introduction組織發(fā)展課程簡介

Welcometo

OrganizationDevelopmentZhouGe2014.3ModuleTeachingMaterialEssentialsofOrganizationDevelopment&Change,ThomasCummings&ChristopherWorleyhandoutAims

TobefamiliarwithtermsinODfield

Toprovideanintroductiontothemaintheories&practicesofODTobeabletoanalyseODrelatedissuesinorganisationsExaminationClassroomperformanceExam

MindMapping

GeneralintroductionPlannedchangeEnteringDiagnosing&feedbackDesigninginterventionsLeading&managingchangeEvaluation,stabilizingHumanprocessinterventionsHRMinterventions4OutlineSyllabusChapter1IntroductiontoODChapter2PlannedChangeChapter3Entering&DiagnosingChapter4DesigningInterventionsChapter5Leading&ManagingChangeChapter6Institutionalizing&EvaluatingChapter7HumanProcessInterventionsChapter8HRMInterventionsChapter9TheFutureofODC1IntroductiontoODQ1

WhatisOD?Q2WhatdoODpractitionersdo?Q3WhatisthebasicprocessofOD?A1-1DefinitionsofODODisalltheplannedinterventionstoincreaseorganizationeffectivenessandhealth(Beckhard,1969)ODisaprocessdirectedatorganizationimprovement(Margulies,1978)ODisalltheactivitiesengagedinbymanagers,employeesandhelpersthataredirectedto-wardsbuildingandmaintainingthehealthoftheorganizationasatotalsystem(Schein,1988)ODisasystematicprocessforapplyingbeha-vioralscienceprinciplesandpracticesinor-ganizationstoincreaseindividualandor-ganizationeffectiveness(French&Bell,1999)ODisasystemwideapplicationofbehavioralscienceknowledgetotheplanneddevelop-ment,improvement,andreinforcementofthestrategies,structures,andprocessesthatleadtoorganizationeffectiveness.(Cummings&Worley,2001)A1-2CorecharacteristicsofODPlannedchangeeffortsFocusonthetotalsystem,notjustoneaspectofitFocusonculture,structure,processTargetatthehuman&socialsideoftheenterpriseAimatimprovingorganizationeffectivenessCallforparticipation&involvement…HistoryofODStem1:LaboratorytrainingKurtLewin&ResearchCenterforGroupDynamics(1945)Cont’d…ResearchontrainingcommunityleadersWorkshopforleadership&discussionofproblems(1946)Observationongroupinteraction&feedbackConclusions(1)feedbackwasarichlearningexperience(2)theprocessof“groupbuilding”couldbetransferred.NationalTrainingLaboratory(1947)Stem2:Actionresearch/surveyfeedbackBeganin1940swithstudiesofsocialscientistsResearchneededtobelinkedtoactionAcollaborativeeffortCollectresearchdataaboutorganization’sfunctioning,analyzethecausesofproblems,devise&implementsolutions.CollectdataforassessmentThecyclecontinued.Cont’dResults(1)org.memberslearnedtouseresearchtoguideaction&change(2)socialscientistsstudiedthatprocesstoderivenewknowledgethatcouldbeusedelsewhere.Onepioneeringstudy:theworkofLewinattheHarwoodManufacturingCompanyonovercomingresistancetochangeStem3:ParticipativemanagementAbelief:ahumanrelationsapproachisone-best-waytomanageorganizations.Likert’sParticipativeManagementStyleSystem1:exploitiveauthoritativesystemSystem2:benevolentauthoritativesystemSystem3:consultativesystemSystem4:participativegroupStem4:QualityofworklifeWorkdesignprojectsdevelopedinEuropein1950sandinUSduring1960saimingatbetterintegratingtechnology&people.Highlevelsofdiscretion,taskvariety,feedbackaboutresults.Self-managingworkgroupsExpandedtootherfeaturesthataffectproductivity&satisfactionin1979.Thebannerofemployeeinvolvement&Deming’stotalqualitymovement.Stem5:StrategicchangeEnvironmentbecomemoreuncertain&complex.Involvesimprovingthealignmentamongorganization’senvironment,strategyandorganizationdesign.ChangemodelsA2WhatdoODpractitionersdo?Whoarethey?TheroleofODpractitionerHelperCcessfacilitatorThird-partychangeagentA3ThebasicprocessofODCaseStudyAProblemofDiminishedMoraleDuringmysecondyearasanassistantprofessoratMIT,Iwasaskedbymymentor,DouglasMcGregor,whetheracolleagueandIwouldbewillingtotakeonaconsultingassignmentatanearbycompany.Dougdidnothavethetimehimselfandwasanxioustointroduceallofusonthefacultytotheexperienceofconsulting.Theassignmentwastodoaninterviewsurveyofthetechnicalpersonnelinthecompany’sresearchlaboratory.AccordingtotheVPofIR&Personnel,therewasamoraleprobleminthelabandthelaboratorydirectorwasinterestedinfindingoutwhattheemployeesthoughtsothattheproblemscouldbefixed.ItwasthisVPwhoknewMcGregorpersonallyandhadaskedhimeithertodoithimselforfindsomeonewhocould.TheVPhadnotonlyauthorizedthestudybutourconsultingexpensescameoutofhisbudget.HeassuredDougthatthedirectoroftheresearchlabswasonboardandwasdelightedtohavethesurveydone.AllofthisinformationcamefromDoug.WenevermettheVPbutwedidtalktothedirectorofthelabandlearnedthathewasinfavorofdoingtheinterviewsandwouldsetuptheprocesswithhistechnicalpeople.Aftersomemonthsofcarefulinterviewing,mycollea-gueandIcollectedthedataandwroteafairlycompletereportonalloftheissuesthathadbeenidentifiedbythetechnicalstaff.Asmighthavebeenexpected,amongthecomplaintsregisteredweremanyaboutthemanagerialstyleofthedirector.Wenotedthesecomplaintsinonesectionofourreport.AfeedbacksessionwasscheduledwiththedirectorduringwhichmycolleagueandIwerepreparedtogothroughallofthedatathatwerecontainedinthereport.Wehadrequestedtwohours,sincetherewasalotofinformationtocoverandwewantedtobeverythoroughindemonstratinghowvalidtheinformationwasbyshowingvariousstatistics.MycolleagueandIwalkedintothe