1. Copyright 2003, Dr. Larry W. Long1 Chapter 12 Organizational Development by Dr. Larry W. Long

2. Copyright 2003, Dr. Larry W. Long2 Organizational development (OD) is..... a popular term that refers to the management of change.. a planned effort to monitor, modify, maintain & maximize effective human behavior in organizations.. heavily dependent on communication effectiveness

3. Copyright 2003, Dr. Larry W. Long3 Development specialists... Must be able to differentiate between...  “problem” causes & symptoms  “problems” that are & are not communication based Must understand link between  theory  practice

4. Copyright 2003, Dr. Larry W. Long4 Theoretical base provides..... useful concepts for examining development issues, e.g., systems theory, design, motivation patterns, role congruence, etc... a framework & direction for practical application, e.g., subsystems, specialization vs. exchange, work vs. person, etc... rationale for anticipating future needs

5. Copyright 2003, Dr. Larry W. Long5 Product or practice approach..... tests usefulness of theory.. addresses “specifics” of short, intermediate & long- run goals.. targets specific behaviors or actions for development.. facilitates communication with emphasis on tangible or “concrete” aspects of the organization and methods of accomplishing work

6. Copyright 2003, Dr. Larry W. Long6 5 steps of OD Need Awareness Diagnosis of Needs Solution Designs Intervention Re-evaluation Organizational Development Procedures for ACME CORP.

7. Copyright 2003, Dr. Larry W. Long7 Step 1: need awareness Recognition of desirability to change Common stimulators of awareness  Unacceptable productivity  Series of employee complaints  High absenteeism  Desire by management to change organization Actions  Gather background information  Ask general questions  Define, describe symptoms  Seek causes

8. Copyright 2003, Dr. Larry W. Long8 Step 2: diagnosis Begin with theory base concepts & variables, test with practical application Evaluate more than 1 perspective; beware of OD specialist bias No ‘correct’ perspective Must be specific and concrete in identifying and articulating needs & goals

9. Copyright 2003, Dr. Larry W. Long9 Step 3: solution design 2 “cautions”  no guaranteed solutions  avoid developing or having a favorite solution and then looking for a problem to go with it Avoid innovation bias “Sometimes, OD specialists may want to implement a new program, simply because many others are doing it!!” I have the perfect solution for you!

10. Copyright 2003, Dr. Larry W. Long10 Solution implementation approaches Individual Level  individual training programs  counseling  T-groups  communication performance appraisals Collective Level  team building  observer intervention  group-analysis survey  confrontational meeting  organizational design

11. Copyright 2003, Dr. Larry W. Long11 Step 4: intervention Intervention is often resisted because of -- Perceived Threat Suspicion Intervention at the wrong level Too much change Change poorly explained

12. Copyright 2003, Dr. Larry W. Long12 Overcoming change resistance... Don’t be self-centered; be open to alternatives Intervene at proper level - specify your super-system & sub-systems before you start Allow employees to participate early in the process Design changes in small increments Monitor and adapt

13. Copyright 2003, Dr. Larry W. Long13 Step 5: re-evaluation Be proactive Remain open to new problems Remain open to new solutions Recognize and handle potential problems Continuous, ongoing Everyone can do development -- organizational members should monitor and adjust behaviors as the need arises.

14. Copyright 2003, Dr. Larry W. Long14 Effective OD efforts..... flexible & adaptable.. are supportive diverse viewpoints.. are training models for others.. are simple enough to be used by managers who monitor the work area.. provide an inherent feedback mechanism for the change target

15. Copyright 2003, Dr. Larry W. Long15 Principles for OD decision makers Avoid the assumption that all problems are the same Ensure adequate information is gathered Determine outcome goals before selecting development strategy Manage dysfunctional conflict Maximize involvement & participation of targeted employees during program development Communicate!

16. Copyright 2003, Dr. Larry W. Long16 Training principles Sessions should be skill oriented and actively involve participants Use multi-media presentations involving as many of the participant’s senses as possible Prepare participants for training before training session begins Objectives must be tied to employee and organization needs and goals Lesson 1 Ka ]s32 \a lksjd m-qwwe psdw-w