Foundations of Organizational Development

July 29, 2010 By Forex news Leave a Comment

Fundamentals of Organizational Development :

General

Help (students) to the incorporation of new values in their academic work. Specific
Analyze management theories in the context of DO

. Designing tools for research and administrative analysis . Perform administrative intervention practices that contribute to improving organizational effectiveness. Topics (20 hours ):
1. Fundamentals of Organizational Development 2. Corporate Culture 3. Organizational Design 4. Research Action 5. Organizational Development Trends

Why
Requires ?

Planned Change Any Organization to make minor structural changes when it reacts with the changes in the environment, whether direct action or indirect action. What distinguishes the planned changes of routine changes to its extent and magnitude. Planned changes are intended to prepare the organization whole or a significant part of it to fit to significant changes in the goals and the management of the organization. : Planned Change Es Design and Implement, deliberately, a structural innovation, policy or new goals, or a change in philosophy, climate or style of operation. The systematic attempt to redesign an organization so that it can adapt to the changing external environment and achieve new goals. At present exchange programs are a necessity precisely because the change in relationships and time as we have seen in the world of organizations. The sophistication of information processing technology, coupled with the increased globalization of organizations, means that managers are subject, even bombing of ideas, products and new challenges greater than ever before. Managers to handle this increase of information is accompanied by a reduction in the time to devote to making decisions, should improve their ability to manage change. Many large organizations have explicitly programs to manage the changes that seek to improve the capacity of people throughout the organization to anticipate the changes that occur and learn from them. Today many organizations are testing flatter organizational structures that foster teamwork and faster communication. The idea is that these organizations are thinner, more flexible and innovative when they react to changes in any environment. Many companies are reorganized. The purpose of restructuring or reorganization is promoting integrated thinking, encourage teamwork by eliminating the boundaries and, therefore, focus more on customer needs and markets. Strengthening the operational benefits and to react to the circumstances of the market even faster.

MODEL CHANGE PROCESS Although there are many forces that lead organizations to change, it is important to recognize that there are opposing forces that act to keep the organization in a state of equilibrium. In turn, these opposing forces maintain stability. THE ANALYSIS OF FORCE FIELDS According to the theory of force fields Kurt Lewin , all behavior is a result of balance between the forces Driving and restrictive . The driving forces pushing in a sense, the restrictions do otherwise. The result is consistent reconciliation of the two sets of forces. The increase of the driving forces can improve performance, but may also increase the restraining forces. The Lewin model reminds us to be searched for the various causes of behavior and not just one. The planned change programs, based on the ideas of Lewin, first seek to eliminate or weaken the restraining forces, and then create or strengthen the driving forces that exist in organizations. SOURCES OF RESISTANCE The restraining forces those that maintain the stability of the organization deserve special attention, since they represent potential sources of resistance to planned change. If managers succeed in changing these forces or attack its foundation, theyre much more likely to achieve planned change. For the sake of simplicity, these sources of resistance group them into three general categories:
The Organizational Culture Personal Interests and Personal Perceptions of the Goals, as well as Organization Strategies .

Organizational Culture Of the three forces Organizational Culture may be the most important in shaping the identity of the organization and to preserve it. Culture is a basic force that guides the conduct of employees. Generally, employees remain in an organization because the job allows them to achieve the goals of its existence and its personality, attitude and beliefs fit with organizational culture. In fact, many employees identify with the organization and take their profit and loss as a personal matter. Consequently, they may feel threatened by activities that aim to make radical changes in organizational culture and way of doing things. Diagram Forces of Change NOTE : The length of the arrow is equal to the amount of force. Personal Interests or Equity Although people can identify with their organizations, and indeed they do, they are also interested in him. In exchange for doing a good job, expect an adequate remuneration and satisfactory working conditions, job security and a certain amount of appreciation, power and prestige. When other changes, employees face a period of adjustment, possibly uncomfortable, as they adjust to the new organizational structure or work redesign. Perception of the goals and strategies of the organization. The goals and strategies are very important to organize and coordinate the activities of all organizations. In fact, the definition of the mission (to provide the best customer service) can direct the actions of employees in the absence of formal policies and procedures. However, this powerful force of stability may hinder change. Sometimes, employees do not understand that we need a new goal, why not have the same information they handle their managers. Additionally, you may long for the old days often the long history of success and public service of some companies are a significant obstacle to change. PROCESS OF CHANGE

In many cases, as most of the activities to change fail for two reasons. First, people are not willing to (or can not) alter Attitudes and Coductas set long ago. Tell even rune manager must learn new analytical technique, to be sure, the manager will accept the suggestion. Tell the same manager who is too aggressive or ironic in their dealings with others and may get upset and opposed to change. On the other hand, after a brief period of trying to do things differently when you leave people alone, they tend to return to their usual behavior patterns. To overcome obstacles of this type was developed (Lewin and Edgar H. Schein) a model of three consecutive steps in the process of change. This model can apply equally to persons, groups or entire organizations. It is Defrost this pattern of behavio r, Change or develop a new pattern of conduct and, later, of refreezing or strengthen the new behavior.
1. Thaw involves making the need for change is so obvious that the person, group or organization can easily see and accept it. 1. Change means to discover and adopt attitudes, values and behaviors. An Agent of Change specializes directed to individuals, groups or the entire organization to or during the process. During the same, the change agent will promote values, attitudes and new behaviors through processes ID and Internalizing . The organization members identify with the values, attitudes and behaviors of the agent, internalized, when they perceived their effectiveness for results. 2. Refreezing means ensuring the new standard of conduct in place, through supporting or strengthening mechanisms, so that becomes the new standard.

Change agents may be members of the organization or outsourced consultants. In the case of large programs and complex changes, hiring an external consultant has many advantages. First, the external consultant is often contribute their experience and specialized skills. Secondly, the consultant will not be distracted by the daily responsibilities of operations. Third, as the outsider, the consultant may have more prestige and influence that an acquaintance of the interior. Fourthly, as an advisor has no vested interest in the organization can be more objective than an internal element and encounter fewer problems in winning the trust of employees.

Climate Education !!! The three approaches for Change : APPROACH FOR STRUCTURAL CHANGE Changing the structure of an organization involves rearranging its internal systems, for example, lines of communication, workflow or the administrative hierarchy. Organizational Design Is based on defining, in great detail, the responsibilities of the posts, and create divisions of labor and adequate performance lines. It is believed that one of the most important trends in terms of structure is the organization leading to a thin and flat, which eliminates the middle levels of Mgmt, in order to accelerate the interaction of senior executives with non-managerial employees, who get more responsibility themselves. Decentralization . A form of decentralization involves creating smaller units, self contained, in the organization, in order to increase the motivation of unit members and improve their results and to focus on priority activities. Also, decentralization encourages each unit to adapt its structure and technology to their specific tasks and their environment. Change Workflow. The change of the flow of work and careful grouping of specialties may also lead to improved productivity and morale at work. One manifestation of this trend is in the amount of money employees can spend without requiring authorization. Ton Peters , writes that managers accelerate product development when bringing together people from different functions in the same room or cubicle space to work Approach to changing technology

Changing technology means changing the organization machinery, engineering processes, research techniques or methods of production. The production technology often has tremendous impact on the structure of the organization. Therefore, approaches technostructural or technical partner be to improve results by changing at the same time, some aspects of organizational structure and technology. The enrichment of work and the extension of the work are examples of technostructural approach to change. Approach to change people Both in technical approach, such as structural seek to improve organizational performance by modifying the work situation. Approaches that are aimed at people on the other hand, try to change the behavior of employees focusing on their skills, attitudes, perceptions and expectations. It will review an extension of this approach to change, to speak of organizational development. Instruments for OJ SWOT
F. Internal Strengths Weaknesses

F. External Careers Threats MaxiMaxi Maximini MiniMaxi Minimini

ORGANIZATIONAL DEVELOPMENT Many of the approaches to the planned change are ideal to solve immediate problems and specific. Moreover, the Organizational Development (OD) represents an approach to change, the more expensive, more complex, broader and longer term, which aims to move the entire organization to a higher level of functioning, while which greatly improves the performance and member satisfaction, OJ Although often includes structural and technological changes, its primary purpose is to change people and the essence and quality of working relationships. DO are long-term activities, supported by senior management to improve the processes of problem solving and organizational renewal, particularly through diagnosis and management of organizational culture, more effective and collaborative-making emphasis on formal work in teams, temporary teams and inter-culture, with the help of a consultant who facilitates and application of the theory and technology of applied behavioral science including action research. In summary, OJ is the long-term effort, supported by senior managers to increase the process of renewal and resolution of organizational problems through proper management of organizational culture . This definition includes a number of important concepts. The process of solving problems concerning the methods used by the organization to confront the threats and opportunities of their environment, while in the process of renewal refers to the means by which managers adapt to environmental problem-solving processes . One purpose of OD is to improve the process of self-renewal of the organization, so that managers can adapt without delay their management style to the new challenges and opportunities. Another purpose of OD is to share the administrative powers with employees, a goal that is consistent with the phrase . collaborative management The Collaborative Body means that managers do to one side the structure of hierarchical authority and allow employees to play a greater role in decision making. To make this change, managers have to change, consciously, the culture of the organization, ie attitudes, beliefs and activities that share its members. Research Action Refers to what the OD change agents to determine what aspects of the organization must be improved and how they can help the organization to achieve these improvements. In short, the Investigation Action implies 1) a preliminary diagnosis of the problem, by OD change agents, 2) the collection of data to support (or disprove) the diagnosis. 3) the feedback of data to me mbers of the organization 4) the study of data by members of the organization, 5) for appropriate action plans and 6) implementing appropriate measures. Types of Activities OJ

 Research Action: method by which the agents of change for development organizations find out what improvements are needed and how they can best help the organization to achieve these improvements. Sensitivity Training : The DO to the person. One of the first techniques for personal growth, which was fairly widespread in the development activities of the organization, which reinforces a greater sensitivity in interpersonal relationships. For 10 people led by a leader. Transactional Analysis: OD for two or three people. It focuses on the style and content of communication (transactions or messages) or message between people. Approach to improving interpersonal relationships praise, sometimes used in organizational development activities, focusing on the styles and content of communication. Process Consulting : OD for teams or groups. Technique whereby consultants help members of the organization to understand how they work together and change it. Training Equipment : similar to above, is a method for improving organizational effectiveness at the level of equipment, by diagnosing the obstacles to the teams performance and improving relations between teams and task performance. The Organizational Development for intergroup relations For the managers of the org, to assess the health of the organization and establish action plans to improve it, you can use a Board of Confrontation. It is a meeting lasting one day, all managers or members of the org., In which to discuss problems, analyze root causes and make plans to remedy the situation. The board of Confrontation is usually used after a major organizational change, such as a merger or the introduction of new tegnologa. Organizational Development for the entire Organization The technique of feedback on surveys can be used to improve the operations of the entire organization. Involves conducting surveys and other attitudes, and deliver results consistently to members of the organization. Members then decide which measures should be taken to solve problems and exploit the opportunities they have discovered the polls. Activities for Groups Join :
Activities Diagnostic Performing Tasks Establish and maintain relationships Family Groups Boards Diagnosis: Special Groups Boards of Diagnosis: How far would we go?

How well do we use?

Problem solving, decision making, Special problems, clarifying goals clarifying roles, setting goals, etc.. and roles, use of resources, etc. Focal point in understanding the processes of the group and the group culture Focal point in the process of understanding the group and its culture Focal Point in interpersonal conflict or between units and underused the other team members as resources. Focal point in communication, decision making and allocation of tasks.

Managing Processes Group

Analysis of the roles and negotiation of roles

Techniques used for the Techniques used to clarify and clarification and definition of roles define roles.

How To Manage Creativity and Innovation In todays world is increasingly important to be creative and innovative. That means thinking differently and be open to entirely new ways of seeing the world. Many define how to generate ideas Creativity and Innovation to translate a new idea in a new company, a new product, a new service or new production methods. Consider (Joseph Schumpeter, historian of economics) that the innovations were the source of success in the market economy, an approach that finds support in the changing and competitive environment of today. The organization is not

creative and innovative may not survive. Therefore, managers of more and more organizations are seeking ways to encourage and foster creativity and innovation, both by individuals and organizations. Creativity and Innovation in the Organization Just as people have different capacities to translate their creative talents in performance, organizations have different capacities to translate the talent of its members in products, processes and services. Managers, for their organizations to make better use of creativity, they have to be aware of the innovation process in organizations and take measures to encourage that process. The creative process of organizations consists of three steps: the generation of ideas, troubleshooting or development of ideas and Implementation. In addition, a very important process is to establish a climate in the organization that fosters creativity and innovation. Organizational Development Design of an Organization Company
I. Designing in accordance with the objectives the strategy

Justify the main objective of the Organisation - Justify the alternative targeted - Determine the type of organization, goals and strategy pursued by operating - Use standard cost-benefit - Designing using the principles of evolution, setting the development of the organization to their temporal needs and evolving
II. Designing the Organization, taking into account

Division of functions and basic activities - Hierarchical Level - Lines of authority - Formal communication channels
III. Making Budget Income and Expenses

Contemplate the alternative - Making template based on the scale by weighting factors.
IV. Based on what I do, develop the administrative concept

Plan / Organize / Manage / Control / Evaluate Produced by: Lic Marvyn Antonio Rodrguez Molina Director Professor of CIC