Có 60+ tài liệu thuộc chủ đề "chiến lược quản lý"
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What will be done next time? One critical step to creating learning is addressed in the question: What happened? Success and failure are concepts critical to cre- ating a learning organization, and this is where the consultant as intervener comes into the picture. There is no other more powerful way to cre- ate change than through learning rooted in the...
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Additional agenda items are provided 5 4 3 2 1 to the team leader in time to include. on the distributed agenda.. leadership to the team.. Can be adapted to the vocabulary of the organization. Can be focused to the specific variables of interest to a particular OD process. Owned by the organization when developed. Participants feel more ownership in...
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Sometimes, the client simply perceives that the outcomes of the OD process have been so obvious that it is not necessary to conduct an evaluation. If peo- ple are responding very positively to the process, or if there have been improve- ments that are obvious to everyone, then it may, in fact, not be necessary to conduct a more formal...
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19_962384 ch13.qxd AM Page 361. 19_962384 ch13.qxd AM Page 362. That refers to the scope of the change effort. This Part consists of the following chapters:. 20_962384 pt03.qxd AM Page 363. 20_962384 pt03.qxd AM Page 364. First, it is increasingly evident that practitioners of OD must learn to deal with the cultures and subcultures of client systems. The simplest way...
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The scared employee will still try to be positive, the angry employee will still exaggerate on the negative side, the alien- ated employee will be a non-respondent, and the survey analyst will use sophis- ticated statistical tests to prove that 40 percent of a group, that is itself a sample of 25 percent of the total population, reacting a certain...
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Obviously, the adaptive skills are deeper in the causal chain of human behav- ior. The adaptive area explains why a person does what he or she does in the functional and work content areas. These characteristics are more about who a person is than what he or she thinks or does. They may think they are just being themselves. OD...
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S What is SO? What is the situation now? (In as much vivid detail as possible.). T What is the TARGET or TRANSFORMATION? What will things be like when they are perfect? (Again in vivid detail.). R What are the REASONS you are not there now? What RESOURCES are present, supporting your intended breakthrough? (This is basi- cally a force...
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The classic Interpersonal Dynamics (1969) by Warren Bennis, Ed Schein, et al., includes contributions by Carl Rogers, Jack Gibb, and other giants on whose shoulders we stand in the interpersonal domain.. The story about the birth of the T-group is worth reading, since it came into being as part of an early OD intervention Lewin and his colleagues were carrying...
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Team-Building Checklist I. If your score is between 14 and 28, there is little evidence that your unit needs team building. If your score is between 43 and 56, you should seriously think about planning the team-building program. If your score is over 56, team building should be a top-priority item for your work unit.. Team Building: Current Issues and...
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design of the organization’s internal structures, processes, and procedures that produce desired products or services. The performance of an organization is measured by its productivity, market share, return on investment, and employee satisfaction and retention.. An organization’s character directly affects its performance. Specifically, when exchanges between the organization and its environment are effective and its internal-design features fit together and...
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These OD interventions focus on rewarding desired behaviors and work outcomes and are increasingly seen as integral parts of the organization (Lawler, 2000). Reward-system interventions may influence an organization’s other design components. OD interventions aimed at cre- ating high-involvement organizations generally involve several internal design components of the organization, including work design, rewards, and informa- tion systems. High-involvement organizations have...
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transformation requires the participants in the system to be self-aware. Bob Waterman, author of In Search of Excellence and The Renewal Factor, illustrates the workings of whole system transformation in a Japanese banking organization during a consultation by his company:. “I was part of a team working with the Sanwa Bank in Japan, now one of the largest banks in...
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This led to the books and other methods necessary to get the word out about the work and to help facilitate understanding and learning.. Underlying each founder’s work is a generic model, based on theories that had been tested extensively by their predecessors in the field. Retrospec- tively as we try to figure out why Open Space works, the answers...
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and (4) the relationships between the members (Nadler, Spencer, &. In the initial stages of the team-building sessions, the teams tended to generate engineering hit lists—that is, engineering issues they had to resolve, and slipped easily into discussing these. Through the interventions of the OD consultant, they began to learn how to review process issues and develop a sense of...
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CONTEXT FOR GLOBAL OD. As a result of the many cultural differences that businesspeople encounter around the globe, there is no “one best way” for practicing OD. In cultures encour- aging right/wrong answers in schools, learning to deal with ambiguity and differing perspectives can be extremely difficult. Another important factor that supports the business need for understanding how other cultures...
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Cho and McLean (2002) explore the focus of OD within the South Korean context as a component of a national ini- tiative to change the nature of the country. In a situation like terrorism, OD is seen within the broad societal picture, not just in the business picture. In countries other than the United States, the primary purpose for organizations...
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McLean, G.N., &. Organization development ethics: Reconciling tensions in OD values. McLean, G.N., Karimov, M., &. The way of the explorer: An Apollo astronaut’s journey through the material and mystical worlds. Moon, Y.L., &. The new century for global organization development: Respond- ing to the challenges of the day. Rothwell, W.J., Sullivan, R., &. Sorenson, P., Head, T, Yaeger, T.,...
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Effectiveness, efficiency and alignment—people achieving the maximum of desired results, at minimum cost, in ways that coordinate their individ- ual energies and purposes with those of the system-as-a-whole, the subsystems of which they are parts, and the larger system of which their system is a part;. recognizing the interests that different people have in the system’s results and valuing those...
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Organizations, when operating in the groove (to borrow a musical phrase), are like jazz players—. discovering the future that their action creates as it unfolds.. If we want to create flexible, adaptive systems capable of improvisation and spontaneous transformation, how do we begin to reshape our organizations? Have our change methods kept up with the depths of strategic shifts required?...
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High-performing organizations operate at the edge of chaos, improvising and learning as they go.. When oper- ating at the edge of chaos, we can expect complicated behaviors. If we approach strategy making as a learning process, then conversations would be designed to encourage “out of the box” thinking and experimenting with new ways of approaching old problems and would include...