1. Developing People and Organization for Releasing Management Innovation
4/24/2017
Chapter III
Developing People and Organization for Releasing Management Innovation

2. Preface
The emergence of the knowledge economy, intense global competition and considerable technological advance has
seen innovation become increasingly central to competitiveness. Innovation is the mechanism by which organizations produce the new products, processes and systems required for adapting to changing markets, technologies and modes of competition
However, innovation cannot be emerged unless the organization know how to develop their important resources like people to bring about new innovation management.

3. Objectives After studying the chapter, students should be able to..
Describe OD key points from different OD terms
Explain natures of planned change and tell why this involves OD
Describe attributes on OD process and explain where we can place a model of innovation capability.

4. Developing Organization and People with O.D.
As seen on some definition of OD, can be shown something key points within as follows:
A planned effort – thinking and planning
initiated by process specialists called OD practitioner
Diagnostic skills- data collection-overtime
Coping capabilities-problem-solving, confront and cope
Linking strategies-Individual & Organization. Goals
Culture of Mutuality-- OCTAPACE-fostering of certain values and open and proactive systems viz. openness, confrontation, trust, authenticity ,pro-activeness, autonomy, collaboration and experimentation.

5. Nature of Planned Change.
All approaches to OD rely on some theory about planned change in that such theories describe the different stages through which planned change may be effect in organizations and explain temporal process of applying OD methods to help people manage change
Theories of Planned Change 1. Lewin’s Change Model 2. Action Research Model 3. The Positive Model

6. Nature of Planned Change.
Comparison of planned change models

7. General Model of Planned Change.

8. General Model of Planned Change.
Entering and Contracting
help manager decide whether they want to engage planned change program
Commit resources to such a process
Involve of gathering initial data to understand the problem
Determine positive areas for inquiry
Develop a contract or agreement to engage in this plan after data collected

9. General Model of Planned Change.
Diagnosis
Understand organization problems including causes and consequence or on collecting stories about firm’s positive attributes
One of the most important activities in OD for diagnosis process
Explore three level of activities; organization, group or department, and individual
Central change activities of diagnosis are to gather, to analyze, and to feedback data

10. General Model of Planned Change.
Planning and Implementing Change
Jointly plan and implement OD intervention with organization’s members and practitioners
Design interventions to achieve goal and make action plan to implement them
Expose four major types of OD intervention; Human Process Intervention, Structure and Technology-Modified Intervention, Human Resource Intervention, Strategic Intervention

11. General Model of Planned Change.
Evaluating and Institutionalizing Change
Evaluate the effect of intervention
Manage the institutionalization of successful change program
Feedback to organization member about the intervention results
Institutionalize successful change involving reinforcing them through feedback, reward, and training

12. The characteristics of O. D
It is a system-wise process
It is value-based
It is collaborative
It is based on behavioural science knowledge
It is concerned with strategies, structures, processes, people and culture
6. It is about organizational effectiveness

13. OD Practitioners Who is who in OD practitioners
OD by profession– internal or external consultants
OD by gaining OD competencies– managers and administrators
What to do for OD practitioners
Share a common set of humanistic value
Promote open communication
Involve employee and personal growth development
Rise up organization effectiveness, competitiveness, bottom-line results

14. Competencies of Effective OD Practitioners
Diagnostic ability
Basic knowledge of behavioral science techniques
Empathy
Knowledge of the theories and method within the consultant’s own discipline
Goal-setting ability
Problem-solving ability
Ability to perform self-assessment
Ability to see thing objectively
Imagination
Flexibility, honesty, consistency, and trust

15. Process of OD Entering and Contracting Diagnosing Organization
Diagnosing Group and Job
Collecting and Analyzing Diagnosing Info
Feeding Back Diagnosing Info
Designing Intervention
Leading and Managing Change
Evaluating and Institutionalizing OD interventions

16. Comprehensive model for diagnosing organizational systems

17. A comparison of different methods of data collection

18. Types of Intervention and organization levels

19. Activities Contributing to effective change management

20. A model of innovation capability ( Ben Lawson and Danny Samson: 388, 2001)