Академический Документы
Профессиональный Документы
Культура Документы
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9 Slide 1
Learning Objectives
Recognize need for employee empowerment. Experience dynamics in communication. Practice giving and receiving feedback. Describe career life planning and stress management.
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9 Slide 2
Empowerment - giving employees power to make decisions. Power and decision making delegated to lower levels of employees. Interventions aimed at enhancing development of individual members.
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9 Slide 3
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9 Slide 4
Employee Empowerment
Individual is one of critical elements in large-scale organizational change. Central to Empowerment.
Delegation of power and decision-making to lower levels. Promulgation of shared vision of future. Engaging employees so they develop pride and responsibility.
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Chapter 9 Slide 5
Empowerment (part 1 of 3)
Employees more proactive and selfsufficient. Individual one of most critical elements in change. Purpose is to have individuals purpose and vision congruent with organizations.
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Chapter 9 Slide 6
Empowerment (part 2 of 3)
For many organizations, empowerment is basic cornerstone of change. GE has company wide vision they call work-out.
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9 Slide 7
Empowerment (part 3 of 3)
Empowerment concepts interwoven through OD interventions including:
Team and system interventions. Total quality management. Self-managed work teams, learning organizations. High-performance systems.
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Chapter 9 Slide 8
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9 Slide 10
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9 Slide 11
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9 Slide 13
1. Public area.
Behavior, thoughts, and feelings. Known both to oneself and to others.
2. Blind area.
Aspects of self not known to oneself. Readily apparent to others.
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9 Slide 14
3. Closed area.
Behaviors and feelings know only to oneself. Not known to others.
4. Unknown area.
Aspects of self not known to oneself or others.
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Chapter 9 Slide 15
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9 Slide 16
Transactional Analysis
Model for analyzing human behavior using familiar terminology. Structural analysis is useful to understand how we get to be who we are.
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9 Slide 17
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9 Slide 18
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9 Slide 20
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9 Slide 21
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9 Slide 22
Classification of Transactions
Complementary. Crossed. Ulterior.
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9 Slide 23
Complementary Transaction
Occurs when a message sent from one ego state receives an expected response from other persons appropriate ego state.
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9 Slide 24
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9 Slide 25
Crossed Transaction
Occurs when a message from one ego state receives response from inappropriate or unexpected ego state.
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9 Slide 26
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9 Slide 27
Ulterior Transaction
Involves two ego states simultaneously:
Literal words of transaction means one thing. Underlying intent means something entirely different.
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9 Slide 28
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9 Slide 29
Strokes
A stroke is any form of recognition. Includes physical, verbal, and visual messages. Strokes are conditional and unconditional.
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9 Slide 30
Unconditional strokes.
Given with no strings attached.
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9 Slide 31
Positive strokes.
Transactions that provide expected response and reassure a persons worth. Results in a Youre OK feeling.
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Chapter 9 Slide 32
Crooked strokes.
Transactions that have double meaning. Transmits message different from words a person uses.
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Chapter 9 Slide 33
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9 Slide 34
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9 Slide 35
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9 Slide 38
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9 Slide 39
4. Work through list in Step 3 looking for conflicts. 5. Prepare detailed plan of action.
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Chapter 9 Slide 40
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9 Slide 43
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9 Slide 44
Job Burnout
Emotional exhaustion and reduced accomplishment. Experienced by those who do people work. Response to chronic emotional strain of dealing extensively with other people.
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9 Slide 45
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9 Slide 47
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9 Slide 48
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9 Slide 49
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9 Slide 51
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9 Slide 52
Uses lattice system and no plants larger that 200 associates. Leaders emerge rather than appointed. Team does hiring for new employees.
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9 Slide 53
Team becomes successful because members help others to be successful. Seniority and education do not count. Associates compensated on how much they contribute to firm.
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9 Slide 54
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9 Slide 55
Complementary transaction.
Message sent from ego state receives expected response from other persons appropriate ego state.
Crooked stroke.
Transmits message different from words that person uses.
Crossed transaction.
Occurs when message from one ego state receives response from inappropriate state.
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Chapter 9 Slide 56
Disclosure.
Used in Johari Window model to enlarge public area.
Ego states.
Sources of behavior used to describe feelings and behaviors of parent, adult, and child .
Empowerment.
Delegates power to lower levels to engage all employees.
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Chapter 9 Slide 57
Fade out.
Occurs in laboratory learning when participants return to work organizations.
Feedback.
Process used to enlarge public area and reduce blind area.
Job burnout.
Response to emotional strain of dealing extensively with other human beings.
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9 Slide 58
Laboratory learning.
Uses group as laboratory for discovering relations in interpersonal communication.
Meditation.
Relaxation technique to reduce stress.
Negative strokes.
Results in unexpected response with Youre not OK feeling.
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall Chapter 9 Slide 59
Positive strokes.
Provides expected response and reassures persons worth.
Psychological positions.
Feelings lead to positions toward oneself and others.
Psychosocial system.
Includes relationships and behavioral patterns of members.
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9 Slide 60
Stress.
Emotional strain affecting persons physical and mental condition.
Stressors.
Events that create state of disequilibrium within individual.
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9 Slide 61
Stroking.
Form of recognition of one person by another.
Structural analysis.
Used to understand the 3 ego states.
Transaction.
Interaction between people involving communication between ego states.
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9 Slide 62
Transactional analysis.
Relationship model for people to understand themselves better.
Ulterior transaction.
Involves 2 ego states in people sending messages that have underlying meanings.
Wellness programs.
Stress reduction programs such as physical fitness and nutrition counseling.
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9 Slide 63
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9 Slide 66
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9 Slide 67
Complete Step 1 of OD Skills Simulation 10.2 before class and after finishing OD Skills Simulation 10.1. Read and analyze Case: Steele Enterprises.
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9 Slide 68
An Experiential Approach to Organization Development 8 th edition Copyright 2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9 Slide 69