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Development and
Change
Fathul Himam
What is an organization?
a consciously coordinated social entity
with a relatively identifiable boundary
functions on a relatively continuous
basis
to achieve a common goal
Which increase
the value that
organization
can create
description
Internal
system
approach
Technical
approach
5.
Entrepreneurial stage
Formation stage
Infancy
Collective stage
Clarification of missions
Commitment to goals
Formalization-and-control stage
Stabilization
Roles are defined
Elaboration-of-structure stage
Diversifies its product and service
Growth opportunities are searched
Decentralization
Decline stage
Maturity
ec
lin
e
ro
wt
h
at
Form
i on
1. Entrepreneurial
stage:
Ambiguous
goals
High
creativity
2. Collectivity
Stage:
Informal
communicati
on and
structure
High
commitment
3. Formalizationand-control
stage:
4. Elaboration-ofstructure stage:
Formaliza
More complex
structure
tion of rules
Decentralization
Stable
structure
Diversified
markets
Emphasis of
5. Decline stage:
High
employee
turnover
Increased
conflict
centralization
ENVIRONMENT
System
Inputs
Transformation
Process
Output
Environment
Individual
cognitions
On-the-job
behavior
Members
Work setting
Members
Social
factors
Technology
Organization
Organizational
performance
Individual
development
Organization
Organizing
arrangement
Physical
setting
Work setting
Organization
Purpose
Environment
Purpose
Physical
setting
Organizing
arrangement
Technology
Social
factors
1.
2.
3.
4.
Goals
Strategies
Structure
Administrative
policies and
procedures
5. Administrative
systems
6. Reward systems
7. Ownership
1. Culture
2. Management
style
3. Interaction
process
4. Informal patterns
and network
5. Individual
attributes
1. Space
configuration
2. Physical
ambience
3. Interior design
4. Architectural
design
1. Tool equipment,
and machinery
2. Information
technology
3. Job design
4. Work flow design
5. Technical expertise
6. Technical
procedures
7. Technical systems
18-11
Adapting to Change
Individuals, teams and
organizations that
recognize the
inevitability of change,
learn to adapt to it, and
attempt to manage it,
will be the most
successful.
18-12
What is Change?
Coping process of moving from a
unsatisfactory present state to a desired
state
18-13
Organization Development
(French, W.L. and Bell, C.H, 1995)
Organization development (OD) is a long term effort,
led and supported by top management, to improve an
organizations visioning, empowerment, learning, and
problem-solving processes, through an ongoing,
collaborative management of the organization culture with special emphasis on the culture of intact work
teams and other team configurations - utilizing the
consultant-facilitator role and the theory and technology
of applied behavioural science, including action
research.
Organization Development
(McCalman, J & Paton, R (1992)
Organization development is an ongoing process of
change aimed at resolving issues within an
organization through the effective diagnosis and
management of the organizations culture. This
development process uses behavioral and social science
techniques and methodologies through a consultant
facilitator and employs action-research as one of the
main mechanism for instigating change in
organizational groups.
(McCalman, J & Paton, R (1992). Change Management Guide to Effective
Implementation, London, P.C.P. p 131).
SPECIFIC OBJECTIVES OF OD
WARREN BENNIS:
SPECIFIC OBJECTIVE OF OD
MICHAEL BEER
to generate valid data about the state of the
organization in relation to its environment
to clarify the desired outcomes of
organization and individual employee
to help organizations make strategic choices
based on a diagnosis of the current situation
and desired outcomes
DEFINITION
An organization is effective to the extent
that it .
WHEN USEFUL
The definition is preferred
when .
GOAL
ATTAINMENT
SYSTEM
STRATEGIC
CONSTITUENCI
ES
COMPETING
VALUES
CRITERIA OF ORGANIZATION
EFFECTIVENESS
CRITERIA
FLEXIBILITY
ACQUISITION OF
RESOURCES
PLANNING
PRODUCTIVITY AND
EFFICIENCY
AVAILABILITY OF
INFORMATION
STABILITY
COHESIVE WORK
FORCE
SKILLED WORK
FORCE
DEFINITION
ABLE TO ADJUST WELL TO SHIFTS IN EXTERNAL
CONDITIONS AND DEMANDS
ABLE TO INCREASE EXTERNAL SUPPORT AND EXPAND
SIZE OF WORK FORCE
GOALS ARE CLEAR AND WELL UNDERSTOOD
VOLUME OF OUTPUT IS HIGH, RATIO OF OUTPUT TO
INPUT IS HIGH
CHANNELS OF COMMUNICATION FACILITATE
INFORMING PEOPLE ABOUT THINGS THAT AFFECT
THEIR WORK
SENSE OF ORDER, CONTINUITY, AND SMOOTH
FUNCTIONING OF OPERATIONS
EMPLOYEES TRUST, RESPECT, AND WORK WELL WITH
EACH OTHER
EMPLOYEES HAVE THE TRAINING, SKILLS, AND
CAPACITY TO DO THEIR WORK PROPERLY
NEW CHALLENGES
SPEED
FLEXIBILITY
INTEGRATION
INNOVATION
MINDSET: ALLOW IDEAS, COMPETENCIES
EMERGE AT ALL LEVELS THROUGH:
- LEARNING
- SHARING KNOWLEDGE
- GROUPING PHYSICAL AND INTELLECTUAL
ASSETS
Research Findings
Cloaking Tactic
Develop
Collegiality
Individual
Sense-making
Adaptive
Entrepreneurship
strategies
Acquisition of Skills
SelfDiscovery
End-Result
Action
-
Purpose
Basic Ground
Latent Behavior
Basic Ground
Psychological
adjustment
Resistence to
change
Hostility and
ambivalence
Confusion
Uncertainty
Sense-making
Problem
identification
Sensing the
situation
Willingness to
change
Be rational
Purpose
Action
End-Result
Masking true
intent
Personal
agenda
Control
Rationalization
Pretending
Withdrawl
Ignorance
Avoidance
Self-contained
Express hurt
Survive
Sense of
integrity
New insight
Status vs.
objective
Integrative
scheme
Re-frame
conception
Repairing
mistakes
Re-evaluation
A change in
thinking
Tolerance to
uncertainty
Experiencing
new situation
Theme
Basic Ground
Purpose
Action
Acquisition of
skills
Learning
New view point
Ability
measurement
Response new
needs
Self development
Establish
expertise
Increase ability
New experiences
Adaptation
More education
Training and
development
Transfer
Maximization
efforts
Vulnerable
position
Independence
Career
advancement
Self-employed
Production
Selfdiscovery
Psychological
adjustment
Inner strength
Emotional
energy
Spiritual
significance
Experimentation
Survival
Hope
Be sensitive
Proactive
Changing
attitude and
Acceptance
Commitment to
change
Comfortable
working
Enthusiasm
behavior
Internalization
new reality
End-Result
Theme
Basic Ground
Purpose
Action
End-Result
Entrepreneurship
Competitive
mind-set
Confront the
challenge
Control and
autonomy
Entering new
market
Be political
Negotiate
Socialize
Enter labor
market
Gain power
New
opportunity
Improvement
Develop
collegiality
Harmony
Trust
Relationship
Commitment
Collective
actions
Tactic and
strategy
Consensus
Buffering
function
Work together
Team spirit
Support
Connection
Facilitative
Alliance
People fullcircle
Maintenance
Cloaking tactic
Sense-making
Acquisition of skills
Self-discovery
Adaptiveness
Entrepreneurship
Develop collegiality
Parameters
Efficiency
Effectiveness
SHORT-RUN
LONG-RUN
ADAPTATION PROCESS
Maintenance
Adaptiveness
INVENTING
Individual
THE FUTURE
Maintenance
Adaptiveness
CHANGING SITUATION
PARAMETER OF THE PROCESS
Effectiveness
Efficiency
ENVIRONMENT
COMPONENT
INDIVIDUAL
THEMES
1.SENSE OF DISCOMFORT
CLOAKING TACTIC
SENSE-MAKING
ACQUISITION OF NEW
SKILLS, SELF-DISCOVERY
4. RESOLUTION
ENTREPRENEURSHIP,
DEVELOPMENT OF
COLLEGIALITY
- POSITIVE MODEL
Action Research
Model
Positive Model
Problem Identification
Initiate Inquiry
Discover Themes
Refreezing
REFREEZING
Change made
permanent
Unfreezing
Shaking up
Disconfirmation of old ways of doing things
Questioning & challenging of established
wisdom
Moving
Making the actual changes to move to the
new state of existence.
Includes the development of new strategies,
structures, systems & responsibilities and
the shedding of old ones.
Refreezing
Stabilizing, institutionalizing the changes.
Making sure the organization doesn't go
backwards to the old state.
Reinforcement of the changes through
symbols, such as changed logos, dress
code , building design, structures.
Refreezing???
Re-freezing may not be appropriate in an
era of continuous change, so maybe this
stage involves something more like
stabilizing.
LEWIN MODEL
UNFREEZING
EXISTING
BEHAVIOR
CREATION OF
QUESTIONS AND
UNCERTAINTY
REFREEZING
MOVING
INTRODUCTION
OF NEW
BEHAVIOR
CONSOLIDATION
OF NEW
BEHAVIOR
NEW
BEHAVIOR
Action Research
Action research is central to EACH STAGE
of the OD process.
It is a collaborative effort between the
leaders and facilitators of any change and
those who have to enact it.
It involves data gathering, feedback of data
to the client group, data discussion, action
planning, and action.
Therefore, action research is, as its name
suggests, a combination of research and
action.
Action Research
Action research involves collecting data
relevant to the situation of interest, feeding
back the results to those who must take
action, collaboratively discussing the data
to formulate an action plan, and finally,
taking the necessary action.
POSITIVE MODEL
FUTURE STATE
(1b)
Develop a
vision
for change
(5)
Assess and
reinforce
change
(2)
(4)
Implement
change
(3)
Develop an
action plan
JOURNEY TO THE FUTURE
Gain
commitment
to the vision
CHANGE AGENTS
change agents are people with the responsibility for
implementing change in an organization
two types of change agents:
- internal (i.e. internal top
performer who will transfer their own
credibility to the change effort) and
- external (i.e. external consultant
who has proven credentials to
assist the change effort)
DISADVANTAGES
EXTERNAL
CREDIBILITY AS AN EXPERT
NO NEGATIVE HISTORY WITH
ORGANIZATIONAL MEMBERS
OBJECTIVE OUTSIDER
WIDE EXPERIENCE OF
ORGANIZATIONS AND OD
PERCEIVED AS AN
OUTSIDER
LACK KNOWLEDGE OF
ORGANIZATION AND ITS
CULTURE
LIMITED AVAILABILITY
AND TIME CONSTRAINTS
INTERNAL
CREDIBILITY AS AN INSIDER
KNOWS THE CULTURE, NORMS,
AND PEOPLE IN THE
ORGANIZATION
HAS PERSONAL RELATIONSHIPS
WITH ORGANIZATIONAL
MEMBERS
ALWAYS AVAILABLE
IS DOUBTED AS AN EXPERT
ON OD
MAY HAVE NEGATIVE
ORGANIZATIONAL HISTORY
HAS LIMITED OD
EXPERIENCE
HAS LIMITED EXPERIENCE
WITH OTHER ORGANIZATION
MAY LACK OBJECTIVITY
D
PERFORMANCE SYSTEMS
INCENTIVE SYSTEMS
INFORMATION SYSTEMS
A
CULTURE CHANGE
DIVERSITY
EXECUTIVE COACHING
PRODUCT
PROCESS
B
SPEAKERS
FACILLITATION FOR TEAMS
EXPERT ADVICE
C
TRAINING PROGRAMS
INSTRUCTIONAL DESIGN
PRODUCT AND MATERIALS
COMPUTER-BASED TRAINING
LESS POLITICAL
ETHICS:
INCREASING DESIRE TO OPTIMIZE
HUMAN BENEFITS AND PRODUCTION
OBJECTIVES
ETHICAL DILEMMAS:
1. MISREPRESENTATION:
A FALSE CLAIM THAT AN INTERVENTION WILL PRODUCE
POSITIVE RESULTS
2. MISUSE OF DATA:
INFORMATION IS USED PUNITIVELY
3. COERCION:
MEMBERS ARE FORCED TO PARTICIPATE
4. VALUE AND GOAL CONFLICTS:
- THE PURPOSE OF CHANGE EFFORT IS NOT CLEAR
- CLIENT AND PRACTITIONER DISAGREE OVER HOW TO
ACHIEVE THE GOAL
5. TECHNICAL INEPTNESS:
- OD PRACTITIONERS ATTEMPT TO IMPLEMENT
INTERVENTIONS FOR WHICH THEY ARE NOT SKILLED
- THE CLIENTS ATTEMPT A CHANGE FOR WHICH THEY ARE NOT
READY YET
DIAGNOSIS
DESIGN AND
IMPLEMENTATION
OF INTERVENTION
ALTERNATIVE
INTERVENTION
IMPLEMENTATION
EVALUATION
INSTITUTIONALIZATION