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Organization Development and Change

Organization Development and Change. Chapter Twenty: Organization Transformation. Thomas G. Cummings Christopher G. Worley. Learning Objectives for Chapter Twenty.

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Organization Development and Change

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  1. Organization Development and Change Chapter Twenty: Organization Transformation Thomas G. Cummings Christopher G. Worley

  2. Learning Objectivesfor Chapter Twenty • To explore a framework that categorizes different types of organizational change efforts with emphasis on the features of transformational change • To present three large-scale organizational change interventions: culture change, self-design, and organization learning and knowledge management Cummings & Worley, 8e (c)2005 Thomson/South-Western

  3. Characteristics of Transformational Change • Triggered by Environmental and Internal Disruptions • Systemic and Revolutionary Change • New Organizing Paradigm • Driven by Senior Executives and Line Management • Continuous Learning and Change Cummings & Worley, 8e (c)2005 Thomson/South-Western

  4. The Concept of Organization Culture Artifacts Norms Values Basic Assumptions Cummings & Worley, 8e (c)2005 Thomson/South-Western

  5. Diagnosing Organization Culture • Behavioral Approach • Pattern of behaviors (artifacts) most related to performance • Competing Values Approach • Pattern of values emphasis characterizing the organization • Deep Assumptions Approach • Pattern of unexamined assumptions that solve internal integration and external adaptation problems well enough to be taught to others Cummings & Worley, 8e (c)2005 Thomson/South-Western

  6. Competing Values Approach Flexibility & Discretion Clan Adhocracy External Focus & Differentiation Internal Focus & Integration Market Hierarchy Stability & Control Cummings & Worley, 8e (c)2005 Thomson/South-Western

  7. Culture Change Application Stages • Establish a clear strategic vision • Get top-management commitment • Model culture change at the highest level • Modify the organization to support change • Select and socialize newcomers; downsize deviants • Develop ethical and legal issues Cummings & Worley, 8e (c)2005 Thomson/South-Western

  8. Self-Designing Organizations • Systemic change process altering most features of the organization • Process is ongoing, never finished—continuous improvement and change • Learning as You Go—on-site innovation • Need support of multiple stakeholders • All levels of the organization adopt new strategies and change behaviors Cummings & Worley, 8e (c)2005 Thomson/South-Western

  9. The Self-Design Strategy Laying the Foundation Acquiring Knowledge Implementing and Assessing Designing Diagnosing Valuing Cummings & Worley, 8e (c)2005 Thomson/South-Western

  10. Organization Learning & Knowledge Management • Organization Learning interventions emphasize the structures and social processes that enable employees and teams to learn and share knowledge • Knowledge Learning focuses on the tools and techniques that enable organizations to collect, organize, and translate information into useful knowledge Cummings & Worley, 8e (c)2005 Thomson/South-Western

  11. Organization Learning: An Integrative Framework KnowledgeManagement Organization Learning Competitive Strategy Organization Characteristics Organization Learning Processes Organization Knowledge Organization Performance Structure Information Systems HR Practices Culture Leadership Tacit Explicit Discovery Invention Production Generalization Cummings & Worley, 8e (c)2005 Thomson/South-Western

  12. Characteristics of a Learning Organization • Structures emphasize teamwork, information sharing, empowerment • Information systems facilitate rapid acquisition and sharing of complex information to manage knowledge for competitive advantage • Human resources reinforce new skills and knowledge • Organization culture encourages innovation • Leaders model openness and freedom to try new things while communicating a compelling vision Cummings & Worley, 8e (c)2005 Thomson/South-Western

  13. Organization Learning Processes • Single loop learning • Most common form of learning • Aimed at adapting and improving the status quo • Double loop learning • Generative learning • Questions and changes existing assumptions and conditions • Deuterolearning • Learning how to learn • Learning how to improve single and double loop learning Cummings & Worley, 8e (c)2005 Thomson/South-Western

  14. Discover Theories in Use • Dialogue • Left-Hand, Right-Hand Column • Action Maps • The Ladder of Inference Cummings & Worley, 8e (c)2005 Thomson/South-Western

  15. The Ladder of Inference I take ACTIONS based on my beliefs I adopt BELIEFS about the world I draw CONCLUSIONS I make ASSUMPTIONS based on the meanings added I add MEANINGS (cultural and personal) I select DATA from what I observe I OBSERVE data and experiences Cummings & Worley, 8e (c)2005 Thomson/South-Western

  16. Organization Knowledge • Generating Knowledge • Identify knowledge for competitive strategy • Develop ways to acquire or create that knowledge • Organizing Knowledge • Put knowledge into a usable form • Codification and Personalization • Distributing Knowledge • Making knowledge easy to access, use & reuse Cummings & Worley, 8e (c)2005 Thomson/South-Western

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