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(4)
to increase organization effectiveness and health
(5)
through planned interventions in the organization's 'processes',
using behavioural
science knowledge"
(Smith,
1998, p261. Training and Development in Australia.)
According
to Warren
Bennis, organization development (OD) is a complex strategy
intended to change the beliefs, attitudes, values, and structure
of organizations so that they can better adapt to new technologies,
markets, and challenges.
Warner
Burke emphasizes that OD is not just "anything done to
better an organization"; it is a particular kind of change
process designed to bring about a particular kind of end result.
OD involves organizational reflection, system improvement,
planning, and self-analysis.
The
term "Organization Development" is often used interchangeably with Organizational
effectiveness, especially when used as the name of a department
or a part of the Human
Resources function within an organization.
Change
Management can take many forms and
include many change environments. The most common usage to the term
refers to organizational change management.
Organizational
change management is the process of developing a planned approach
to change in an organization.
Typically the objective is to maximize the collective benefits for
all people involved in the change and minimize the risk of failure
of implementing the change. The discipline of change management
deals primarily with the human aspect of change, and is therefore related to pure and industrial
psychology.
Many
technical disciplines (for example Information
technology) have developed similar approaches to formally control
the process of making changes to environments.
Change
management can be either 'reactive', in which case management is
responding to changes in the macroenvironment (that is, the source
of the change is external), or proactive, in which case management
is initiating the change in order to achieve a desired goal (that
is, the source of the change is internal). Change management can
be conducted on a continuous basis, on a regular schedule (such
as an annual review), or when deemed necessary on a program-by-program
basis.
Change
management can be approached from a number of angles and applied
to numerous organizational processes. Its most common uses are in information
technology management, strategic
management, and process
management. To be effective, change management should be multi-disciplinary,
touching all aspects of the organization. However, at its core,
implementing new procedures, technologies, and overcoming resistance
to change are fundamentally human
resource management issues.
Upon
successfull completion of the course students will be able to:
Describe
and explain the steps involved to effectively manage organisational
change in different of contexts and settings.
Understand
different types and terminologies of organisational change.
Apply
different concepts to understand organisations.
Understand
the type and significance of various drivers of organisational
change.
Understand
the nature and significance of various impediments to organisational
change (e.g. organizational inertia, resistance to change).
Understanding
of the OD practitioners role as a change agent.
Explain
organisational change processes from different role perspectives
(e.g. change agent, change target, leader, middle-manager).
Increased
awareness of different tools that are used to diagnose organisations
as well as interventions used to bring about change through hands-on
experience
Skills
Upon
successfull completion of the course students will be able to:
Synthesize,
articulate, and disseminate information and knowledge concerning
organisational change to others through dialogue and critique.
Enhanced
skills in facilitation, OD skills, group process, communication,
and collaboration.
Interpersonal
Relationships are social associations, connections, or affiliations between two or more people.
They vary in differing levels of intimacy and sharing, implying the discovery or establishment of common
ground, and may be centered around something(s) shared in common.
The study of relationships is of concern to sociology, psychology and anthropology.
Image:
Giving a presentation to a selection panel is now a common way
of
assessing different skills of prospective employees.
Copyright: Ulrik De Wachter, stock.xchng
Image:
Many businesses rely on information
exchange and networking - this leads to changes
in the way that we work. Informal meetings over
breakfast, coffee or lunch are more common than
they were even 15 years ago. Copyright: Lotus Head
Strategic or institutional management is the conduct of drafting, implementing and evaluating cross-functional decisions that will enable an organization to achieve its long-term objectives.[1] It is the process of specifying the organization's mission, vision and objectives, developing policies and plans, often in terms of projects and programs, which are designed to achieve these objectives, and then allocating resources to implement the policies and plans, projects and programs. A balanced scorecard is often used to evaluate the overall performance of the business and its progress towards objectives.
Strategic management is a level of managerial activity under setting goals and over Tactics. Strategic management provides overall direction to the enterprise and is closely related to the field of Organization Studies. In the field of business administration it is useful to talk about "strategic alignment" between the organization and its environment or "strategic consistency". According to Arieu (2007), "there is strategic consistency when the actions of an organization are consistent with the expectations of management, and these in turn are with the market and the context."
“Strategic management is an ongoing process that evaluates and controls the business and the industries in which the company is involved; assesses its competitors and sets goals and strategies to meet all existing and potential competitors; and then reassesses each strategy annually or quarterly [i.e. regularly] to determine how it has been implemented and whether it has succeeded or needs replacement by a new strategy to meet changed circumstances, new technology, new competitors, a new economic environment., or a new social, financial, or political environment.” (Lamb, 1984:ix)[2]
Organization
Development and Change
8th Edition
Thomas G. Cummings - University of Southern California
Christopher G. Worley - Pepperdine University
0324260601
Dianne
Waddell – Edith Cowan University
Thomas Cummings – University of Southern California
Christopher Worley – Pepperdine University
Contributing Author: Marita Naudé – Curtin University
ISBN:
0 17 011135 0 PAGE EXTENT: 664 pp.
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