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organization development and change

Cummings

emily
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organization development and change

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    1. Organization Development and Change Thomas G. Cummings Christopher G. Worley

    2. Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning 6-2

    3. Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning 6-3

    4. Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning 6-4 Group-Level Design Components Goal Clarity extent to which group understands its objectives Task Structure the way the group’s work is designed Team Functioning the quality of group dynamics among members Group Composition the characteristics of group members Performance Norms the unwritten rules that govern behavior

    5. Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning 6-5 Group-Level Outputs Product or Service Quality Productivity e.g., cost/member, number of decisions Team Cohesiveness e.g., commitment to group and organization Work Satisfaction

    6. Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning 6-6

    7. Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning 6-7 Individual-Level Design Components Skill Variety The range of activities and abilities required for task completion Task Identity The ability to see a “whole” piece of work Task Significance The impact of work on others Autonomy The amount of freedom and discretion Feedback about Results Knowledge of task performance outcomes

    8. Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning 6-8 Individual-Level Outputs Performance e.g., cost/unit, service/product quality Absenteeism Job Satisfaction e.g., internal motivation Personal Development e.g., growth in skills, knowledge, and self

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