction
Steps
o Making a thorough diagnosis of the
situation
Function of 3 psychological
states
Profile one or more jobs
Indicates how ready employees
are to accept change
Determine whether the job is
low in motivating potential
Determine whether motivation
and satisfaction are really
problems
To isolate specific job aspects
that are causing problems
o Forming natural work units
o
Combining tasks
Establishing client relationships
Client must be identified
Contact between the client and
the
worker
needs
to
be
established
as
directly
as
possible
Criteria and procedures are
needed by which the client can
judge the quality of the product
or service received and relay
those judgements back to the
workeer
o Vertical loading
Intent is to decrease the gap
between doing the job and
controlling the job
o Opening feedback channels
Most advantageous and least
threatening: when a worker
learns about performance as
the job is performed
Barriers
o Technical system
By constraining the number of
ways jobs can be changed
May set an enrichment ceiling
o Human resource system
By creating formalized job
descriptions
o Control system
Limit
the
complexity
and
challenge of jobs
o Supervisory system
Supervisors
determine
the
amount
of
autonomy
and
feedback
o
o
Group
responsibility
for
boundary-control
decisions
Members
sufficiently trained
to perform tasks
without
relying
heavily on external
resources
Task control
Enables
selfmanaged
work
teams to observe
and
control
technical variances
as quickly and as
close
to
their
source as possible
Team process interventions
Organization
support
systems
External leadership
Working
with
and
developing
team
members
Assisting the team in
managing
its
boundaries
Team functioning
Team
performance
and
member satisfaction
Recruitment and selection
Selecting team leaders with
a
balanced
mixture
of
technical and social skills
Training
Extensive formal and on-thejob
training
in
human
relations, group dynamics
and leadership styles
Evaluation and reward systems
Tie team leader rewards to
achievements
in
team
development
Leadership and support systems
Develop peer support groups
Use of freed-up time
Team leader has more time
when the team has matured
Be involved in higher-level
planning
and
budgeting,
companywide training and
Steps
Sanctioning the design effort
Necessary protection and
support to diagnose their
work system and to create
an appropriate work design
Diagnosing the work systems
Discover how it is working
Generating appropriate designs
Principles
Compatibility
Process of designing
work should fit the
values and objectives
underlying
the
approach
Minimal
critical
specification
Specify only those
critical
features
needed to implement
the work design
Specifying support systems
Implementing and evaluating
work design
Continual
change
and
improvement
As new things are learned
and new conditions are
encountered
Technical factors
Technical interdependence
o Extent to which cooperation among
workers is required to produce a
product or service
o Determines whether work should
be designed for individual jobs or
for work groups
Technical uncertainty
o Amount of info processing and
decision making employees must
do to complete a task
o Determines whether the work
should be designed for external
forms of control or for worker selfcontrol
Personal-need factors
Social needs
o Desire for significant relationships
o Determines whether work should
be designed for individual jobs or
work groups
Growth needs
o Desire
for
personal
accomplishment,
learning
and
development
o Determines whether work designs
should be routine and repetitive or
complex and challenging
Performance Management
Performance management
Integrated
process
of
defining,
assessing and reinforcing employee
work behaviors and outcomes
Contextual factors that determine how
practices affect work performance
o Business strategy
Goals and objectives, policies
and
intended
relationships
between the org and its
environment
o Workplace technology
Affects whether performance
management practices should
be based on the individual or
the group
o Employee involvement
Determine
the
nature
of
performance
management
practices
Goal setting
Interaction between managers and
employees in jointly defining member
work behaviors and outcomes
Specifies kinds of performance that
are desired
Can facilitate employee counseling
and support
Can generates goals in serveral
defined categories at different org
levels
Influences what people think and do
by focusing their behavior in the
direction of the goals
Prompts persistence over time
Energize behavior
Processes
that
affect
positive
outcomes
o Establishing challenging goals
Varying goal difficulty
Varying level of employee
participation
Contextual factors
Clear line of sight between
business strategy goals and
individual goas
Employee
participation
ingoal setting is more likely
to be more effective if
employee
involvement
policies in the org support it
When
tasks
are
highly
interdependent and work is
designed for groups, group-
Performance appraisal
Collecting
and
disseminating
performance data to improve work
outcomes
Assesses outcomes
Feedback system that involves the
direct evaluation of individual or workgroup performance
Important link between goal-setting
processes and reward systems
Elements
Traditional
High
Involvement
Purpose
Organizational Development
, legal
al
fragmented
integrative
Appraiser
Supervisor,
Appraisee,
managers
co-workers,
others
Role
of Passive
Active
appraisee
receipient
participant
Measuremen Subjective
Objective and
Concerned
t
subjective
with validity
Timing
Periodic, fixed, Dynamic,
administrative timely,
ly driven
employee- or
work- driven
Steps
o Select the right people
HR staff, legal reps, senior
management and system users
o Diagnose the current situation
o
o
Reward systems
Concerned
with
eliciting
and
reinforcing desired behaviors and work
outcomes through compensation and
other forms of recognition
Design features
o Person/job based vs performance
based
Extent to which rewards and
incentives are based on the
person in a job, the job itself, or
the outcomes of the work
o Market position
External equity
Relationship between what an
org pays an what other orgs pay
o Internal equity
Extent to which people doing
similar work in an org are
rewarded the same
o Hierarchy
Extent to which people in higher
positions get more and varied
types of rewards than people
lower in the org
o Centralization
Extent to which reward system
design features, decisions and
admin are standardized across
an org
o Rewards mix
drawbacks
tendency to top out
when employees learn all
the skills there is to learn
expensive
trainings
measurement systems
highly paid and flexible but
not productive
lack
of
performance
contingency
performance-based pay systems
o dimensions
org unit by which performance
is
measured
for
reward
purposes
way performance is measured
what rewards are given for good
performance
gain-sharing systems
o paying employees a bonus based
on improvements in the operating
results of the org
o design elements
process of design
employee acceptance and
cooperation
management
and
nonmanagement interests
org unit covered
bonus formula
standard of performance
must be developed that can
be used as a baseline for
calculating improvements or
losses
costs included in arriving at
the bonus must be chosen
sharing process
who will share in the bonus
how the money will be
divided among employees
frequency of bonus
change management
participative system
gather,
assess
and
implement
employee
suggestions
and
improvements
goal-sharing plans
o pay bonuses when performance
exceeds a standard
o
Developing Talent
Coaching and mentoring
coaching
o working with org members on a
regular basis to help them clarify
their goals, deal with potential
stumbling blocks and improve their
performance
mentoring
o establishing a relationship between
a manager or someone more
experienced and another org
member who is less experienced
guided inquiry
active listening
reframing
improves personal productivity and
builds capacity in individuals to lead
more effectively
goals addressed
o assisting an executive to more
effectively execute some transition
o addressing a performance problem
o developing new behavioral skills as
part of a leadership development
program
assumes that the client is healthy
primarily future and action oriented
involves helping clients understand
how their behaviors are contributing to
the current situation
stages
o establish the principles of the
relationship
o conduct an assessment
o debrief the results
o develop an action plan
o implement the action plan
Establish
a
career
planning
mechanism
Assessing
ones
interests,
capabilities, values and goals
Examining alternative careers
Making decisions that may
affect the current job
Planning how to progress in the
desired direction
Resources
Communication about career
opportunities and resources
available
Workshops
Career counseling
Self-development materials
Assessment programs
Establishment stage
Communication
and
counseling about available
career paths and skills and
abilities needed
Workshops,
selfdevelopment materials and
assessment
techniques
aimed at helping employees
assess
their
interests,
aptitudes and capabilities
and at linking that info to
possible careers
Continual feedback about
job performance and to
counseling them about how
to improve
Advancement stage
Communication
and
counseling about challenging
assignments and possiblities
for more exposure and
demonstrations of skills
Workshops, developmental
materials, and assessment
methods aimed at helping
employees develop wider
collegial relationships, join
with effective mentors and
sponsors and develop more
creativity and innovation
Maintenance stage
Communication about the
broader org and how their
desires and roles might fit
into it
Workshops, developmental
materials, counseling and
assessment
techniques
aimed at helping employees
to assess and develop skills
to train and coach others
Withdrawal stage
Communication
and
counseling about options for
post-retirement work and
financial security
Retirement
planning
workshops and materials
Assemple an appropriate set of
career development processes
Realistic job preview
Stage
Establishment
Maintenance
Advancement
To provide members with an
accurate expectation of work
requirements
Reduce turnover
Reuce training costs
Increase commitment
Assessment centers
Stage
Establishment
Maintenance
Advancement
Withdrawal
To
select
and
develop
members for managerial and
technical jobs
Increase person-job fit
Identify
high-potential
candidates
Job rotation and challenging
assignments
Stage
Establishment
Maintenance
Advancement
To provide members with
interesting
work
assignments
leading
to
career objective
Reduce turnover
Build org knowledge
Increase job satisfaction
Maintain member motivation
Consultative
roles
and
mentoring
Stage
Maintenance
Withdrawal
To
help
members
fill
productive roles later in their
careers and provide less
experienced members with
exposure to key knowledge
and skill
Increase
problem-solving
capacity
Increase job satisfaction
Increase member motivation
Performance management
Stage
Establishment
Maintenance
Advancement
Withdrawal
To provide members with
knowledge
about
their
career progress and work
effectiveness
Increase productivity
Increase job satisfaction
Monitory HR development
Developmental training
Stage
Establishment
Maintenance
Advancement
Withdrawal
To provide education and
training opportunities that
help
members
achieve
career goals
Increase
organizational
capacity
Work-life balance
Stage
Establishment
Maintenance
Advancement
Withdrawal
To help members balance
work and personal goals
Improve quality of life
Increase productivity and
morale
Increase
organizational
commitment
Decrease absenteeism
Decrease turnover
Phased retirement
Effective way of withdrawing
from
the
org
and
establishing a productive
leisre
life
by
gradually
reducing work hours
Management and leadership develoment
Build an individuals skills, socialize
leaders in corporate values and
prepare
executives
for
strategic
leadership roles
Focus is on developing the skills and
knowledge the org believes will be
necessary
to
implement
future
strategies and manage the business
Goal
is
development
of
orgs
management and executive talent
Steps
o Perform a needs assessment
Determine the competencies
believed
to
characterize
effective leaders
Gather data on the strategy, the
org and the individuals who
might attend the leadership
program
Strategy assessment
Knowledge and experiences
future leaders will need
Org assessment
Systems that my affect the
ability to transfer learning
and
developmental
experiences back to the org
Individual assessment
Understand the existing pool
of people who should be
candidates for the program
o Develop the objectives and design
of the training
Establish outcome objectives
Results expected from a
competent leader
How those results were
achieved
o Deliver the training
o Evaluate the training
Criteria
Reaction
Participants
initial
judgement
about
the
trainings usefulness
Questionnaires
immediately following the
training activity
Learning
Whether
or
not
participants acquired the
knowledge that should
have been transferred
Interview
or
questionnaire
Behavior
Whether new skills and
abilities gained in the
training
are
actually
applied to job activities
Observation
Interviews of participants
managers
Results
Whether or
not the
training can be credited
with improvements or the
participants
or
the
systems effectiveness
Transformational Change
Transformational change
Can
occur
in
response
or
in
anticipation of major changes in the
orgs environment or tech
Characteristics
o Change
is
triggered
by
environmental
and
internal
disruptions
Industry discontinuities
Sharp changes in legal,
political, economic and tech
conditions that shift basis for
competition
within
an
industry
Product life cycle shifts
Changes in product life cycle
that
require
different
business strategies
Internal company dynamics
Changes in size, corporate
portfolio
strategy
or
executive turnover
o Change is aimed at competitive
advantage
Uniqueness
Unique bundle of resources
and
processes
which
represent the source of
competitive advantage
When
resources
and
processes are formed into
Org design
Addresses the different elements that
comprise the architecture of the org
Work
design
Traditional
jobs
Traditional
work groups
HR
practices
Selectiion to
fit job
Up-front
training
Standard
reward mix
Matrix,
process
and
network
Enriched
jobs
Selfmanaged
teams
Selection to
fit org
Continuous
training
and
developme
nt
Pay for
performance
and
individual
merit
Job-based
pay
Managem
ent and IS
Command
and cotnrol
Closed,
exclusive,
centralized
info
Always
changing
and
is
dominated by ambiguity and
paradox
o 4 elements
Artifacts
Highest level
Visible symbpls
Often represent the deeper
assumptions
Norms
Below the surface of cultural
awareness
Guiding
how
members
should behave in particular
situations
Values
Tell
members
what
is
importanint in the org and
what
deserves
their
attention
Basic assumptions
How to perceive, think and
feel about things
o Affects performance
through its influence on the
orgs ability to implement
change
through its influence on a frims
ability to operate in different
countries
support employee participation
in decision making, adaptable
work methods, sensible work
designs and reasonable and
clear goals
o stable environments
strong cultures can provide
efficiency in decision making
and operations
o volatile environments
strength of the culture can
become a weakness if it stunts
creativity
diagnosing
o behavioral approach
emphasizes the surface level of
org
culture
pattern
of
behaviors that produce business
results
provides specific descriptions
about how tasks are performed
and how relationships are
managed in an org
Individual
choice
rewards
Pay for
performanc
e and
business
success
Skill-based
pay
EI
Open,
inclusive,
distributed
info
Steps
o Clarifying the design focus
Assesing the org to create the
overall framework for design
Examining the orgs strategy
and objectives
Determining
what
org
capabilities are needed
o Designing the org
Configuring
the
desing
components to support the
orgs strategy and objectives
Starts with a broad outline of
how
the
org
should
be
structured and how the design
components should fit together
Addresses the specific details of
the components
o Implementing the design
Culture change
o Integrated view
Organizationally
shared
phenomenon
Stable and coherent set of
beliefs about the org and its
environment
o Differentiated view
Culture is not monolithic but
that it is best seen in terms of
subcultures
that
exist
throughout the org
o Fragmented view
o
o
o
o
o
Display
top-management
commitment
Model culture change at the highet
levels
Modify the org to support org
change
Select and socialize newcomers
and terminate deviants
Develop
ethical
and
legal
sensitivity
Continuous Change
Continuous change
Extend transformational change inot a
nonstop process of strategizing, org
designing and implementing change
Self-designing orgs
Requirements of adaptive change
o Altering most features of the org
and achieving a fit among them
and with the firms strategy
Need for a systemic change
process
o Occurs in situations experiencing
rapid change and uncertainty
Change process needs to be
dynamic and iterative
o Current knowledge about adaptive
change provides only general
prescription for change
Need to learn how to translate
that info into specific structures,
processes and behaviors
Calls for constant org learning
o Affects many org stakeholders
Change process must attend to
interests
of
multiple
stakeholders
o Occur at multiple levels of the org
Steps
o Laying the foundation
Acquiring knowledge about how
org
functions,
organizing
principles
and
self-design
process
Valuing
Determining the corporate
alues that will guide the
change process
o Designing
o Implementing and assessing
Ongoing cycle of action learning
Learning orgs
Aimed at helping orgs develop and use
knowledge to change and improve
themselves constantly
Org learning
o Enhances an orgs capability to
acquire
and
develop
new
knowledge
o Emphasize the org structures and
social
processes
that
enable
employees and teams to learn and
share knowledge
o HR management
Can
reinforce
members
motivation to gain new skills
and knowledge
o Technostructural
Can provide the kinds of lateral
linkages and teamwork needed
to process, develiop and hare
diverse inof and knowledge
o Human process designs
Develop the kinds of healthy
interpersonal relationships that
undelie effective OL
o Strategic
Help orgs gain knowledge about
their environments and develop
values and norms that promote
OL
o Characteristics
Structure
Teamwork
Lesser number of layers
Strong lateral relations
Networking
across
org
boundaries both internal and
external
Promote
info
sharing,
involvement
in
decision
making, systems thinking
and empowerment
IS
Gathering and processing
info and IS provide the infra
Facilitate rapid acquisition,
processing and haring of
rich,
complex
info
and
enable people to manage
Built-to-change orgs
Design guidelines
o Managing talent
Seek quick learners who what to
take
initiative,
desire
professional growth and thrive
on change
o Reward system
Motivating and reinforcing
o Structure
Flat, lean and flexibile org
structures
o Information and decision processes
Decision
making
moved
throughout the org to wherever
they are needed
o Leadership
Shared leadership
Steps
o Create a change-friendly identity
Requires
surfacing
existing
values and norms, assessing
their relevance to change and
making
appropriate
adjustments
o Pursue proximity
Gain a clearer picture of
environmental demands and
opportunities
Identify how the orgs core
competencies and capabilities
can
contribute
to
making
desired futures happen
o Build an orchestration capability
Specifies
the
events
and
decisions necessary to make
the strategy happen
Building this change capability
Change management skills
are developed widely
Org effectiveness function is
created
Org members learn how to
apply thier change capability
by engaging in org changes
and
reflecting
on
that
experience
o Establish strategic adjustment as a
normal condition
Creating dynamic alignment in
implementing
strategy,
developing new capabilities and
hitting org design elements
o Seek virtuous spirals
Transorganizational Change
Transorganizational change
Helps orgs create and sustain such
multiorganization linkages
Can provide additional resources for
large-scale reserach and development
Can spread the risks of innovation
Can apply diverse expertise to
complex problems and tasks
Can make IT available to learn and
develop new capabilities
Can position the org to achieve
economies of scale or scope
Can gain access to new marketplaces
Work well when transactions occur
frequently and are well understood
If
transactions
involve
people,
equipment or other assets that are
unique to the task
Transorganizational system
Groups of orgs that have joined
together for a common purpose
Functional social systems existing
intermediately between single orgs
Tend to be underorganized
Mergers and acquisitions
Leverage the strengths of one org by
combining with another org
Merger
o Integration
of
two
previously
independent orgs into a completely
new org
Acquisition
o Purchase of one org by another for
integration inot the acquiring org
Reasos
o Diversification
or
vertical
integration
o Gaining access to global markets,
technology or other resources
o Achieving operational efficiencies,
improved innovation or resource
sharing
Reasons for failure
o Inadequate
due
diligence
processes
Issues
Ensure that candidates are
screened for cultural as well
as financial, technical and
physical asset criteria
Define a clear leadership
structure
Establish a clear strategic
vision, competitive strategy
and
systems
integration
potential
Specify
the
desirable
organization design features
Specify an integration action
plan
Legal combination
Steps
Complete
financial
negotiations
Close the deal
Announce the combination
Operational combination
Steps
Day 1 activities
Communications
and
actions that officially start
the
implementation
process
Operational and technical
integration activities
Cultural integration activities
Issues
Implement changes quickly
Preempts
unanticipated
org
changes that might
thwart momentum
Reduces
org
members uncertainty
about when things will
happen
Lessens
members
anxiety
about
the
M&As impact on their
personal situation
Communicate
Solve problems together and
focus on the customer
Conduct an evaluation to
learn and identify further
areas of integration planning
Strategic alliance
Help to develop the relationship
between orgs that believe the benefits
of cooperation outweigh the costs of
lowered autonomy and control
Joint ventures
o Special type where a third org,
jointly owned and operated by two
or more orgs, is created
Franchising
Long-term contracts
Formal agreement between two or
more orgs to pursue a set of private
and common goals through the
sharing of resources
Steps
o Strategy formulation
Developing clearly the business
strategy and understand why an
alliance
is
an
appropriate
method
o Partner selection
Cost/benefit analysis
Developing screening criteria
Agreeing on candidates
Establishing initial contracts
Formulating a letter of intent
The way the alliance begins and
proceeds
is
an
important
ingredient in building trust, a
characteristic
of
successful
alliances
o Alliance structuring and start-up
How
to
structure
the
partnership and build and
leverage
trust
in
the
relationship
Appropriate
governance
structure
Networks
Help orgs join together for a common
purpose
Creating the initial network
o Recognizeds their underorganized
nature
o Steps
Identification stage
Identifying
existing
and
potential member orgs best
suited to achieve their
collective objectives
Difficult because orgs may
not perceive the need to join
together or may not know
enough about each other
Difficult because there might
be insufficient leadership
and
cohesion
among
participants
Convention stage
Bringing them together to
assess whether formalizing
the network is deisrable and
feasible
Existing stakeholders may
not have the legitimacy or
skills
to
perform
the
convening function, hence,
task of OD
Organization stage
Developing the structures
and
mechanisms
that
promote communication and
interaction among members
Includes orgs to be involved
in the network and the roles
each
will
play,
the
communication
and
relationships among them
Control system
Evaluation stage
Assessing how the network
is performing
Managing
change
within
an
established network
o
o
Pursue
knowledge
about
a
particular
subject
are
altruistically willing to
tell anyone
Salespeople
Champions of change
and
are
able
to
influence others to try
new ideas, do new
things or consider new
options
Stickiness
Memorable