Chapter Eleven: Evaluating and Institutionalizing OD Interventions Learning Objectives for Chapter Eleven 1. To understand the issues associated with evaluating OD interventions 2. To understand the process of institutionalizing OD interventions and the factors that contribute to it Evaluation and institutionalization final stage of the organization development cycle Issues in Evaluating OD Interventions Evaluation: is concerned with providing feedback to practitioners and organization
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increase productivity (Martinez‚ 1997). Although it is difficult to come up with an all-encompassing definition of QWL‚ many researchers describe QWL in term of its major content areas. For example‚ May‚ Lau and Johnson (1999) define QWL companies as organizations that promote job security‚ employee growth‚ rewards and employee satisfaction. Overman (1999) suggests that QWL programs fall into two categories. The first category are work reorganization programs. These include things such
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Strategic Management Market Dynamics Copyright by Authors Tom Koplyay and David Goldsmith July 1998 3-1 ETOP Environmental Threat and Opportunity Profile Factor Regulatory Competitive External Alliance Internal Alliance Entrepreneurial Info Highway Financial Social Impact 3 -2 7 -6 4 5 7 2 Importance 8 7 6 5 5 4 4 3 Opportunity 24 Threat -14 42 -30 20 20 28 6 In this ETOP factors are tailored and ordered as to their importance Regulatory
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WHAT MAKES OD‚ OD? * Dr. David W. Jamieson Organization development (OD) is more than 50 years old. In response to prevailing organizational values-in-operation that were partially a function of the times‚ OD offered a more holistic view of people and organizations‚ with an emphasis on humanistic and democratic values‚ and the belief that this different perspective was not only better for people‚ but also for organization performance. Prior to World War II‚ organizations typically operated
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Appex was chan ging from “entrepreneurial” to“chaotic” at the time of joining but once he was into the process he did the same by changing organization structure after every six months hence creatingconfusion all over. He believed that the company was spending cash toohaphazardly but once he joined he too did the same forgetting his ownphilosophy about the same.As the number of employee increases‚ a structure can be modified butchanging it too often(after every 6 months) is too radical in nature
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Organization Development Organization development (OD) is a new term which means a conceptual‚ organization-wide effort to increase an organization’s effectiveness and viability. Warren Bennis has referred to OD as a response to change‚ a complex educational strategy intended to change the beliefs‚ attitudes‚ values‚ and structure of an organization so that it can better adapt to new technologies‚ markets‚ challenges‚ and the dizzying rate of change itself. OD is neither "anything done to better an organization"
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OD and Change The Message Is Clear - Change Or Disappear “There’s no off season anymore” - Nolan Ryan “You miss 100% of the shots you never take” - Wayne Gretsky “Somebody has to do something‚ and its just incredibly pathetic that it has to be us.” - Jerry Garcia‚ the Grateful Dead CHANGE - AN ONGOING PROCESS Companies no longer have a choice‚ they must change to survive. Unfortunately‚ people tend to resist change. It is not easy to change an organization‚ let alone an individual. This
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Overview OD is a long range effort to improve organization’s problem solving and renewal processes‚ particularly through more effective and collaborative management of organizational culture‚ often with the assistance of a change agent or catalyst and the use of the theory and technology of applied behavioral science. Although behavioral science has provided the basic foundation for the study and practice of organizational development‚ new and emerging fields of study have made their presence
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as evil or unjust‚ but the exercise of power is accepted as endemic to humans as social beings. In the corporate environment‚ power is often expressed as upward or downward. With downward power‚ a company’s superior influences subordinate. When a company exerts upward power‚ it is the subordinates who influence the decisions of the leader (Greiner & Schein‚ 1988). Analyzing these definitions shows some common elements: effectance-getting one’s way: the necessity interaction between two parties;
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Benefits and Limitations of Organizational Development Benefits of OD •Change throughout the organization •Greater Motivation •Higher Job Satisfaction •Reduced absences •Increased Productivity •Lower turnover •Better quality of work •Improved teamwork •Better resolution of conflict •Commitment to Objectives •Increased willingness to change •Creation of learning individuals and groups Job satisfaction is the extent to which a person is gratified or fulfilled by his or her work. A satisfied
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