ORGANIZATIONAL DEVELOPMENT

PROF. ALLAN PORTENTO

OVERVIEW OF
ORGANIZATIONAL DEVELOPMENT (OD)

Open Systems
Model

Environme
Inputs
Information
Energy
People

nt

Transformations
Social Component
Technological
Component

Feedback
Cummings & Worley, 9e
(c) 2008 SouthWestern/Cengage

5-3

Outputs
Goods
Services
Ideas

General Model of Planned Change

Entering
and
Contracting

Cummings & Worley,9e (c)

2008 SouthWestern/Cengage Learning

Diagnosing

Planning
Evaluating
and
and
Implementing Institutionalizing
Change
Change

2-4

1. Organization-Level
Diagnostic Model
Inputs

Design Components

Industry
Structur
e

Strategy
Structure

HR
Measurement
Systems
Systems
Cummings & Worley, 9e (c) 2008 South-Western/Cengage
Learning

Culture

General
Environm
ent

Organization
Efectiveness

Technology

Outputs

5-5

2. Group-Level Diagnostic
Model
Inputs

Design Components

Outputs

Goal Clarity
Organizat
ion
Design

Task
Group
Structure
Functioning
Group
Performance
Composition

Cummings & Worley, 9e

(c) 2008 SouthWestern/Cengage

6-6

Group
Efectiveness

Norms

Individual-Level Diagnostic Model

Inputs
Organiza
tion
Design
Group
Design
Personal
Traits

Cummings & Worley, 9e

(c) 2008 SouthWestern/Cengage

Design Components

Outputs

Skill Variety
Task
Identity
Autonomy

Individual
Efectiveness

Task
Feedback
Significance
Results

about

6-7

Data Collection - Feedback

Cycle
Core Activities
Planning to Collecting
Collect Data Data

Cummings & Worley, 9e

(c) 2008 SouthWestern/Cengage

Analyzing
Data

7-8

Feeding
Back Data

Following
Up

Force-Field Analysis of Work Group

Performance

New technology

Group performance norms

Better raw materials

Fear of change

Desired
Performance

Forces for Status Quo

Current Performance

Forces for Change

Competition from other groups Member complacency

Supervisor pressures
Cummings & Worley, 9e
(c) 2008 SouthWestern/Cengage

7-9

Well-learned skills

THANK YOU!
by

Prof. ALLAN J. PORTENTO