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Chap 14

This document provides an overview of various organizational development concepts, including: - System-wide interventions and examining organization design, flow patterns, and group interactions. - Using employee attitude surveys to gather feedback and make improvements by having work groups diagnose problems and develop action plans. - Learning organizations that emphasize reducing layers, involving all employees, and continuous self-directed learning. - Reengineering business processes to drastically improve performance by making processes more efficient and focused on customers. - High-performing systems that remove excessive layers, create participation and cross-functional communication, and are sources of new methods.

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Dipti Bhavin Desai
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90 views31 pages

Chap 14

This document provides an overview of various organizational development concepts, including: - System-wide interventions and examining organization design, flow patterns, and group interactions. - Using employee attitude surveys to gather feedback and make improvements by having work groups diagnose problems and develop action plans. - Learning organizations that emphasize reducing layers, involving all employees, and continuous self-directed learning. - Reengineering business processes to drastically improve performance by making processes more efficient and focused on customers. - High-performing systems that remove excessive layers, create participation and cross-functional communication, and are sources of new methods.

Uploaded by

Dipti Bhavin Desai
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPT, PDF, TXT or read online on Scribd
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A PRESENTATION ON CHAPTER 14 : HIGH PERFORMING SYSTEMS AND THE LEARNING ORGANIZATION SUBJECT : CHANGE MANAGEMENT AND ORGANIZATION DEVELOPMENT

PREPARED BY : NIRALI MODI (118140592011)


SUCHITA CHAUHAN(118140592014) SUBMITTED TO :MS. KHUSHBOO KAYASTH S . N. PATEL INSTITUTE OF TECHNOLOGY AND RESEARCH CENTRE-UMRAKH
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High-Performing Systems and the Learning Organization

System-Wide Interventions
Certain OD interventions aimed at change

within total system. OD is systems approach to group, functional, and interpersonal relations.

System Interventions Examine:


Organization design.
Organization flow patterns. Interactions of individuals and groups.

A system may be organization or subsystem within total organization.

Survey Research and Feedback


Employee attitude surveys serve two important functions:
Improvement tool. Communication tool.

Steps in Survey Feedback


Step 1 - Top management plans survey. Step 2 - Outside staff gives questionnaire. Step 3 - Outside staff summarizes data and gives feedback to organization. Step 4 - Work group diagnoses problems and develops action programs.

Results of Survey Research and Feedback


Indicate positive changes in employee attitudes

and perceptions. Greater involvement of all members produces greater change. Feedback given with other interventions, results in more substantial change.

Learning Organization
System-wide change program.
Emphasizes reduction of organizational layers

and involvement of all employees. Continuous self-directed learning that leads to positive change and growth in individual, team, and organization.

Approach to Learning Organization


Brings together key members in collaborative

process to discover problems. Then develops a model of new system. Continuous testing of experience and transformation into knowledge accessible to whole organization.

Core Values of Learning Organizations (part 1 of 2)


Value

different kinds of knowledge and learning. Encourage communication between people with different perspectives. Develop creative thinking. Remain nonjudgmental of others and their ideas.

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Core Values of Learning Organizations (part 2 of 2)


Break down traditional barriers in organization.
Develop leadership throughout organization. Reduce

distinctions

between

organization

members. Every member of organization has untapped human potential.

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Characteristics of Learning Organizations


Constant readiness.
Continuous planning. Improvised implementation. Action learning.

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Reengineering: a Radical Redesign


Radical

redesign of business processes to obtain drastic improvements in performance. Seeks to make all processes more efficient to gain quantum leap in performance. Emphasizes products, customer satisfaction, and improvement in processes.

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Steps in Reengineering Process:


1. Identify key business process.
2. Identify performance measures. 3. Reengineer the process, organize work around

process, not functions. 4. Implement redesign process and continuing reevaluation.

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System 4 Management
Likert developed System 4 management model based on his research of organizations.
It describes organizations on a continuum:
Bureaucratic

(routine) organizations (ineffective) at one end. Participative (effective) at the other.

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The Four Management Systems


System1 - Exploitive/Authoritative (autocratic, top-down).
System2 - Exploitive/Authoritative (topdown/less coercive-autocratic). System 3 Consultative. System 4 Participative.

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Implications to OD
System 1 organizations tend to be least effective, system 4 tend to be most effective.
OD practitioner tries to move from system 1 organization to system 4 organization.

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Figure 14.1 Profile of Organization Characteristics

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Common Elements in System 4 Organizations


Action rather than further analysis.
Decisions superiors.

involving

subordinates,

not

Individual accountability, not rigid policies. Specific recognition of team and individual accomplishments, not blanket expressions of thanks.

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High-Performing Systems (HPS)


HPS calls for removal of excessive layers of organization.
HPS creates climate of participation and communication across functional barriers. HPS is term originated by Peter Vaill.

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Eight Criteria Used to Examine HPS


(part 1 of 2)

1. Perform excellently standard.

against

external

2. Perform excellently against potential. 3. Perform excellently to some earlier point. 4. Perform with significantly fewer resources than assumed are needed.

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Eight Criteria Used to Examine HPS


(part 2 of 2)

5. Doing substantially systems.

better

than

other

6. Perceived as source of ideas for others. 7. Perceived to fulfill high level for culture within which it exists. 8. Only organization that is able to do what it does.

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Characteristics of HPS (part 1 of 2)


An HPS knows why it exists.
Commitment to purposes always high. Teamwork focused on task.

Leadership is strong and clear.

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Characteristics of HPS (part 2 of 2)


An HPS is fertile source of new methods.
Strong consciousness(awareness) that we are different. Other subsystems often see HPS as problem because HPS produces its own standards. HPS is cohesive(interrelated) unit.

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Grid OD Program
Grid OD is systematic approach to achieve corporate excellence by changing basic culture of system.
Starts with focus on managerial styles. Moves through phases involving the work team and culture of organization.

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Six Grid Phases (part 1 of 3)


Phase 1: Grid seminars. Someone in management position attends seminar. Phase 2: Teamwork development. Begins with top manager and continues through entire organization.

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Six Grid Phases (part 2 of 3)


Phase 3: Intergroup development. Sessions attended by key members of 2 segments where barriers exist. (Meet 3 Or 4
days)

Phase 4: Development of ideal strategic model. Provides skills to move to systematic development.

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Six Grid Phases (part 3 of 3)


Phase 5: Implement ideal strategic model. Organization divided into planning teams and model is implemented. Phase 6: Systematic examination of progress toward change goals.

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Third Wave Organization


Term originated by business futurist Alvin Toffler.
Describes organizations that are evolving in information age to meet changing times.

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Characteristics of Third-Wave Organization


Flexibility

structure has no permanence.(stability) Creativity people motivated by commitment to vision or cause. Innovation - support for risk taking and innovation.

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Thank You

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