![Page 1: ORGANIZATIONAL DEVELOPMENT: PHILOSOPHIES AND UNDERLYING ...gulfcollege.edu.om/moodlepdf/business/BSB10178-6/11.pdf · ORGANIZATIONAL DEVELOPMENT: PHILOSOPHIES AND UNDERLYING ASSUMPTIONS](https://reader034.vdocuments.site/reader034/viewer/2022051305/5a9d9dff7f8b9abd0a8b48c1/html5/thumbnails/1.jpg)
LESSON 11
ORGANIZATIONAL DEVELOPMENT: PHILOSOPHIES AND UNDERLYING
ASSUMPTIONS
Module Title: Managing and Leading Change
![Page 2: ORGANIZATIONAL DEVELOPMENT: PHILOSOPHIES AND UNDERLYING ...gulfcollege.edu.om/moodlepdf/business/BSB10178-6/11.pdf · ORGANIZATIONAL DEVELOPMENT: PHILOSOPHIES AND UNDERLYING ASSUMPTIONS](https://reader034.vdocuments.site/reader034/viewer/2022051305/5a9d9dff7f8b9abd0a8b48c1/html5/thumbnails/2.jpg)
What is Organizational Development?
• It is the application of social science techniques to
plan change in organizational settings for the
purpose of enhancing organizational effectiveness
and the development of individuals.
![Page 3: ORGANIZATIONAL DEVELOPMENT: PHILOSOPHIES AND UNDERLYING ...gulfcollege.edu.om/moodlepdf/business/BSB10178-6/11.pdf · ORGANIZATIONAL DEVELOPMENT: PHILOSOPHIES AND UNDERLYING ASSUMPTIONS](https://reader034.vdocuments.site/reader034/viewer/2022051305/5a9d9dff7f8b9abd0a8b48c1/html5/thumbnails/3.jpg)
Underlying Values
• Concept of people
• Concern for science
• Democratic principles
• The helping relationship
![Page 4: ORGANIZATIONAL DEVELOPMENT: PHILOSOPHIES AND UNDERLYING ...gulfcollege.edu.om/moodlepdf/business/BSB10178-6/11.pdf · ORGANIZATIONAL DEVELOPMENT: PHILOSOPHIES AND UNDERLYING ASSUMPTIONS](https://reader034.vdocuments.site/reader034/viewer/2022051305/5a9d9dff7f8b9abd0a8b48c1/html5/thumbnails/4.jpg)
Potential Conflicts with OD
• Conflict with profit making
• Conflict with managerial prerogatives
![Page 5: ORGANIZATIONAL DEVELOPMENT: PHILOSOPHIES AND UNDERLYING ...gulfcollege.edu.om/moodlepdf/business/BSB10178-6/11.pdf · ORGANIZATIONAL DEVELOPMENT: PHILOSOPHIES AND UNDERLYING ASSUMPTIONS](https://reader034.vdocuments.site/reader034/viewer/2022051305/5a9d9dff7f8b9abd0a8b48c1/html5/thumbnails/5.jpg)
Organizational Level Diagnosis
Inputs General Environment Industry Structure
Transformation Strategy Design Factors Culture
Outputs Performance Productivity Satisfaction
![Page 6: ORGANIZATIONAL DEVELOPMENT: PHILOSOPHIES AND UNDERLYING ...gulfcollege.edu.om/moodlepdf/business/BSB10178-6/11.pdf · ORGANIZATIONAL DEVELOPMENT: PHILOSOPHIES AND UNDERLYING ASSUMPTIONS](https://reader034.vdocuments.site/reader034/viewer/2022051305/5a9d9dff7f8b9abd0a8b48c1/html5/thumbnails/6.jpg)
Group Level Diagnosis
Inputs Organization Design Factors Culture Strategy
Transformation Group Design Factors
Outputs Team Effectiveness Productivity, Satisfaction
![Page 7: ORGANIZATIONAL DEVELOPMENT: PHILOSOPHIES AND UNDERLYING ...gulfcollege.edu.om/moodlepdf/business/BSB10178-6/11.pdf · ORGANIZATIONAL DEVELOPMENT: PHILOSOPHIES AND UNDERLYING ASSUMPTIONS](https://reader034.vdocuments.site/reader034/viewer/2022051305/5a9d9dff7f8b9abd0a8b48c1/html5/thumbnails/7.jpg)
Individual Level Diagnosis
Inputs Group Design Factors Personal Characteristics
Transformation Job Design Factors
Outputs Individual Effectiveness Productivity, Satisfaction
![Page 8: ORGANIZATIONAL DEVELOPMENT: PHILOSOPHIES AND UNDERLYING ...gulfcollege.edu.om/moodlepdf/business/BSB10178-6/11.pdf · ORGANIZATIONAL DEVELOPMENT: PHILOSOPHIES AND UNDERLYING ASSUMPTIONS](https://reader034.vdocuments.site/reader034/viewer/2022051305/5a9d9dff7f8b9abd0a8b48c1/html5/thumbnails/8.jpg)
After Diagnosis
• Feeding back the information
• Choosing interventions
• Managing change
• Institutionalizing change
![Page 9: ORGANIZATIONAL DEVELOPMENT: PHILOSOPHIES AND UNDERLYING ...gulfcollege.edu.om/moodlepdf/business/BSB10178-6/11.pdf · ORGANIZATIONAL DEVELOPMENT: PHILOSOPHIES AND UNDERLYING ASSUMPTIONS](https://reader034.vdocuments.site/reader034/viewer/2022051305/5a9d9dff7f8b9abd0a8b48c1/html5/thumbnails/9.jpg)
Team Building
• Improved group
processes
• Communication
• Goal clarification
• Role clarification
• Task orientation
![Page 10: ORGANIZATIONAL DEVELOPMENT: PHILOSOPHIES AND UNDERLYING ...gulfcollege.edu.om/moodlepdf/business/BSB10178-6/11.pdf · ORGANIZATIONAL DEVELOPMENT: PHILOSOPHIES AND UNDERLYING ASSUMPTIONS](https://reader034.vdocuments.site/reader034/viewer/2022051305/5a9d9dff7f8b9abd0a8b48c1/html5/thumbnails/10.jpg)
Survey Feedback
• Small meetings to
feedback survey results
• Meetings used to
formulate change
• Managers conduct
meetings to indicate
commitment
![Page 11: ORGANIZATIONAL DEVELOPMENT: PHILOSOPHIES AND UNDERLYING ...gulfcollege.edu.om/moodlepdf/business/BSB10178-6/11.pdf · ORGANIZATIONAL DEVELOPMENT: PHILOSOPHIES AND UNDERLYING ASSUMPTIONS](https://reader034.vdocuments.site/reader034/viewer/2022051305/5a9d9dff7f8b9abd0a8b48c1/html5/thumbnails/11.jpg)
Employee Involvement
• Quality of worklife
• Quality circles
• Total quality management
![Page 12: ORGANIZATIONAL DEVELOPMENT: PHILOSOPHIES AND UNDERLYING ...gulfcollege.edu.om/moodlepdf/business/BSB10178-6/11.pdf · ORGANIZATIONAL DEVELOPMENT: PHILOSOPHIES AND UNDERLYING ASSUMPTIONS](https://reader034.vdocuments.site/reader034/viewer/2022051305/5a9d9dff7f8b9abd0a8b48c1/html5/thumbnails/12.jpg)
Re-Engineering
• Job redesign
• Teamwork
• Work performed by most
appropriate person
• Advanced information
technologies used
![Page 13: ORGANIZATIONAL DEVELOPMENT: PHILOSOPHIES AND UNDERLYING ...gulfcollege.edu.om/moodlepdf/business/BSB10178-6/11.pdf · ORGANIZATIONAL DEVELOPMENT: PHILOSOPHIES AND UNDERLYING ASSUMPTIONS](https://reader034.vdocuments.site/reader034/viewer/2022051305/5a9d9dff7f8b9abd0a8b48c1/html5/thumbnails/13.jpg)
OD Effectiveness
• More impact on organizational than individual
outcomes
• Works better for white collars than blue collars
• Works better if multiple techniques are used
• Technological change shows more positive
outcomes
![Page 14: ORGANIZATIONAL DEVELOPMENT: PHILOSOPHIES AND UNDERLYING ...gulfcollege.edu.om/moodlepdf/business/BSB10178-6/11.pdf · ORGANIZATIONAL DEVELOPMENT: PHILOSOPHIES AND UNDERLYING ASSUMPTIONS](https://reader034.vdocuments.site/reader034/viewer/2022051305/5a9d9dff7f8b9abd0a8b48c1/html5/thumbnails/14.jpg)
Measurement Problems
• Difficult to isolate cause of outcomes since
OD efforts often involve multiple changes
• May be the result of Hawthorne effects
• Change may be due to maturation or
passage of time and not intervention
![Page 15: ORGANIZATIONAL DEVELOPMENT: PHILOSOPHIES AND UNDERLYING ...gulfcollege.edu.om/moodlepdf/business/BSB10178-6/11.pdf · ORGANIZATIONAL DEVELOPMENT: PHILOSOPHIES AND UNDERLYING ASSUMPTIONS](https://reader034.vdocuments.site/reader034/viewer/2022051305/5a9d9dff7f8b9abd0a8b48c1/html5/thumbnails/15.jpg)
Ethical Issues
• The role of the OD practitioner
• Who’s values
![Page 16: ORGANIZATIONAL DEVELOPMENT: PHILOSOPHIES AND UNDERLYING ...gulfcollege.edu.om/moodlepdf/business/BSB10178-6/11.pdf · ORGANIZATIONAL DEVELOPMENT: PHILOSOPHIES AND UNDERLYING ASSUMPTIONS](https://reader034.vdocuments.site/reader034/viewer/2022051305/5a9d9dff7f8b9abd0a8b48c1/html5/thumbnails/16.jpg)
Backwards & Forwards
• Summing up: We looked at OD values and how the process operates. We explored major approaches and the difficulties inherent in evaluating interventions
• Looking ahead: We conclude the semester by looking at organizational behavior in a global context