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Organizational Re-engineering (Cultural Transition (Socialization process,…
Organizational Re-engineering
D.O. Concept
(The concept of organizational development may vary from company to company)
GORDON LIPPITT
:star: Structuring the organisation to make it stronger
:star: Strengthened human capital for change
BECKARD
:star:Long-term process
:star:All processes have long-term solutions
:star:Top management support is needed
:star:Effort of the whole organization
:star: Culture
:star: It is important to use information about human behavior
BENNIS
:star::Changing beliefs, attitudes and values can help people adapt better
:star:Renew or die
:star: Must be open to change, learning and adaptation
:star: Observations from outsiders are important
:star:The diagnosis must be applied on the basis of culture
Videos
During the first class, we watched videos
with which a report was made
in order to analyse them in detail
Continuous Improvement, Constant Change
checkered_flag: It is important to be attentive to the things that happen around us
:checkered_flag: Continuous improvement
Hello, Aliens
:checkered_flag: Persistence
:checkered_flag: Tactica
:checkered_flag: Clear objectives
:checkered_flag: Never Surrender
The paradigm of the monkeys
checkered_flag: Adaptation
checkered_flag: Doing the right things for the right reasons
checkered_flag: Importance of change
Proactivity
:checkered_flag: It's important to have priorities
:checkered_flag: Time management
Origin
Born in 1962 :red_flag:
:red_flag:Behaviors since the industrial revolution, it was necessary to carry out an organizational development in order for people to adapt.
Organizational Culture
Definition
Defined as the attitudes and behaviors of people while decisively influencing the way they interact with the organization.
Example
:pencil2: December 12th
:pencil2: INEGI
Organizational Culture
SHEINH
Set of assumptions that a group
of people develop in a process
adaptation to an internal integration environment.
The pyramid of the
organizational development
l
First Level
Visible artifacts
Objects that make the
people part of.
Second level
Value
Practice values outside and
within the company
Third Level
Unconscious Assumption
People assume
unconsciously as
you work in the company
5 dimensions of culture
(Level 3)
Human conception
Relationship
Human conception
Relationship to
external environment
Basis of truth
time and space
The culture is formed by
:check: Gradual and endless process
:check:worldview from the eyes of the founderr
:check:Anxiety reduction
:check:Arrival of new members
:check:Positive reinforcement
Cultural Transition
Socialization process
Training
Induction
Rules
Informal stories
Performance evaluation
Strategic Remuneration
Elements of culture
Values
Unconscious Values
Rituals and ceremonies
Stories and Myths
Heroes
Rules
Communication
Research Methods
SCHEIN:
Critical Incident
Beliefs and values
of the representatives
Socialization process
Consular with a member
of the team on culture
FREITAS:
RRHH Policies
Communication processes
Development of a story
Organization of work
Socialization process
Stages of change
The change in itself
Freeze
Defrost
Methods to achieve
organisational change
Participation / Involvement
Ask members
of the organization
to help
to plan the change
Used when...:
Those who implement change do not
have key information and have a lot of staying power.
advantages:
Commitment to change increases and key information will be integrated into the plan.
disadvantages :
It can take a long time if those involved are planning something inappropriate.
Education/Communication
Explain the need and the
alterations
logical to individuals
groups and organizations
It's used when
There is a lack of information, misinformation.
advantages:
Once persuaded, people
help implement change.
disadvantages :
May take a long time
if the number of people
involved is high.
Facilitation and support
Offer recycling programs, breaks
and emotional support for those affected by the change.
advantages:
No other program works as well
with adjustment problems.
disadvantages :
Can take a lot of time and can be expensive
and still fail.
Used When:
People resist problems
adaptation .
Negotiation / Agreement
Negotiate with people potentially
to obtain a letter of intent.
agreement with them.
advantages:
Can be a relatively easy way
to avoid major resistances.
disadvantages :
It can be very expensive, if you warn
others to negotiate for acceptance.
Used when...:
Any person or group with a
considerable power of resistance
will lose with change.
Manipulation / Cooptation
Give key people a role
desirable in planning
and/or implementation of the change.
advantages:
Can be a relatively easy solution
fast and economical to resistance problems.
disadvantages :
Can lead to problems
future if people feel manipulated.
Used When:
Other tactics won't work or are too expensive
Coercion - explicit or implicit
Threats of job loss
transfer to another area, etc.
advantages:
It is fast and can overcome
any kind of resistance.
disadvantages :
It may be risky to leave the
involved with rabies in the hands of the initiator.
Used When:
Speed is essential and the initiator
has a lot of power.