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ORGANIZATIONAL DEVELOPMENT (ORGANIZATIONAL CULTURE (LEVELS OF…
ORGANIZATIONAL DEVELOPMENT
CONCEPT
Bennis , the O.D. is " a response to change , a complex educational strategy intended to change the beliefs , attitudes, values and structure of organizations
Beckard defines the O.D. as "a planned effort that spans the entire organization , administered increasing the efficiency and health of the organization through planned interventions in organizational processes .
Gordon Lippitt characterizes the O.D. as improve the functioning of the organic system to achieve their goals
ORIGINS OF ORGANIZATIONAL DEVELOPMENT
Organizational development movement emerged from 1962 with a complex set of ideas
is a practical and operational deployment of the theory of behavior on the way to systematic approach
DO MODELS
AUTOCRATIC
It depends on the power and know that management believes is the best and is convinced that it is the duty of employees following orders
The employee is characterized by obedience and its dependence on the head , as the employee needs the work and HIS NEEDS are for subsistence.
CUSTODY
people do not depend of their boss , they depend from the organization
The orientation of the manager is itself money and dependence of the worker to the company,
SUPPORT
you not care about money and power but the support of the leader to employees and how to tell them that they are able
security and subsistence needs have been met largely to make way for higher order
COLLEAGUE
This application of the model results in a moderate enthusiasm among workers in which is immersed the same director as it is considered
ORGANIZATIONAL CULTURE
IMPORTANCE TO KNOW THE CULTURE
• To act more strategically and efficiently
• To facilitate change processes
• Know the culture should be part of the process of administration
DEFINITION
Culture defines the attitudes and behavior of people while decisively influence the way the organization interacts with the external environment
• CORE VALUES and a SENSE OF PORPUSE that goes beyond just making money.
DEFINING ORGANIZATIONAL CULTURE
A set of basic assumptions that a group developed in the process of adapting to their environment and internal integration , being transmitted to new members as the correct way
HOW CULTURE IS FORMED?
• Positive reinforcement
• Anxiety reduction
• Gradual and endless process
• World Vision from founder eyes
• Arrival of new members
CULTURE TRANSMITION
• Induction
• Socialization Process
• Training
• Regulation
• Informal stories
• Performance evaluation
• Strategic remuneration
CULTURE ELEMENTS
• Values
• Premises ( values- > unconscious)
• Rituals and Ceremonies
• Stories and Myths
• Heroes
• Rules
• Communication
LEVELS OF ORGANIZATIONAL CULTURE
VISIBLE ARTIFACTS
VALUES
UNCONSIOUS ASSUMPTIONS
THE 5 DIMENSIONS OF CULTURE LEVEL 3 - PREMISES UNCONSCIOUS
• Relationship with the external environment
• Bases of truth , time and space
• Human Conception
• Conception about activities
• Relationships
RESEARCH METHODS
SCHEIN:
• Socialization process
• critical Incident
• Beliefs and values of the founders or representatives
• Check with a member of culture
FREITAS:
• Socialization process
• Development of a history
• HR policies
• Communication Processes
• Work organization
WHEN A COMPANY NEEDS TO CHANGE ITS CULTURE ?
• Environmental changes that offer new opportunities
• The current structure of the company slows adaptation
WHY PEOPLE RESIST CULTURAL CHANGE ?
There are aspects that are unconscious
• Fear of the unknown. It will be really better?
• The lack of established standards creates anxiety
• Learning new skills requires effort
SOME DRIVING FORCES :
New technology
Globalization of the economy
Competition with other companies survival
SOME RESTRAINING FORCES :
Culture
Personal interests
Skills already learned
conformism
THE STAGES OF CHANGE :
KURT LEWIN
Unfreeze
The change itself
refreeze
Develop skills to implement change
individual action
collective action
METHODS TO ACHIEVE ORGANIZATIONAL CHANGE
Education / Communication:Used WHENThere is lack of information, misinformation
Participation / Involvement: Ask members of the organization helps in planning for change
Facilitation / Support Offer recycling programs, breaks and emotional support to those affected by the change
Negotiation / Agreement Negotiate with potentially resistant until obtaining a letter of agreement whit them
Handling / Cooption Give to key people a desirable role in planning and / or implementation of the change
Coercion - explicitly or implicitly Threatening to job loss , transfer to another area, etc