...4.2ORGANIZATION-LEVEL DIAGNOSIS The organization level of analysis is the broadest systems perspective typically taken in diagnostic activities. Figure 4.1 Organisational level analysis The Figure proposes that an organization's transformation processes, or design components, represent the way the organization positions and organizes itself within an environment (inputs) to achieve specific outputs. The combination of design component elements is called a "strategic orientation." 4.2.1 Organization Environments and Inputs At the organization level of analysis, the external environment is the key input. Different types and dimensions of environment influence organisational responses to external forces. 4.2.1.1 Environmental Types There are two classes of environments: the general environment and the task environment. 4.2.1.1.1 General environment It consists of all external forces and elements that can influence an organization and affect its effectiveness. The environment can be described in terms of the amount of uncertainty present in social, technological, economic, ecological, and political/regulatory forces. Each of these forces can affect the organization in both direct and indirect ways. The general environment also can affect organizations indirectly by virtue of the linkages between external agents. 4.2.1.1.2 Task environment Michael Porter defines an organization's task environment by five forces: supplier power, buyer power, threats of substitutes, threats...
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...Abstract This report seeks identify and evaluate key Organisational Development (OD) issues, suggest possible interventions and provide recommendations for a case study of traditional and nontraditional team-based patient care. The author opted to focus on the team-based operations as it initially proved to be more effective than the traditional method. Although the team based care was more effective, there were several key OD issues that were identified by using OD diagnosis tools and models. Some of the issues highlighted and is the focus of this analysis was HRM, Leadership and Culture. From the case study, one can identify the lack of proper leadership and correlate this to other OD issues such as, no cooperate strategy, no vision or mission and cultural barriers within the organisation. Several known models and strategies were use to select the appropriate intervention and relevant methods for implementation. The intervention and implementation strategies are categorized to match appropriate management of change techniques such as, hard and soft, for a better transition of change within the organisation. The methods of communicating change were also systematically defined to channel only the appropriate contents to the organisation. Strategic SMART recommendations were outlined as short, mid and long term goals to accomplish the objectives of the organisation. Additionally, as part of the recommendations and any OD strategy, there should be a measurement and monitoring...
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...Action Research Model The action research model focuses on planned change as a cyclical process in which initial research about the organization provides information to guide subsequent action. Then the results of the action are assessed to provide further information to guide further action, and so on. This iterative (iterate means to repeat) cycle of research and action involves considerable collaboration among organization members and OD practitioners. It places heavy emphasis on data gathering and diagnosis prior to action planning and implementation, as well as careful evaluation of results after action is taken. Action research is traditionally aimed both at helping specific organizations to implement planned change and at developing more general knowledge that can be applied to other change and settings. Although action research was originally developed to have this dual focus on knowledge, it has been adapted to OD efforts in which the major emphasis is on planned change. Figure 2.1 (B) shows the cyclical phases of planned change as defined by the original research method. The main steps involved are: 1. Entry (Problem identification): This stage usually begins when a key executive in the organization or someone with power and influence senses that the organization has one or more problems that might be solved with the help of an OD practitioner. Contact between the consultant and client is what initiates the entry phase. After the contact, the consultant and...
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...Question 1:- According to the Managerial Grid, an individual’s style can best be described as which of the following: | | | | a) the way he or she dresses | | b) his or her concern for production and people | | c) how he or she interacts with management | | d) the way he or she deals with problems | | Question 2:- As the QWL movement evolved, it fostered a new phase of activities known asmanagement are _______________ and _____________. | | | | a) large group interventions | | b) reward system changes | | c) employee involvement | | d) team building | | Question 3:- Which of the following areas do OD practitioners need to be familiar with to carry out strategic change? | | | | a) competitive strategy and team building | | b) finance | | c) marketing | | d) all of the above | | Question 4:- Which of the following is not one of the “stems” of OD? | | | | a) laboratory training | | b) environmental analysis | | c) action research/survey feedback | | d) participative management and quality of work life ...
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...Test Bank for Organization Development & Change Chapter 1 General Introduction to Organization Development Multiple Choice Questions 1. Which of the following is included in the definition of OD? a. OD applies to an entire system b. OD is based on behavioral science knowledge c. OD is concerned with planned change d. OD encompasses strategy, structure, and process changes e. all of the above ANS: e 2. Organization development distinguishes itself from organization change and change management by which of the following characteristics? a. addressing the effective sequence of leadership issues that produce organization improvements b. focusing narrowly on cost, quality, and schedule c. focusing on the transfer of knowledge and skills to help the system manage future change d. taking a broadly focused approach that can apply to any kind of change e. none of the above ANS: c 3. Which of the following is not one of the “stems” of OD? a. laboratory training b. environmental analysis c. action research/survey feedback d. participative management and quality of work life e. strategic change ANS: b 4. The first “T-group” was formed a. to facilitate decision making b. to work on group projects c. to make the group more cohesive d. as people related to data about their own behavior ANS: d 5. The assumption underlying the use of survey feedback in OD is a. surveys are the best way to collect data b. surveys...
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...successful OD change efforts. For each case, you will be required to turn in a one-page, typed summary of your responses to the following questions: What practices in the case would be helpful to apply in your organization? How might you modify the practices in the case to better suit your organization? What did you learn overall from the case? [Note: If you are not currently working, you may either refer to a former organization you worked for, or the “ideal” organization you would like to work for.] B. Team Case Diagnostic Scan Presentation Students will work on a team to complete a diagnostic scan of a problem or issue of concern in a case. Student teams will work together to analyze the case, and prepare a presentation that includes the following elements: Describe the preliminary problems or issues of concern your team identified in the case. [Note – Consider “what is” and “what should be.” Gaps between those two indicate a potential problem or issue of concern.] Specify the preliminary root causes for each identified problem or issue of concern. Describe your team’s assessment and feedback plan to confirm your diagnosis. Your plan should include a description of the diagnostic model and methods your team will use in conducting the diagnosis. Anticipate any negative consequences that you foresee resulting from assessment and feedback plan. Then, describe what steps can be taken to avert these negative consequences. ⇒ List the OD Best Practices...
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...centralinfo@nou.edu.ng URL: www.nou.edu.ng National Open University of Nigeria 2008 First Printed 2008 ISBN: All Rights Reserved Printed by…………………………………. For National Open University of Nigeria Headquarters 14/16 Ahmadu Bello Way Victoria Island Lagos e-mail: centrainfo@nou.edu.ng ur/: www.nou.edu.ng Study Units The study units in this course are as follows: Module 1: Unit I: Unit 2: Unit 3: Unit 4: Unit 5: Unit 6: Community Mobilization Concept of Community Mobilization Rationale for Community Mobilization Steps involved in Community Mobilization Community Participation Rationale for Community Participation Formation and Organization of Development Committees Community Diagnosis Concept of Community Diagnosis Rationale for Community Diagnosis Steps in Community Diagnosis Methods for Community Diagnosis Information Sought During Community Diagnosis Situation Analysis Concept of Situation Analysis Rationale for Situation Analysis Steps in Situation Analysis Instruments used in Situation Analysis Role of Situation Analysis Advocacy Concept of Advocacy Rationale for Advocacy...
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...INTRODUCTION 1.1 Introduction: Organizational conflict and management involves all types of conflict that occurs in organization and management of this conflict. The present study explored and compared various conflict and their management practice in organizations. The present study also aimed at assessing how much of commitment in the company can be attributed to conflict management practices. 1.2 Keyword: Organization, conflict, management, inters intra. 1.3 Objective I. To learn more about conflict and conflict management. Listening, oral, communication, interpersonal communication, and teamwork rank near the top of skills that employers seek in their new hires. II. To learn to manage and resolve conflict effectively. III. To make conscious effort to change our conflict management style. IV. All team members need to know their conflict styles, conflict intervention methods, and strategies for conflict skill improvement. 1.4 Scope of the Study This study covers the various types of conflict that take place in organization. This study also discuss about various Strategies, Criteria, styles, Process of conflict. 1.5 Limitation: Conflict in organization is a vast matter. Conflict is different in different organization.Management is also different in different organization. But we consider general organization for conflict and their management. 1.6 METHODOLOGY OF THE STUDY This study is based on both primary and secondary data/...
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...Understanding and Coping with Change Understanding and Coping with Change Change can be difficult for any individual or organization and it can be seen as a threat. An individual that can plan and implement change is better prepared to effectively meet their future stated goals and can move forward in a positive movement when embracing the need for change. “Is change, changing?”(Rowland & Higgs, 2008). A company can then diagnose, plan, and implement changes to see improvements. To understand change and learning to cope with change we will use a company as example, the name of the company is Sunny Side Resort. We will diagnose the need for change and present a plan to transform the organization using Kotter’s 8-step approach. Sunny Side Fulfillment (SSF) is a company that is located in South Beach, Miami. It was founded in 1989 by Traci Sizemore, Chief Executive Officer and Dave Sizemore, President. The vision of the company is building a world-class ecommerce services company with a global reach SSF business model is to service their clients’ needs, from start to finish. Their over view of what they promise is: • “Answer 80% of all calls received within 20 seconds • Call abandon level guaranteed to be less than 4% • 100% call return level with 2 hours • 100% of all orders will be shipped within 72 hours • 95% of all returns will be processed within 24 hours • 98% of inventory received will be available...
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...and collect some information on its current situation, such as management, or operation within the company to help him outline the possible problematic or development issues within the company. During the discussion between the OD consultant and Mr. Denton, OD consultant was able to effectively guided Mr. Denton to talked about extensive range of topics regarding the company, such as daily production rate, cost and sales, as well as a little bit of himself, personal background. However, through the conversation, the OD consultant was ineffectively identified any existing or potential problem or issues that needed to be addressed or things that could be improved within the company. The questions that might have been asked to clarity organization issues could have been, what are the goals for each section? What’s the task structure for each section? What’s the nature of team functioning in the section? What’s the next phase of Kenworth Motor? The contracting process was effectively because Mr. Denton was very open to the OD consultant and quickly agreed to have a retreat weekend project as consultant outlined. The scope of the retreat was jointly of Mr. Denton and the OD consultant to...
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...recommendation report to the organizational development and training program has been prepared. Components of Your Job Analysis and Design To create an effective job description, a job analysis was done to determine the tasks involved as a customer service representative for Global Travel and determine the appropriate skills, knowledge, responsibilities, and abilities required to successfully perform the job (Byers & Rue, 2008). The purpose of this job analysis is to assist in the preparation of the job description and specification, ensure recruitment exercises are effective, and aid in the development of an effective performance management system (Job Analysis). Components of the job analysis include: • Job contents comprised of the responsibilities and duties related to the job description. • Job requirements identifying the qualifications, skills knowledge, and characteristics such as personality requirements the employee must possess to perform the job successfully relating to job specifications. • Job context including reporting relationships, level of autonomy employees are given, and physical requirements. • Work processes and procedures to identify the duties and responsibilities critical to the successful performance of the job and achieving the objectives of the organization. (Job Analysis) Job analysis results were used in the job design developed to structure work...
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...1. Discuss how the principles of job design and reinforcement theory apply to the performance problems at the Hovey and Beard Company. Job design is defined as the process of specifying task and duties to individuals within an organization. In terms of Hovey and Beard Company there were several known issues dealing with performance within the company. The supervisors recognized that there was a problem within the organization, the painters complained that the hooks moved to fast, that there was poor ventilation in the work room, the job was messy, and the incentive pay was not correctly calculated. They recognized the needs of the employees and they made accommodations to appease them by purchasing fans to circulate the air in the work room and installing a control knob to adjust the speed of the belt. By doing so they fulfilled the needs of their employees and in-turn production increased significantly. Hovey and Beard Company used reinforcement theory by offering a group bonus plan. It stated that the painters would receive a learning bonus for the first six months and afterwards they could earn a group bonus if they exceeded production standards. This was meant to influence the behavior of the employees to increase production. 2. Analyze the performance problems using the "performance diagnosis model" in Chapter 7. In analyzing the performance of Hovey and Beard Company this is what I came up with in relation to the diagnosis model: * Do both the boss and subordinate...
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...Organizational psychology: Definition: The study of the structure of an organization and of the ways in which the people in it interact, usually undertaken in order to improve the organization. The practice of organizational psychology consists of intervening with organizations to achieve one or more of the following objectives: (1) raise performance, (2) improve processes and relationships, (3) enhance fairness and equity, and (4) increase subjective well-being. Always within the context of organizations, interventions may focus on individuals, pairs of individuals, groups, combinations of groups or whole organizations. Methods of intervention derive from explicit psychological concepts and theories appropriate to the objectives and entities engaged in change processes. When fully utilized, the practice of organizational psychology begins with assessment or diagnosis, proceeds to design and implementation, and concludes with evaluation of the efforts to bring about change. Organizational psychology is practiced with service delivering and product generating organizations from the public, private and not-for-profit sectors of society. Mission: The purpose of the organizational psychology program is to provide students with the finest possible education for practice and for becoming license eligible in New Jersey and other states. Comparisons with Related Fields : Organizational psychology has common interests with both organizational behavior and industrial/organizational...
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...Structuring Corporate Financial Policy: Diagnosis of Problems and Evaluation of Strategies This note is talking about finding a way to think about corporate financial policies. They depend in the first place on creativity and careful judgment. There are three good elements to achieve this goal and they are mentioned in the paper, they are: description, diagnosis and prescription. The first element is to define the financial policies of an organization. The second element is to design or create a good financial structure, after that to develop the suggested actual financial designs and structures to choose the best among them and look for opportunities to improve it. The last element is the impact of what is taken as a decision in the first and the second phases or elements. According to the phase one and talk in more details, the first task for advisers in the financial field is to understand the current situation of an organization to be able to observe all the tasks and activities and be able to look for solutions. Therefore, the policy of corporate financial is a set of constitutions that are preferred and suggested in order to be able to guide the capital looking for a raise in this task. Policies should change also and adapt according to the changing environment surrounding the organization or firm following these policies. The elements of financial policy are: the mix of classes of capital, maturity structure of the capital of the organization and the basis of the firm's coupon...
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...PEPPERCORN DINNING CASESTUDY I. DIAGNOSIS From studying the whole case, looks like issues are primarily concentrated on group level. INPUT: Organization design is clearly the major input to group design. It consists of the design components characterizing the larger organization within which the group is embedded. Below is the mission statement and All-American dining organization’s goals and polices, which are the fundamentals of peppercorn dining. Though All American Dining encourage participatory decentralized management style, it seem like organization is highly centralized. However worker at unit level are interested in making their own decision. It also looks like there seems to be a lack of communication between management and line employees. It seems that there is general belief among line workers that the management of All-American Dining, as well as the management at Peppercorn doesn’t really care about them. Workers felt that no one cares about them , while there used to be time when personal director used to visit peppercorn dinning once a month as per All-American dinning policies and at that time workers used to feel that someone cared about them and appreciate their work. All the small groups at peppercorn felt that communication is major problem and management are not paying attention to their needs. Groups felt that things didn’t get done quickly specially problem related with repairs and maintenance because there is so much paperwork involved and...
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