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    Od Theories and Framework PDF

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    Eduardo Yabut

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    © All Rights Reserved
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    Od Theories and Framework PDF

    Uploaded by

    Eduardo Yabut
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    OD-THEORIES-AND-FRAMEWORK.pdf

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    © © All Rights Reserved

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    39 views36 pages

    Od Theories and Framework PDF

    Uploaded by

    Eduardo Yabut

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    © All Rights Reserved
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    DEM 746

    ORGANIZATIONAL DEVELOPMENT
    THEORIES AND FRAMEWORK
    DR. DIANA LEE TRACY K. CHAN
    It is a process based upon behavioral science
    theory for publicly entering a human system,
    collecting valid data about human experiences

    Open University System


    with that system, and feeding that information
    back to the system to promote increased
    understanding of the system by its members
    (Alderfer, 1981).

    OD DIAGNOSTIC MODELS
    PROCESS—working with members of an
    organization to plan a diag- nostic
    study, administer it, and provide
    feedback on the findings;

    Open University System MODELING— using models to frame


    issues, guide data gathering, identify
    organizational conditions underlying
    Critical Facets problems, and organize

    of OD Diagnosis
    COMMUNICATION - establish an
    identity—purpose, value, and culture—
    to help the organization thrive.
    Open University System

    KEY ORGANIZATIONAL
    COMPONENTS
    Open University System

    KEY ORGANIZATIONAL
    COMPONENTS
    It was developed in the early 1980s by
    organizational theorists David A. Nadler
    and Michael L. Tushman.
    It's a powerful tool for identifying the

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    root causes of organizational
    performance issues and how to might
    fix them.

    Nadler-Tushman Congruence Model


    Nadler-Tushman Congruence Model

    The Nadler-Tushman Congruence Model - Aligning the Drivers of High


    Organizational Performance (mindtools.com)
    The Congruence Model
    As a tool for organizing thinking about any
    organizational situation, rather than as a
    rigid template to dissect, classify, and
    compartmentalize what you observe.
    Open University System It’s a way of making sense out of a
    constantly changing information and
    impressions– it’s a way to think about
    organizations as films rather than
    snapshots.
    5 Areas to Monitor with Metrics:
    EMPLOYEE CHARACTERISTICS - How many employees
    are ready to drive innovation and change?
    LEADERSHIP - Are key managers able to effect change?
    HR PROCESSES - Are your critical HR processes

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    designed to enhance employee effectiveness?
    INNOVATION CULTURE - Does your workforce adopt
    and further innovation?
    WELLNESS AT WORK - Do your employees feel
    empowered and supported by organizational
    processes?

    FIVE AREAS TO MONITOR CHANGE


    The Competing Values Framework
    developed by Robert Quinn and Jon
    Rohrbaugh, is a theory that was
    developed initially from research done

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    on the major indicators of effective
    organizational performance.

    COMPETING VALUES FRAMEWORK


    FLEXIBLE

    INTERNAL EXTERNAL

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    CONTROL

    COMPETING VALUES FRAMEWORK


    FLEXIBLE
    ADHOCRACY
    OPENNESS
    INNOVATIVE
    SYNERGISTIC

    EXTERNAL

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    MARKET ORIENTED
    PRODUCTIVITY
    BOTTOME-LINE RESULTS
    CUSTOMER ORIENTED
    COMPETITIVE
    CONTROL

    COMPETING VALUES FRAMEWORK


    FLEXIBLE

    FAMILY
    PERSONAL GROWTH
    COOPERATION
    TEAMWORK

    INTERNAL

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    HIERARCHY
    ORDER
    DISCIPLINE
    DOCUMENTATION
    FACTS
    CONTROL

    COMPETING VALUES FRAMEWORK


    FLEXIBLE

    FAMILY ADHOCACY

    INTERNAL EXTERNAL

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    HIERARCHY MARKET
    ORIENTED

    CONTROL

    COMPETING VALUES FRAMEWORK


    OCTOGRAM TEST

    There are eight traits of the Octogram


    describe the things you do and see

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    every day in the work place, and what
    each of these traits is describing.

    COMPETING VALUES FRAMEWORK


    Open University System
    OCTOGRAM TEST
    Selection
    Career Coaching
    Career Development

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    Management Development
    Organisatieontwikkeling
    Diverse trainingen
    Coachingstrajecten

    COMPETING VALUES FRAMEWORK


    There are six categories are used to perform an
    organizational diagnosis: purposes, structure,
    relationships, rewards, leadership and helpful
    mechanisms.
    To perform an organizational diagnosis, it is essential to
    understanding of what “diagnosis” means and why it must

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    be done.
    Identify and solve a problem must be done systematically
    by the same people, because by so doing, they learn from
    their own situation and then seek improvement.

    WEISBORD SIX BOX MODEL


    Open University System

    MODEL
    SIX BOX
    WEISBORD
    Purposes – The mission and goals of the organization.
    Structure – The way that work is organized.
    Relationships – The way that people interact.
    Rewards – How intrinsic and extrinsic rewards are
    linked to work.
    Leadership – The type of leadership, and how well it

    Open University System


    keeps business elements aligned.
    Supporting mechanisms – Planning, controlling,
    budgeting, and other systems that help the
    organization meet its goals.

    WEISBORD SIX BOX MODEL


    PURPOSE
    Do we have a clear mission and vision?
    How well do we use these to establish goals?
    How clearly do people understand the goals?
    To what extent do we agree on our goals?
    How much have workers participated in goal setting?

    Open University System


    How can we frame our goals to increase commitment and buy-
    in?
    How well do our goals fit our capabilities and core
    competencies?
    How much difference is there between what we say we do and
    what we really do?

    WEISBORD SIX BOX MODEL


    STRUCTURE
    How well does our organizational design fit our purpose?
    What organizational configurations are best for our purpose?
    How well does our structure support effective
    communication?

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    What differences are there between formal structure and
    informal structure? In other words, what are the differences
    between what's supposed to be done and what's really done?
    Do we have appropriate accountability in both the formal and
    informal structures?

    WEISBORD SIX BOX MODEL


    RELATIONSHIP
    How important is the team development process?
    How well do people relate and communicate with one another?
    How well do people relate and communicate between departments and
    units?
    How much do people collaborate?

    Open University System


    How well are people matched to the roles they perform? (See our
    article on Belbin's Team Roles for tips on this.)
    Does the level of interdependence support the purpose and structure
    of the organization?
    How much conflict is there?
    How effective are conflict resolution processes within the organization?

    WEISBORD SIX BOX MODEL


    REWARDS
    How well do formal rewards reflect what the organization wants
    to accomplish?
    Are informal rewards working effectively? (See our article on The
    Psychological Contract for more insight into this important part
    of reward and motivation.)

    Open University System


    What actions and results really get rewarded?
    To what extent do people consider rewards to be valuable?
    How timely are rewards?
    Are rewards distributed equitably?
    What causes a worker to be punished?
    Do rewards support the organization's vision and goals?

    WEISBORD SIX BOX MODEL


    LEADERSHIP
    Do leaders understand the mission and vision?
    Do we routinely monitor that our stated purpose is still valid?
    Do leaders reflect the organization's purpose in departmental
    goals?
    How well do leaders represent organizational values and

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    practice ethical leadership?
    How much do leaders lead, as opposed to managing?
    How are leaders chosen?
    How effective are leaders at dealing with internal conflict?
    Does the primary leadership style support the appropriate
    direction of the other five boxes?

    WEISBORD SIX BOX MODEL


    SUPPORTING MECHANISM
    Do we have planning, budgeting, and controlling systems in
    place, and do we actively monitor them?
    How well do policies and procedures support our purpose?
    Is the communication process sufficient and effective?
    Is there a mechanism for measuring and evaluating

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    performance?
    Do we use a training and development process to align worker
    skill and performance with expectations? (Tools like the GROW
    model, the competency framework, and coaching for team
    performance will help you develop effective performance
    systems.)

    WEISBORD SIX BOX MODEL


    It is designed to help maximize a change
    initiative’s chance of success by
    increasing the velocity of the initiative,
    decreasing the initial investment, and

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    minimizing uncertainty wherever possible.
    the change agents leading the initiative
    decrease the ability of detractors to
    mount resistance against it.

    PRAGMATIC PARTHWAY FRAMEWORK


    Metrics that matter is a pathway
    to focus deployment of a
    disruptive tool or practice in order

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    to trigger cascades of adoption
    and rapid performance
    improvement.

    PRAGMATIC PARTHWAY FRAMEWORK


    Scaling edges is a pathway to transform
    the core of the business by focusing on
    low-investment, high-growth-potential

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    opportunities—“edges”—with
    fundamentally different business
    practices.

    PRAGMATIC PARTHWAY FRAMEWORK


    Shaping strategies is a pathway to
    restructure markets and industries using
    platforms to bring people together and

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    mobilize large ecosystems with positive
    incentives by creating a compelling view
    of the future.

    PRAGMATIC PARTHWAY FRAMEWORK


    Paul Lawrence, and Jay Lorsch, an believed
    that no single organizational structure was
    inherently more efficient than all others.
    Organizations differed in the tasks they
    performed and environments they faced, the

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    appropriate organizational structure of such
    factors as technology, market, and the
    predictability of tasks.

    CONTINGENCY THEORY
    CONTINGENCY
    THEORY
    The STAR technique is a method of answering
    questions that is comprised of four steps:
    Situation: Describe the situation and when it
    took place.
    Task: Explain the task and what was the goal.

    Open University System


    Action: Provide details about the action you
    took to attain this.
    Result: Conclude with the result of your
    action.

    STAR MODEL
    The Star Model™ consists of policies
    that leaders can control and that can
    affect employee behavior. It shows

    Open University System


    that managers can influence perform

    STAR MODEL

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