The document discusses diagnosing organizational effectiveness through a comprehensive three-level model examining the organization, groups within the organization, and individuals. At the organizational level, it evaluates factors like strategy, structure, culture and resources. At the group level, it assesses goals, tasks, composition and norms. At the individual level, it analyzes job characteristics and personal factors that influence satisfaction and performance.
Organizational life cycle:
Organizational Birth,
Population Ecology Model of Organizational Birth, The Institutional Theory of Organizational Growth, Greiner’s Model of Organizational Growth,
Organizational Decline and Death,
Weitzel and Jonsson’s Model of Organizational Decline
ORGANISATION DEVELOPMENT,CONTRIBUTORY STEMS HISTORY,Meaning & definition of Organization Development
History of Organization Development
Contributory stems of Organization Development
Stages on contributory system
This document summarizes a presentation about diagnosing groups at the organizational level. It defines key terms like organization design and groups. It then explains that diagnosis is understanding how a group currently functions to design interventions for change. It presents a comprehensive diagnostic model with five major components: goal clarity, task structure, group composition, team functioning, and performance norms. The model also includes inputs like organization design, technology, and human resources as well as outputs of group effectiveness measured by performance and quality of work life. The summary provides an overview of the diagnostic process for understanding and improving group functioning within organizations.
The document discusses organizational diagnosis, which involves compiling information about an organization and its employees to understand relationships and perceptions. It aims to define goals and objectives for organizational change. Several models of organizational diagnosis are described, including descriptive models like the McKinsey 7S model and normative models. Key phases of diagnosis include determining the approach, collecting and analyzing data, and providing feedback. Issues that can impact diagnosis like perceptual bias and diversity are also covered.
Organization development is a long-term effort to improve an organization's effectiveness through a systematic process involving behavioral science. It focuses on improving problem-solving, communication, and decision-making at all levels. Diagnosing organizations involves analyzing inputs, transformation processes, outputs, and alignment using an open systems model. This considers factors at the societal, organizational, and group levels and how well their parts fit together to impact performance.
This chapter discusses the entering and contracting process in organizational development and change. It outlines the steps of clarifying the organizational issue, determining the relevant client, and selecting an OD practitioner. The goal of developing a contract is to make a good decision about how to carry out the OD process. The contract focuses on mutual expectations, committing time and resources, and establishing ground rules around confidentiality, termination, and handling sensitive information.
Organization development (OD) is a deliberately planned, organization-wide effort to increase an organization's effectiveness and/or efficiency and/or to enable the organization to achieve its strategic goals.
The document provides an overview of organization development and planned change. It defines organization development and discusses its historical development. It also presents several definitions of OD provided by Burke, French, Beckhard, and Beer. The chapter outlines the learning objectives and process models of planned change including Lewin's change model and the action research model. It describes the general model of planned change and discusses critiques of planned change approaches.
The term organizational development was coined by Richard Beckhard in the mid-1950s.Organizational development is an acronym of two words i.e., organization and development
This document discusses organization development practitioners and their roles. There are three sets of people involved in organization development - those who specialize in it as a profession, those in related fields, and managers who apply it. Effective practitioners have attributes like diagnostic ability, empathy, problem solving skills, and flexibility. They require competencies in intrapersonal skills, interpersonal skills, general consultation skills, and organization development theory. Practitioners can be internal consultants who are organization members, or external consultants who work for firms. Internal consultants have advantages like existing relationships and understanding the organization, while externals can select projects and terminate them. Both roles require balancing between the organization and their own profession.
The document discusses several foundations and theories of organizational development, including:
1) Planned change theories like Lewin's 3-stage model of unfreezing, changing, and refreezing as well as Burke-Litwin models of first and second order change.
2) Systems theory which views organizations as open systems that take in inputs, transform them, and produce outputs.
3) Participation and empowerment strategies that involve enabling and engaging employees in the change process.
4) Normative-reeducative strategies that aim to change organizational culture through education rather than coercion.
This document discusses various types of structural interventions in organizations. Structural interventions aim to improve organizational effectiveness through changes to tasks, structures, technology, and goals. Some key structural interventions mentioned include socio-technical systems, self-managed teams, work redesign, management by objectives, quality circles, quality of work life projects, and total quality management. Each intervention is briefly described in one or two sentences with their focus and approach.
This document discusses team interventions and team building activities. It describes different types of teams like cross-functional and high-performance teams. It outlines formal group diagnostic meetings and special group meetings that focus on task accomplishment, relationships, and processes. Various techniques used in team building are explained like role analysis, interdependency exercises, role negotiation, and visioning. The conclusion states that team building produces positive results by intervening in organizations as social systems and allowing work to be efficiently achieved through group collaboration.
Organization development (OD) aims to improve an organization's ability to solve problems and enhance performance. It involves assessing issues through action research, implementing interventions, and evaluating outcomes. Common OD interventions include sensitivity training, team building, surveys, and structural redesign, which target individuals, groups, or the entire organization. The goal is to boost both task accomplishment and how people work together.
This document discusses organization development (OD) interventions. It begins by defining interventions as principal learning processes used individually or in combination to improve social or task performance. Some examples of common OD interventions mentioned include team building, coaching, large group interventions, and leadership development. The document then discusses various types of interventions, including human process interventions like coaching and team building, technostructural interventions like total quality management, and human resource management interventions like performance management. It concludes by listing 10 most common OD interventions practiced by companies, such as applying goals criteria, establishing task forces, and setting up measurement systems.
This document discusses techno-structural interventions in organizations. It defines techno-structural interventions as change programs focusing on an organization's technology and structure to address global competition, technological changes, and environmental changes. Examples of techno-structural interventions include structural design, downsizing, process reengineering, employee involvement, and work design. The document then focuses on work design, describing three approaches: the engineering approach, which focuses only on technical aspects; the motivational approach, which focuses only on psychological aspects; and the socio-technical systems approach, which considers both technical and social factors.
This document discusses organization development (OD) and its strategies. It defines OD as "an effort, planned, organization-wide, and managed from the top, to increase organization effectiveness and health through planned interventions in the organization’s processes, using behavioral-science knowledge." Some key OD strategies discussed include action research, conflict management, executive development, goal setting, group facilitation, and strategic planning. Action research is described as an assessment and problem-solving process aimed at improved effectiveness. The steps in action research are also outlined. Reasons for doing OD include addressing human resources, changing workplace nature, global market pressures, and accelerated rate of change. Both internal and external consultants can be change agents in OD. A formula for change
Organizational development (OD) interventions are planned actions intended to increase an organization's effectiveness by disrupting the status quo. To be effective, interventions must fit the organization's needs, be based on causal knowledge, and transfer change management skills. The success of interventions depends on factors like readiness for change, cultural context, and the capabilities of the change agent. Common approaches to change include structural, technical, and behavioral strategies, which often need to be integrated. Stream analysis is a useful planning tool that provides a graphical view of planned changes over time. Major OD techniques target the individual, team, intergroup, and total organizational levels.
This document discusses perspectives on planned organizational change. It introduces Lewin's three-stage change model of unfreezing, movement, and refreezing. The action research model and positive model of change are also described. A general model of planned change is presented involving diagnosing, planning and implementing change, and evaluating change. The document notes differences in planned change approaches and critiques the conceptualization and practice of planned change.
Human resources interventions focus on managing employees effectively and efficiently while facilitating organizational change. This includes goal setting, performance reviews, rewarding systems, career planning and development, managing diversity, and ensuring employee well-being. A career consists of a sequence of jobs held over a lifetime, including establishment, advancement, maintenance, and withdrawal stages. Career planning involves setting personal career goals and examining alternatives, while career development comprises organizational practices that help employees implement their career plans.
This document discusses emotional intelligence and its five domains: intrapersonal skills, interpersonal skills, adaptability, stress management, and general mood. Each domain contains several competencies important for emotional intelligence. For example, the intrapersonal domain includes self-awareness, assertiveness, independence, self-regard, and self-actualization. Assignments are provided to help readers improve skills in each competency.
1. The document discusses different methods for measuring the effectiveness and return on investment of training programs. It outlines four levels of evaluation: reaction, learning, behavior change, and business impact.
2. Guidelines are provided for evaluating each level, including using control groups, pre-and post-testing, and collecting data on various performance indicators.
3. Calculating return on investment of training involves collecting data, isolating the effects of training, converting data to monetary values, and using a formula to determine ROI. Methods like control groups, trend lines, and participant estimates can be used to isolate the training impact.
The document discusses using a balanced scorecard and strategy map to drive corporate performance. It provides an overview of key components:
1) A balanced scorecard balances financial and non-financial metrics across four perspectives: financial, customer, internal processes, and learning and growth.
2) A strategy map translates a company's strategy and helps identify strategic objectives and key performance indicators (KPIs) within each perspective.
3) KPIs should be measurable, relevant to objectives, and help evaluate progress towards strategic goals. Different types of KPIs include productivity, quality, profitability and more.
This document summarizes career planning and development initiatives for both organizations and individuals. For organizations, it discusses job posting systems, mentoring, career resource centers, managers as career counselors, career development workshops, human resource planning, performance appraisals, and career paths. For individuals, it outlines career planning, career awareness, utilizing career resource centers, and analyzing interests, values, and competencies. The overall purpose is to provide guidance and resources to support employees in taking responsibility for and actively managing their own career development.
The document outlines six key elements of transforming a good company into a great one. It discusses (1) the importance of level 5 leadership, which is modest and driven to produce sustained results. (2) Putting the right people in place before deciding on goals or strategy. (3) Confronting the brutal facts of reality while maintaining faith. (4) Developing a simple "hedgehog concept" and sticking to it. (5) Creating a culture of discipline with consistent systems but also freedom. (6) Using technology to accelerate momentum once it fits the strategy, not to create it.
The document discusses key leadership skills and models. It covers the six traits of effective leaders: drive, desire to lead, integrity, self-confidence, intelligence, and job-relevant knowledge. It also discusses leadership styles in the managerial grid model and contingency model of leadership. The document then outlines the elements of high performing leadership, including being a vision creator, team builder, task allocator, people developer, and motivation stimulator. For each element, it provides details on the related skills and approaches.
The document provides information on developing effective communication skills. It discusses communication principles like giving and gathering good information to build mutual trust. It also covers developing assertive communication skills through principles like focusing on solutions rather than problems. The document recommends developing active listening skills such as paraphrasing, reflecting feelings, and synthesizing ideas to better understand others.
The document discusses key principles and activities for leading corporate transformation and managing change effectively. It identifies five key activities for change management: 1) motivating change, 2) creating a vision, 3) developing political support, 4) managing the transition, and 5) sustaining momentum. It also discusses principles of change, types of resistance to change, and elements needed to enable change like change architecture, communication, and developing leadership, team, cultural and individual capacities.
This document provides guidance on developing effective presentation skills for managers. It discusses three key elements of great presentations: content, design, and delivery. For content, it recommends analyzing the audience, gathering relevant data, and creating an outline. For design, it emphasizes layout, consistency, and use of color. For delivery, it offers tips on voice, language, movement, and body language to engage the audience. The document also provides strategies for handling challenges like difficult participants or equipment failures.
The document discusses developing an HR scorecard to measure HR performance and strategy. It outlines an HR strategy map with objectives like enhancing employee productivity and developing internal HR capabilities. It then presents the HR scorecard with strategic objectives mapped to key performance indicators, such as shareholder value growth, employee satisfaction index, recruiting costs per employee, and accuracy of HR databases. The scorecard is intended to help measure the ROI of HR initiatives and optimize talent management and performance processes.
The document discusses various tools and techniques for managing creative thinking skills and overcoming conceptual blocks to creativity. It describes attribute listing, brainstorming, visioning, the Kipling method, problem statements, and challenge methods as tools for defining problems, creating new ideas, and developing a creative climate. It also discusses types of conceptual blocks like constancy, compression, and complacency that can limit creative thinking.
The document provides guidance on coaching for optimal employee performance. It discusses the characteristics of a good coach, including being positive, supportive, goal-oriented, focused and observant. It also outlines the key elements of an effective coaching session, such as establishing clear purpose and ground rules. Communication skills for coaching like asking open questions and active listening are also covered. Finally, it describes the five steps of coaching: describing performance issues, discussing causes, identifying solutions, developing an action plan, and follow up.
The document provides an overview of HR management training topics including HR planning, recruitment, selection, training and development, performance management, and career management. It then discusses several HR processes in more detail, including manpower planning, recruitment sources and techniques, selection tests and their advantages/disadvantages, training need analysis, and evaluating training effectiveness.
The document provides an overview of competency-based human resource (HR) management. It discusses developing a competency model and framework, competency-based interviewing, career planning, training and development, and performance management. The benefits of using competency models for both managers and employees are highlighted. Assessment centers and various assessment exercises are also described as ways to assess competencies.
This document discusses organizational effectiveness and change management. It provides definitions of organizational effectiveness and outlines four main approaches: goal attainment, systems theory, strategic constituency, and behavioral. The goal attainment approach measures effectiveness based on achieving predetermined goals, while the systems theory approach views the organization as an open system that must adapt to its environment. The strategic constituency approach integrates goals and systems by considering expectations of key groups. Finally, the behavioral approach links individual and organizational goals.
This document describes the key features of an HR management system from Dac Thanh Group. The system allows users to manage employee information and accounts, track various types of paid and unpaid leave, and conduct online performance appraisals. It provides features such as an online leave application process, a calendar to view leave status, customizable evaluation criteria, and statistical reporting of appraisal results. The system aims to make HR processes more efficient, convenient, and easy to manage through digital workflows and tools.
This document provides an overview of organizational diagnosis and intervention. It discusses comprehensive models for diagnosing organizations at the organizational, group, and individual levels. Key aspects of organizational diagnosis include analyzing an organization's strategy, structure, culture, human resources systems, and technology. Group-level diagnosis involves analyzing goal clarity, task structure, composition, norms, and functioning. Individual-level diagnosis looks at job design factors like autonomy, feedback, and skill variety. The document also outlines types of interventions like human process, structural, and strategic interventions, and factors that influence successful institutionalization of interventions.
Organizational effectiveness refers to how well an organization achieves its goals. However, the concept remains unclear for three reasons: differences in how organizations are conceptualized; organizational complexity; and researchers using varying criteria. Effectiveness can be measured in ways like productivity, efficiency, employee satisfaction, and goal achievement. However, organizations often have conflicting goals and public goals may differ from operative goals. Theoretical models of effectiveness include the rational goal model, internal process approach, open systems model, and human relations model. Each perspective has limitations in defining and assessing organizational effectiveness.
The document discusses diagnosing organizational effectiveness at three levels: organizational, group, and individual. At the organizational level, it examines factors like strategy, structure, culture, human resources systems, and technology. At the group level, it analyzes group dynamics, composition, goals, norms, and task structure. At the individual level, it assesses job design dimensions like autonomy, feedback, task significance, identity, and variety.
After reading the case study prepare Assignment One - Collecting I.docxcoubroughcosta
After reading the case study prepare Assignment One - Collecting Information as described in the case study (page 18).
ASSIGNMENT ONE – COLLECTING INFORMATION
Organizational Design consulting survey
Use this form when collecting information about your client organization (AMAZON). Use those questions that seem most relevant. You will probably be unable to answer some of the questions.
Using the questions below, obtain information on Amazon. In a word document, essay for using the questions as headings. APA format.
Paper should have a cover, abstract, and references, in-text as well. Make sure all sources are clearly referenced.
Organizational Purpose
What is the mission of this organization?
What are the main goals?
What organizational cultural beliefs support the mission and goals?
How does the organization measure its success?
Organizational Passage
Describe the historical development of this organization.
How does this organization respond to risk?
Describe the balance between short-term and long-term focus for this organization.
Describe how this organization approaches its external environment. How aware is this organization of its external environment?
How much emphasis does this organization put on results, both short and long term?
Internal Environment
How well does this organization coordinate across functions?
How is information shared across functions?
What are the core processes and products provided by this organization?
What unique processes and products does the organization produce well?
Are there processes and products that prevent this organization from optimal performance? If so, how?
External Environment
Describe the clients of this organization. Are there potential future clients that are desirable for this organization? What suppliers does this organization depend on to meet its mission and goals? n
Describe the competitors of this organization. What are some industry trends?
Is there any regulation anticipated that will affect this organization and its industry? Please explain.
Is there any new technology anticipated that will affect this organization and its industry? Please explain.
Structural Dimensions
What activities at this organization are performed by specialists?
How specific are procedures at this organization?
Does this organization use detailed work processes?
How important are items such as employee handbooks, organizational charts and job descriptions to this organization? What levels of leadership have decision-making authority at this organization?
Is this organization focused on employee empowerment?
What is the span of control at the highest level of the organization (i.e., CEO level)?
What is the span of control for first-line supervisors at this organization?
Contextual Factors
Describe any major changes that have occurred in the history of this organization. Explain the ownership structure of this organization.
How many employees work at this organization?
What financial information .
The document provides information on diagnosing organizational effectiveness at different levels - organizational, group, and individual. At the organizational level, it discusses assessing an organization's strategy, structure, culture, human resources systems, technology, general environment, and industry structure. At the group level, it focuses on goals, task structure, composition, norms, and functioning. At the individual level, it examines job design dimensions like autonomy, feedback, and skill variety. The document also outlines designing effective interventions, including types like team building, downsizing, and cultural change, as well as factors that influence institutionalizing changes.
Organizational behavior (OB) is the study of how individuals and groups act within organizations and how organizations manage their environments. OB focuses on improving productivity by understanding employee behavior and predicting human behavior in organizations. Behavior is generally predictable but depends on circumstances. To study OB effectively requires a systematic, evidence-based approach rather than just common sense. OB draws from various disciplines like psychology, sociology, and political science to analyze behavior at the individual, group, and organizational levels.
This document provides an outline of a lecture on managing groups and teams. It discusses the foundations of work groups, including types of formal and informal groups. It also covers work group inputs like composition, roles, and size. Key work group processes discussed include norms, cohesiveness, and development stages. The document also summarizes information on task forces, teams, communication skills, and human resource management.
This document discusses organizational diagnosis and organizational development. It defines organizational diagnosis as examining an organization to determine gaps between current and desired performance. Organizational development aims to improve organizational effectiveness through planned interventions. The document outlines facets of diagnosis including processes, models, and methods. It also discusses OD practitioner competencies and styles, as well as common intervention techniques like team building, surveys, and structural changes. Prerequisites for effective OD include management commitment, communication, resources and using a systematic diagnostic process.
EE ppt and its importancein todats worldRaghu Jaihind
This document discusses employee engagement in the software industry. It defines employee engagement as being impacted by organizational strategies, policies, job fit, and employee competencies. Job fit considers the match between an employee's knowledge, skills, and attributes and their job, organization, coworkers, group, and occupation. Opportunities refer to situations where organizations assign jobs to employees based on their knowledge, skills, and attributes. The document presents a conceptual model of how opportunities, job fit, employee engagement, facilities/authority, and strategies/policies impact employee and organizational performance. It discusses relevant theories and assessing employee engagement, organizational commitment, and performance in software companies where work is project-based and demands skills like agility, adaptability, and
The document discusses various types of organizational design and development interventions. It provides details on empowerment interventions like team strategies, virtual teams, and problem solving. It also discusses pro-action interventions aimed at radical change such as strategic planning, environmental scanning, appreciative inquiry, outsourcing, benchmarking, and dashboards. Finally, it covers organizational values interventions focusing on culture, diversity, globalization, social responsibility, ethics, and decision making. The interventions are frameworks and tools that practitioners can use to help restructure organizations and ensure their efficiency, competitiveness, and ability to achieve goals and missions.
The document discusses various types of organizational design and development interventions. It provides details on empowerment interventions like team strategies, virtual teams, and problem solving. It also discusses pro-action interventions aimed at radical change such as strategic planning, environmental scanning, appreciative inquiry, outsourcing, benchmarking, and dashboards. Finally, it covers values interventions that encourage respect and trust, including organizational culture, diversity and inclusion strategies, globalization, social responsibility, and ethics. The interventions are frameworks and tools that practitioners can use to help organizations function effectively and achieve their goals.
The Star Model™The Star Model™ framework for organization .docxalisondakintxt
The Star Model™
The Star Model™ framework for organization design is the foundation on which a
company bases its design choices. The framework consists of a series of design policies
that are controllable by management and can influence employee behavior.
The policies are the tools with which management must become skilled in order
to shape the decisions and behaviors of their organizations effectively.
POLICIES STRATEGIES
They are general statements
that guide organizational
decision-making.
They are specific plans made
to achieve specific goals.
They don´t require action plan. They require action plan.
They are standing plans made
for repetitive activities.
They are single use plan made
for non- repetitive activities.
They are guidelines to
managerial action and decision
making.
They guide commitment of
organizational resources in a
specific direction.
They are made for smooth
conduct of the organization as
a whole.
The are made for achieve a
specific objective.
Strategies and Policies:
Both strategies and policies help to make decisions to achieve
organisational goals.
Clear strategies and policies provide right direction and guidance to organizational goals and plans.
The Star Model™
Strategy.
Strategy is the company’s formula for winning. The company’s strategy specifies:
goals and objectives, values, missions, and the basic direction of the company.
The strategy specifically delineates the products or services to be provided, the
markets to be served, and the value to be offered to the customer. It also specifies
sources of competitive advantage.
Area Description
Specialization.
It refers to the type and numbers of job specialties used in
performing the work.
Shape.
It refers to the number of people constituting the
departments (that is, the span of control) at each level of the
structure.
Distribution of power.
In its vertical dimension, refers to the classic issues of
centralization or decentralization. In its lateral dimension, it
refers to the movement of power to the department dealing
directly with the issues critical to its mission.
Departmentalization.
Is the basis for forming departments at each level of the
structure. The standard dimensions include functions,
products, workflow processes, markets, customers, geography.
The Star Model™
Structure.
The structure of the organization determines the placement of power and authority
in the organization. Structure policies fall into four areas:
The Star Model™
Processes.
-Information and decision processes cut across the organization’s structure.
-Management processes are both vertical and horizontal.
Horizontal Processes.Vertical Processes.
VP allocate the scarce resources of
funds and talent. Vertical processes
are usually business planning and
budgeting processes.
HP are designed around the workflow,
such as new product development or the
entry and fulfillment of a customer
order.
The Star Model™
Rewards.
Th.
This document provides an introduction to organizational behaviour. It defines organizational behaviour as the systematic study of individual and group behavior in organizational settings and how these behaviors impact organizational effectiveness. The document discusses how organizational behaviour focuses on improving productivity, reducing absenteeism and turnover, and increasing employee satisfaction and commitment through applying knowledge from behavioral sciences. It also compares and contrasts organizational behaviour with organizational theory and human resource management. Key challenges facing organizations that have made studying organizational behaviour important for managers are also outlined, including improving quality and productivity, developing people skills, and managing workforce diversity.
Reflection On Organizational DevelopmentPamela Wright
This document discusses organizational development and how its principles can be applied. It begins by noting that OD is important for organizations to adapt to changes in the global economy. The document then discusses how OD requires a planned approach to change that meets the needs of both people and the organization. It also discusses applying OD principles like establishing trust and involving employees in the change process. The goal is to help create positive change for organizations in the future by applying lessons learned about OD theories and techniques.
The document discusses job analysis and performance evaluation for teams. It provides an overview of job analysis, which identifies job duties and requirements. It also discusses developing a job requirements matrix that outlines tasks, dimensions, skills, and context. The document then covers evaluating team performance from top-down, bottom-up, peer-to-peer, and customer perspectives. Finally, it discusses techniques for evaluating individual team member performance, including graphic rating scales, narrative essays, forced distribution, and peer evaluations.
This document provides an overview of organizational behavior and the strategic approach. It defines organizational behavior as the actions of individuals and groups in an organizational context. The strategic approach involves effectively organizing and managing people's knowledge and skills to implement strategy and gain a competitive advantage. Key aspects of the strategic approach include selective hiring, extensive training, decision power for employees, information sharing, and incentive compensation. This high-involvement management can lead to satisfaction, productivity, and organizational success.
This document provides an overview of organizational development for libraries. It discusses why organizational development is important, including adapting to changes and addressing staff morale issues. It recommends taking a holistic approach through ongoing, inclusive internal efforts. Key elements discussed include organizational culture, strategic planning, workflow analysis, and structure. Tools for organizational development mentioned include mission and values statements, strategic planning, departmental reviews, job descriptions, and analyzing workflows and culture. The goal is to guide the organization's work and create capacity for new areas through this process.
ORGANIZATIONAL DEVLOPMENT & ITS INTERVENTIONST HARI KUMAR
This document provides an overview of organizational development (OD) and organization interventions (OI). It discusses the meaning and objectives of OD, the assumptions and values, the process, and effectiveness. It also examines the meaning and assumptions of OI, factors that help change agents, and examples of interventions at different levels including individual, group, and structural. The goal of OD is to increase an organization's effectiveness and ability to change, while OI are structured activities used by change agents to facilitate improvement.
This document provides an overview of organizational development (OD) and organizational interventions (OI) presented by Narinder Sharma. It defines OD as a deliberately planned effort to increase an organization's relevance and viability. It discusses the meaning, objectives, assumptions, values, process and effectiveness of OD. It also defines OI as structured activities used by members of an organization to improve performance. Examples of interventions and assumptions of OI are presented.
Similar to Diagnosing Organizational Effectiveness (20)
This document provides guidance on implementing people analytics within an organization. It outlines a 3-step process: 1) choose metrics and key performance indicators to monitor and predict workforce outcomes; 2) define data sources to pull relevant information; 3) decide whether to use an off-the-shelf or custom people analytics tool. Examples of people analytics tools are also provided at different capability levels to help select the right solution. Implementing people analytics can transform how HR operates by improving areas like recruitment, performance management, compensation, and retention through a more data-driven approach.
This document provides tips for attracting and retaining top talent. To attract talent, companies should focus on company culture, reputation, career progression, and competitive salaries and benefits. Specific benefits mentioned include health insurance, retirement benefits, vacation time, flexible schedules, remote work options, and professional development opportunities. To retain talent, the document recommends identifying retention as a strategic issue, developing great people managers, providing career growth opportunities, recognizing good work, ensuring fair compensation, offering a good work-life balance, and soliciting employee feedback. Regular communication of opportunities and appreciation of employees are also emphasized.
The document discusses strategies for connecting an HR strategy to business goals and objectives. It explains that an HR strategy should align the goals of the HR department with the overall business goals. The HR strategy should seek to support the business goals either directly or indirectly. It also outlines six steps to develop an effective HR strategy, which includes understanding organizational objectives, evaluating current capabilities, and defining metrics and measures. Additionally, it provides examples of an HR strategy map and key performance indicators that can be used to measure the success of the HR strategy.
Digital HR aims to transform HR services and processes through technologies like analytics, mobile, cloud, and social media. This improves both the employee experience and organizational success by making HR more digital, mobile, and optimized. Benefits include using analytics to align HR with strategy, streamlining duplicative systems, delivering a better employee experience through mobile-first HR services, and integrating modern tools through cloud-based talent management. Successfully transforming HR digitally requires establishing a clear and measurable goal linked to business objectives, gaining support from stakeholders, and bringing people together in the organization through the process.
This document discusses developing an effective recruitment strategy and plan. It recommends 7 strategies to improve the hiring process, including developing a clear employer brand, optimizing the career page, sharing company culture on social media, employee referrals, using data and metrics, and creating a recruitment plan. An effective recruitment plan should define goals, forecast future hiring needs, develop candidate profiles, establish an employee value proposition and marketing strategy, and select tools and technology while staying within budget. Such a plan will help make better hiring decisions and ensure recruitment objectives align with company goals.
The document summarizes the 9 main pillars of the Business Model Canvas which is a tool for designing a business model. The 9 pillars are: 1) Customer Segments, 2) Distribution Channels, 3) Relationship with Customers, 4) Value Propositions, 5) Revenue Stream, 6) Key Resources, 7) Key Activities, 8) Key Partnerships, and 9) Cost Structure. It provides examples for each pillar including companies like Starbucks, Netflix, Mercedes Benz, Pizza Hut, Tesla, McDonald's, Gojek, Amazon, Toyota, and coffee shops. The 9 pillars can be mapped into the Business Model Canvas to help formulate a business model.
This document summarizes the key points from the book "TED Talks: The Official TED Guide to Public Speaking" by Chris Anderson. It outlines that an amazing presentation consists of interesting content, a cool design, and a memorable delivery. It provides tips for each element, such as having broad and deep insights for content, including eye-catching images and avoiding long sentences for design, and using variations in tone and including stories for delivery. It also identifies the three main mistakes to avoid as moving too much word-for-word text to slides, using all capital letters, and not including relevant images in an artistic arrangement.
This document discusses how to actualize a company's "why" or core mission through four key steps: 1) clearly defining and communicating the why through various creative media, 2) breaking down the why into measurable action plans and KPIs for each department, 3) regularly monitoring progress on action plans, and 4) celebrating successes to motivate employees. It provides examples of missions from companies like Tesla, Amazon, LinkedIn and Starbucks, and emphasizes that developing inspiring communication, detailed action plans, and a solution-oriented culture are important for realizing a company's fundamental purpose.
This document summarizes key points from the book "Now, Discover Your Strengths" by Marcus Buckingham. It discusses how focusing on strengths rather than weaknesses is more effective for achieving high performance. The document outlines three indicators that can reveal a person's strengths: past success experiences, interests and passions, and recognition from coworkers. It then describes a three-step process to increase potential strengths, which includes discovering existing strengths, creating a plan to develop them further, and evaluating the results of skill improvement efforts.
This document summarizes the key concepts from the book "Measure What Matters" about implementing an OKR (Objectives and Key Results) system. It outlines the main 4 steps to successfully implement OKRs: 1) Each work unit formulates measurable OKRs, 2) Develops action plans to achieve each OKR, 3) Regularly monitors OKR achievement using dashboards, and 4) Links OKR achievement to bonus incentives. Implementing OKRs using these steps can help organizations exponentially grow performance by setting clear objectives and measuring results.
This document discusses key concepts from the book "Grit: The Power of Passion and Perseverance" by Professor Angela Duckworth. It describes grit as perseverance, mental toughness, and an unyielding attitude to achieve life goals. The document outlines four pillars for developing grit: 1) having a passion for a goal or activity, 2) engaging in deliberate practice to improve skills, 3) having a sense of purpose for one's work, and 4) maintaining a sense of hope that goals can be achieved through perseverance.
Atomic Habits explains how small habits can have a tremendous impact on our lives over time. It argues we should focus on building good habits through a system of "tiny habits" rather than obsess over goals. The book provides tips for developing habits, including making new habits obvious with a specific plan, starting small and simple, performing the habit at the same time each day, and linking new habits to existing routines. By following these principles of habit formation, readers can change their habits and ultimately change their lives.
The 4 Disciplines of Execution framework outlines an approach for organizations to effectively execute their strategic plans. It involves 4 key disciplines: 1) Focusing on Wildly Important Goals (WIGs), which are 3 super important goals; 2) Working on lead measures, which are process indicators that drive WIG achievement; 3) Using a performance scoreboard to monitor WIG progress and lead measures; and 4) Establishing performance accountability among team leaders and members to ensure WIG goals are achieved. The framework was created by management consultants to help companies implement business strategies optimally.
This document outlines various marketing strategies related to market scope, market entry, product, promotion, distribution, and pricing. It provides definitions and requirements for strategies such as single market strategy, first in strategy, product positioning strategy, promotion mix strategy, exclusive distribution strategy, and skimming pricing strategy. The document is intended to serve as a guide on developing an effective high impact marketing strategy.
This document discusses strategic planning for managers. It outlines the five key tasks of strategic planning as forming a strategic vision, setting objectives, crafting a strategy, implementing and executing the strategy, and evaluating performance. It then discusses factors that shape strategic choices such as industry environment, company strengths/weaknesses, and management priorities. Different levels of strategy for a company are described. Methods for analyzing industry environment and competitors are provided to help design competitive strategy. Five generic competitive strategies are defined. The importance of effective strategy implementation through building organization capability, setting rewards, leadership, and systems is emphasized.
The document outlines the key steps in new product development: idea generation, product screening, concept testing, business and financial analysis, product development, test marketing, and commercialization. It then discusses various methods for generating new product ideas such as dimensional analysis, problem analysis, and benefit structure analysis. The document also identifies three key factors for effective new product development according to research: having a high-quality new product process, a clear new product strategy, and devoting adequate resources to new product development.
This document outlines various marketing strategies related to market scope, market entry, product, promotion, distribution, and pricing. It provides definitions and requirements for strategies such as single market strategy, first in strategy, product positioning strategy, promotion mix strategy, exclusive distribution strategy, and skimming pricing strategy. The document is intended to serve as a guide on developing an effective high impact marketing strategy.
This document outlines the key elements of an effective marketing plan, including an executive summary, situation analysis, objectives, strategies, tactics, and budget. It provides examples and descriptions of each section, such as describing the current state of the business in the situation analysis and setting measurable goals in the objectives section. It also includes an example marketing plan for a plastic molding company aiming to increase sales by expanding into new territories and hiring third-party sales representatives.
This document provides an overview of marketing communication strategies and tools. It discusses the objectives of marketing communication as informing, persuading and reminding the target audience. The key elements of the marketing communication mix are described as advertising, promotion, public relations, direct sales. Advertising is elaborated on as the most prominent paid element, with the AIDA model of attracting attention, building interest, creating desire and prompting action. Other marketing communication channels like public relations, sales promotion and personal selling are also summarized along with their objectives and benefits.
The document discusses key aspects of brand equity and managing brands, including definitions of brand loyalty, brand awareness, perceived quality, and brand associations. It outlines methods for measuring, enhancing, and communicating different elements of brand equity. Specific strategies are provided for developing a brand vision and positioning, fulfilling a brand's contract with customers, and measuring return on brand investment through various metrics.
How to Avoid Learning the Linux-Kernel Memory ModelScyllaDB
The Linux-kernel memory model (LKMM) is a powerful tool for developing highly concurrent Linux-kernel code, but it also has a steep learning curve. Wouldn't it be great to get most of LKMM's benefits without the learning curve?
This talk will describe how to do exactly that by using the standard Linux-kernel APIs (locking, reference counting, RCU) along with a simple rules of thumb, thus gaining most of LKMM's power with less learning. And the full LKMM is always there when you need it!
Performance Budgets for the Real World by Tammy EvertsScyllaDB
Performance budgets have been around for more than ten years. Over those years, we’ve learned a lot about what works, what doesn’t, and what we need to improve. In this session, Tammy revisits old assumptions about performance budgets and offers some new best practices. Topics include:
• Understanding performance budgets vs. performance goals
• Aligning budgets with user experience
• Pros and cons of Core Web Vitals
• How to stay on top of your budgets to fight regressions
Are you interested in dipping your toes in the cloud native observability waters, but as an engineer you are not sure where to get started with tracing problems through your microservices and application landscapes on Kubernetes? Then this is the session for you, where we take you on your first steps in an active open-source project that offers a buffet of languages, challenges, and opportunities for getting started with telemetry data.
The project is called openTelemetry, but before diving into the specifics, we’ll start with de-mystifying key concepts and terms such as observability, telemetry, instrumentation, cardinality, percentile to lay a foundation. After understanding the nuts and bolts of observability and distributed traces, we’ll explore the openTelemetry community; its Special Interest Groups (SIGs), repositories, and how to become not only an end-user, but possibly a contributor.We will wrap up with an overview of the components in this project, such as the Collector, the OpenTelemetry protocol (OTLP), its APIs, and its SDKs.
Attendees will leave with an understanding of key observability concepts, become grounded in distributed tracing terminology, be aware of the components of openTelemetry, and know how to take their first steps to an open-source contribution!
Key Takeaways: Open source, vendor neutral instrumentation is an exciting new reality as the industry standardizes on openTelemetry for observability. OpenTelemetry is on a mission to enable effective observability by making high-quality, portable telemetry ubiquitous. The world of observability and monitoring today has a steep learning curve and in order to achieve ubiquity, the project would benefit from growing our contributor community.
The DealBook is our annual overview of the Ukrainian tech investment industry. This edition comprehensively covers the full year 2023 and the first deals of 2024.
Are you interested in learning about creating an attractive website? Here it is! Take part in the challenge that will broaden your knowledge about creating cool websites! Don't miss this opportunity, only in "Redesign Challenge"!
Quantum Communications Q&A with Gemini LLM. These are based on Shannon's Noisy channel Theorem and offers how the classical theory applies to the quantum world.
An invited talk given by Mark Billinghurst on Research Directions for Cross Reality Interfaces. This was given on July 2nd 2024 as part of the 2024 Summer School on Cross Reality in Hagenberg, Austria (July 1st - 7th)
What's Next Web Development Trends to Watch.pdfSeasiaInfotech2
Explore the latest advancements and upcoming innovations in web development with our guide to the trends shaping the future of digital experiences. Read our article today for more information.
Details of description part II: Describing images in practice - Tech Forum 2024BookNet Canada
This presentation explores the practical application of image description techniques. Familiar guidelines will be demonstrated in practice, and descriptions will be developed “live”! If you have learned a lot about the theory of image description techniques but want to feel more confident putting them into practice, this is the presentation for you. There will be useful, actionable information for everyone, whether you are working with authors, colleagues, alone, or leveraging AI as a collaborator.
Link to presentation recording and transcript: https://bnctechforum.ca/sessions/details-of-description-part-ii-describing-images-in-practice/
Presented by BookNet Canada on June 25, 2024, with support from the Department of Canadian Heritage.
Interaction Latency: Square's User-Centric Mobile Performance MetricScyllaDB
Mobile performance metrics often take inspiration from the backend world and measure resource usage (CPU usage, memory usage, etc) and workload durations (how long a piece of code takes to run).
However, mobile apps are used by humans and the app performance directly impacts their experience, so we should primarily track user-centric mobile performance metrics. Following the lead of tech giants, the mobile industry at large is now adopting the tracking of app launch time and smoothness (jank during motion).
At Square, our customers spend most of their time in the app long after it's launched, and they don't scroll much, so app launch time and smoothness aren't critical metrics. What should we track instead?
This talk will introduce you to Interaction Latency, a user-centric mobile performance metric inspired from the Web Vital metric Interaction to Next Paint"" (web.dev/inp). We'll go over why apps need to track this, how to properly implement its tracking (it's tricky!), how to aggregate this metric and what thresholds you should target.
Data Protection in a Connected World: Sovereignty and Cyber Securityanupriti
Delve into the critical intersection of data sovereignty and cyber security in this presentation. Explore unconventional cyber threat vectors and strategies to safeguard data integrity and sovereignty in an increasingly interconnected world. Gain insights into emerging threats and proactive defense measures essential for modern digital ecosystems.
In this follow-up session on knowledge and prompt engineering, we will explore structured prompting, chain of thought prompting, iterative prompting, prompt optimization, emotional language prompts, and the inclusion of user signals and industry-specific data to enhance LLM performance.
Join EIS Founder & CEO Seth Earley and special guest Nick Usborne, Copywriter, Trainer, and Speaker, as they delve into these methodologies to improve AI-driven knowledge processes for employees and customers alike.
Quality Patents: Patents That Stand the Test of TimeAurora Consulting
Is your patent a vanity piece of paper for your office wall? Or is it a reliable, defendable, assertable, property right? The difference is often quality.
Is your patent simply a transactional cost and a large pile of legal bills for your startup? Or is it a leverageable asset worthy of attracting precious investment dollars, worth its cost in multiples of valuation? The difference is often quality.
Is your patent application only good enough to get through the examination process? Or has it been crafted to stand the tests of time and varied audiences if you later need to assert that document against an infringer, find yourself litigating with it in an Article 3 Court at the hands of a judge and jury, God forbid, end up having to defend its validity at the PTAB, or even needing to use it to block pirated imports at the International Trade Commission? The difference is often quality.
Quality will be our focus for a good chunk of the remainder of this season. What goes into a quality patent, and where possible, how do you get it without breaking the bank?
** Episode Overview **
In this first episode of our quality series, Kristen Hansen and the panel discuss:
⦿ What do we mean when we say patent quality?
⦿ Why is patent quality important?
⦿ How to balance quality and budget
⦿ The importance of searching, continuations, and draftsperson domain expertise
⦿ Very practical tips, tricks, examples, and Kristen’s Musts for drafting quality applications
https://www.aurorapatents.com/patently-strategic-podcast.html
Hire a private investigator to get cell phone recordsHackersList
Learn what private investigators can legally do to obtain cell phone records and track phones, plus ethical considerations and alternatives for addressing privacy concerns.
Fluttercon 2024: Showing that you care about security - OpenSSF Scorecards fo...Chris Swan
Have you noticed the OpenSSF Scorecard badges on the official Dart and Flutter repos? It's Google's way of showing that they care about security. Practices such as pinning dependencies, branch protection, required reviews, continuous integration tests etc. are measured to provide a score and accompanying badge.
You can do the same for your projects, and this presentation will show you how, with an emphasis on the unique challenges that come up when working with Dart and Flutter.
The session will provide a walkthrough of the steps involved in securing a first repository, and then what it takes to repeat that process across an organization with multiple repos. It will also look at the ongoing maintenance involved once scorecards have been implemented, and how aspects of that maintenance can be better automated to minimize toil.
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/07/intels-approach-to-operationalizing-ai-in-the-manufacturing-sector-a-presentation-from-intel/
Tara Thimmanaik, AI Systems and Solutions Architect at Intel, presents the “Intel’s Approach to Operationalizing AI in the Manufacturing Sector,” tutorial at the May 2024 Embedded Vision Summit.
AI at the edge is powering a revolution in industrial IoT, from real-time processing and analytics that drive greater efficiency and learning to predictive maintenance. Intel is focused on developing tools and assets to help domain experts operationalize AI-based solutions in their fields of expertise.
In this talk, Thimmanaik explains how Intel’s software platforms simplify labor-intensive data upload, labeling, training, model optimization and retraining tasks. She shows how domain experts can quickly build vision models for a wide range of processes—detecting defective parts on a production line, reducing downtime on the factory floor, automating inventory management and other digitization and automation projects. And she introduces Intel-provided edge computing assets that empower faster localized insights and decisions, improving labor productivity through easy-to-use AI tools that democratize AI.
AI_dev Europe 2024 - From OpenAI to Opensource AIRaphaël Semeteys
Navigating Between Commercial Ownership and Collaborative Openness
This presentation explores the evolution of generative AI, highlighting the trajectories of various models such as GPT-4, and examining the dynamics between commercial interests and the ethics of open collaboration. We offer an in-depth analysis of the levels of openness of different language models, assessing various components and aspects, and exploring how the (de)centralization of computing power and technology could shape the future of AI research and development. Additionally, we explore concrete examples like LLaMA and its descendants, as well as other open and collaborative projects, which illustrate the diversity and creativity in the field, while navigating the complex waters of intellectual property and licensing.
AC Atlassian Coimbatore Session Slides( 22/06/2024)apoorva2579
This is the combined Sessions of ACE Atlassian Coimbatore event happened on 22nd June 2024
The session order is as follows:
1.AI and future of help desk by Rajesh Shanmugam
2. Harnessing the power of GenAI for your business by Siddharth
3. Fallacies of GenAI by Raju Kandaswamy
How Netflix Builds High Performance Applications at Global ScaleScyllaDB
We all want to build applications that are blazingly fast. We also want to scale them to users all over the world. Can the two happen together? Can users in the slowest of environments also get a fast experience? Learn how we do this at Netflix: how we understand every user's needs and preferences and build high performance applications that work for every user, every time.
2. Contents Comprehensive Model for Diagnosing Organizational Systems Organization-Level Diagnosis : Strategy, Structure, Culture, People and Technology Group-Level Diagnosis : Group Dynamics and Group Performance Individual-Level Diagnosis : Employee Satisfaction and Performance Designing Effective Organization Intervention
3. www.exploreHR.org You can download this presentation at: Please visit www.exploreHR.org for more presentations on leadership, personal development, and HR management.
5. What is Diagnosis? Diagnosis is the process of understanding how the organization is currently functioning, and it provides information necessary to design change interventions. It is also a collaborative process between organization members and the OD (organization development) consultant to collect pertinent information, analyze it, and draw conclusions for action planning and intervention.
6. High Politics Organization: Common Approach to Business Problems DOES THE THING WORK? DON’T MESS WITH IT DID YOU MESS WITH IT? YOU DUMB *#@>!! DOES ANYONE KNOW? WILL YOU CATCH HELL? HIDE IT TRASH IT YOU POOR $#@! ~*%$ CAN YOU BLAME SOMEONE ELSE? NO PROBLEM YES NO YES NO NO YES YES YES NO
7. A. ORGANIZATIONAL LEVEL B. GROUP LEVEL C. INDIVIDUAL LEVEL - General Environment - Industry Structure Inputs Design Components Organization Effectiveness Outputs Strategy Structure Culture Human Resources Technology - Organization Design Inputs Design Components Team Effectiveness e.g., quality of work life, performance Outputs Goal Clarity Task Structure Group Functioning Group Composition Group Norms - Organization Design - Group Design - Personal Characteristics Inputs Design Components Individual Effectiveness e.g., job satisfaction, personal development Outputs Skill Variety Task Identity Autonomy Task Significance Feedback about Results Comprehensive Model for Diagnosing Organization
8. Organizational-Level Diagnosis If you find this presentation useful, please consider telling others about our site (www.exploreHR.org)
9. Organizational-Level Diagnosis Culture Technology Human Resources Systems Structure Strategy Organization Effectiveness General Environment Industry Structure Inputs Design Components Outputs
10. General Environment General Environment The general environment represent the external elements and forces that can affect the attainment of organization objectives. It can be described in terms of amount of uncertainty present in social, technological, economic, ecological, and political forces.
11. Five Forces of Industry Structure Supplier Power Threats of Entry Buyer Power Threats of Substitutes Rivalry among Competitors Industry Structure
12. Strategy Strategy A strategy represent the way an organization uses its resources to gain and sustain a competitive advantage. It can be described by the organization’s mission, goals and objectives, strategic intent, and functional policies.
13. Mission – Why We Exist Vision – What We Want to Be Values – What’s Important to Us Strategy : Our Game Plan Strategy Map : Translate the Strategy into Action Strategy Formulation Analysis of General Environment and Industry Structure Analysis of Organization’s Core Competence
14. Strategy : Our Game Plan Strategy Map : Translate the Strategy Strategic Outcomes Satisfied Shareholders Delighted Customers Excellent Processes Motivated Workforce Strategy Formulation
15. Structure Structure The structural system describes how attention and resources are focused on task accomplishment. It represents the basic organizing mode chosen to (1) divide the overall work of an organization into subunits that can assign task to individuals and groups and (2) coordinate these subunits for completion of the overall work.
16. Culture Culture Organization culture represents the basic assumptions, values, and norms shared by organization members. It orients employees to company goals and suggests the kinds of behaviors necessary for success.
17. Elements of Corporate Culture Formation Top Management View Organization System and Policy Industry Characteristics Organization Structure Profile of Employees Corporate Culture
18. Human Resources Systems Human Resources Systems Human resources systems include mechanism for selecting, developing, appraising and rewarding organization members. HR systems influence the mix of skills, personalities and behaviors of organization members.
19. Recruitment & Selection Training & Development Performance Management Reward Management Career Management HR Systems Business Strategy Business Result Human Resources Systems
20. Technology Technology Technology is concerned with the way an organization converts inputs into products and services. It represents the core of the transformation function and includes production methods, work flow and equipment.
21. Organizational-Level Diagnosis What is the company’s general environment? What is the company’s industry structure? What is the company’s strategy? What is the company’s culture? What are the company’s structure, human resources systems, and technology?
22. Organizational-Level Diagnosis Culture Technology Human Resources Systems Structure Strategy General Environment Industry Structure Inputs Design Components Does the organization strategic orientation fit with the inputs?
23. Organizational-Level Diagnosis Culture Technology Human Resources Systems Structure Strategy Design Components Do the design components fit with each other?
25. Group Functioning Group-Level Diagnosis Group Norms Group Composition Task Structure Goal Clarity Organization Design Team Effectiveness Inputs Design Components Outputs
26. Organization Design Organization Design Organization design is the major input to group design. It consists of the design components characterizing the larger organization within which the group is embedded : technology, structure, human resources systems and organization culture.
27. Group Functioning is the underlying basis of group life Group Norms are member beliefs about how the group should perform task Group Composition concerns the membership of groups Task Structure is concerned with how the group’s work is designed Goal Clarity involves how well the group understand its objectives Group Components
28. Goal Clarity involves how well the group understands its objectives. In general, goals should be moderately challenging; there should be a method of measuring, monitoring and feeding back information about goal achievement. The goals should be clearly understood by all members. Goal Clarity Goal Clarity
29. Task Structure is concerned with how the group’s work is designed. Task structure can vary along two key dimensions : coordination of members’ effort and regulation of their task behavior. Task Structure Task Structure
30. Group Functioning is the underlying basis of group life. How members relate to each other is important in work groups because the quality of relationship can affect task performance. Group Functioning Group Functioning
31. Group composition concerns the membership of groups. Members can differ on a number of dimensions having relevance to group behavior. Demographic variables such as age education, and job experience, can affect how people behave and relate to each other in groups. Group Composition Group Composition
32. Group Norms are member beliefs about how the group should perform task Norms derive from interaction among members and serve as guides to group behavior. Group Norms Group Norms
33. Group-Level Diagnosis How clear are the group’s goals? What is the group’s task structure? What is the composition of the group? What are the group’s performance norm? What is the nature of team functioning in the group?
36. Organization Design Organization design is concerned with the larger organization within which the individual job is the smallest unit. Group design concerns the larger group or department containing the individual job. Like organization design, group design is an essential part of the job context. Group Design Individual-Level Diagnosis
37. Personal Characteristics Personal characteristics of individuals occupying jobs include their age, education, experience, and skills and abilities. Personal characteristics can affect job performance as well as how people react to job designs. Individual-Level Diagnosis
38. Individual Jobs Dimensions Five Key Dimensions Autonomy Feedback About Results Task Significance Task Identity Skill Variety
39. Individual Jobs Dimensions Autonomy The degree to which a job provides freedom and discretion in scheduling the work and determining work methods. Feedback About Results The degree to which a job provides employee with direct and clear information about the effectiveness of task performance Task Significance The degree to which a job has a significant impact on other people’s lives Task Identity The degree to which the job requires completion of a whole and identifiable piece of work Skill Variety The degree to which the job requires a variety of different activities
40. Job Characteristics Model - Hackman/Oldham Core Job Dimension Skill Variety Task Identity Task Significance Autonomy Feedback Psychological States Personal and Work Outcomes Experienced meaningfulness of the wok Experienced responsibility for outcomes of the work Knowledge of the actual results of the work activities High internal work motivation High-quality work performance High satisfaction with the work Low turnover
41. Individual-Level Diagnosis What is the design of the larger organization within which the individual jobs are embedded? What is the design of the group containing the individual job? What are the personal characteristics of jobholders?
42. Individual-Level Diagnosis How much skill variety is included in the jobs? How much task identity do the jobs contain? How much task significance is involved in the jobs? How much autonomy is included in the jobs? How much feedback about results do the jobs contain?
44. A set of sequenced planned actions or events intended to help an organization increase its effectiveness. Intervention Intervention Interventions purposely disrupt status quo; they are deliberate attempts to change an organization or subunit toward a different and more effective state.
45. The extent to which it fits the needs of the organization The extent to which it transfer change-management competence to organization members Effective Intervention Two Major Criteria to Define an Effective Intervention
46. Intervention Success Factors Key Factors that can affect intervention success Readiness for Change Capability to Change Capability of the Change Agent Cultural Context
47. Types of Intervention Human Process Intervention Types of Intervention Structural Intervention Human Resource Management Intervention Strategic Intervention
48. Process Consultation Examples of Human Process Intervention Team Building This intervention focuses on interpersonal relations and social dynamics occurring in work groups. This intervention helps work groups become more effective in accomplishing task
49. Structural Design Examples of Structural Intervention Downsizing This change process concerns the organization’s division of labor – how to specialize task performances. This intervention reduces costs and bureaucracy by decreasing size of the organization Reengineering This intervention radically redesign the organization’s core work process to create more responsive performance.
50. Performance Management Examples of Human Resources Management Intervention Career Planning & Development This intervention is a systematic process to link between corporate goal settings and reward systems. This intervention helps people choose career paths and attain career objectives. Reward System This intervention involves the design of organizational rewards to improve employee satisfaction and performance.
51. Merger and Acquisition Examples of Strategic Intervention Cultural Change This intervention is a systematic process to integrate two or more organizations. This intervention helps organizations develop cultures appropriate to their strategies and environment. Organizational Learning This intervention seeks to enhance an organization’s capability to acquire and deploy new knowledge.
53. Factors Affecting Institutionalization Process Organization Characteristics: Congruence Stability Unionization Intervention Characteristics: Goal Specifity Programmability Level of Change Target Internal Support Sponsorship Institutionalization Process
54. Organization Characteristics: Congruence This is the degree to which an intervention is perceived as being in harmony with the organization’s strategy, and structure; its current environment; and other changes taking place. Stability of Environment and Technology This involves the degree to which the organization’s environment and technology are changing.
55. Organization Characteristics: Unionization Diffusion of interventions may be more difficult in unionized settings, especially if the changes affect unions contract issues, such as salary and fringe benefit, job design, and employee flexibility.
56. Intervention Characteristics: Goal Specifity This involves the extent to which intervention goals are specific rather than broad. Programmability This involves the degree to which the changes can be programmed or the extent to which the different intervention characteristics can be specified early in advance to enable socialization, commitment, and reward allocation.
57. Intervention Characteristics: Level of Change Target This concerns the extent to which the change target is the total organization, rather than a department or small work group. Internal Support This refers to the degree to which there is an internal support system to guide the change process.
58. Intervention Characteristics: Sponsorship This concerns the presence of a powerful sponsor who can initiate, allocate, and legitimize resources for the intervention.
59. Recommended Further Readings Thomas Cummings and Christopher Worler, Organization Development and Change , South Western College Publishing Stephen Robbins, Organizational Behavior , Prentice Hall Marvin Ross Weisbor, Organizational Diagnosis : A Workbook of Theory and Practice , Perseus Books Group