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

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.

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.

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.

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

Nature of Planned Change. Comparison of planned change models

General Model of Planned Change.

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

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

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

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

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

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

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

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

Comprehensive model for diagnosing organizational systems

A comparison of different methods of data collection

Types of Intervention and organization levels

Activities Contributing to effective change management

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