P. 1
Assumptions of Organizational Development (Nursing Administration 3)

Assumptions of Organizational Development (Nursing Administration 3)


|Views: 1,248|Likes:
Published by Yoyen Gonzaga
presentation for n213
presentation for n213

More info:

Published by: Yoyen Gonzaga on Aug 08, 2011
Copyright:Attribution Non-commercial


Read on Scribd mobile: iPhone, iPad and Android.
download as PPT, PDF or read online from Scribd
See more
See less




Assumptions of Organizational Development

A set of values, assumptions and beliefs is characteristics of OD, distinguishing OD from other improvement/change strategies.

These beliefs help to define what OD is and guides its implementation. .The field of OD rests on a foundation of values and assumptions about people and organizations.

Slide 002 .Assumption A belief that is regarded as valuable and correct. that they are taken for granted and very rarely questioned or examined.


Optimistic. gave way to increasing doubts about the organizational practices as theory and research pointed out heir limitations. Democratic. and organizations. bureaucracy and authoritarian leadership. Organization development practitioners formulated a set values and assumptions regarding people. dysfunctions and negative consequences. groups.‡Intellectual climate prevalent then. Humanistic. eg. the initial enthusiasm for scientific management. .

In 1969. Warren Bennis proposes the OD practitioners (change agent) share a set of normative goals based on their Humanistic/Democratcic philosphy. He tested the following normative goals: .Early Statements of OD values and Assumptions Values are an integral part of OD.

A shft in values.Improvement in interpersonal competence. . so that human factors and feelings come to be considered legitimate.

e. . capacity for functional groups to work more competently.‡ Development of more effective ³Team Management´ i.

‡ Development of increased understanding between and within working groups in order to reduce tension. .

. which rely mainly on suppression. Rather than the usual bureacratic methods.‡ Development of better methods of conflict resolution. compromise and unprincipled power more rational and open method of conflict resolution are sought.

‡ Development of organic rather than mechanical/mechanistic system. This is a strong reaction against the idea of organs as mechanisms which managers ³work on´ like purchasing buttons. .


more choices become available and hence better decisions are made.´ .Definition ³The basic value underlying all OD theory and practice is that of ³CHOICE´. Through focused attention. and through collection and feedback and relevant data to relevant people.

The basic building blocks of an organization are groups (teams). the basic units of change are groups. not individuals. . Therefore.1.

. An always relevant change goal is the reduction of inappropriate competition between parts of the organization and the development of a more collaborative condition.2.

rather than in a particular role or level of hierarchy. .3. Decision making in a healthy organization is located where the information sources are.

Controls are interim measurements.4. and individuals continuously manage their affairs against goals. not the basis of managerial strategy. subunits of organizations. Organizations. .

and confidence between and across levels. mutual trust. One goal of a healthy organization is to develop generally open communication. .5.

People support what they help create. People affected by a change must be allowed active participation and a sense of ownership in the planning and conduct of the change. .6.

. ‡ Most people are capable of making higher level of contribution to organizational goals.Assumptions of OD Assumption about people as individuals: ‡ Most people have drive for personal growth and development.

Assumption about people in Groups and about Leadership ‡ The most psychologically relevant reference group for most people is the work group. . ‡ Most people wish to be accepted with at least one small reference group.

‡ Suppressed feeling and attitudes adversely affect the problem solving.‡ Group members must assist each other with effective leadership and member behavior. personal growth and job satisfaction. .

. ‡ Solutions to most attitudinal and motivational problems in organizations is transactional. support and cooperation is much lower in most groups and organizations than is either desirable or necessary.‡ Level of interpersonal trust.

WIN-WIN Situation is essential.Assumption about people in Organizational Systems ‡ The interplay of dynamics of work team has a powerful impact on the attitudes and behavior of people ‡ Win-lose conflict strategies are not optional in the long run to the solution of most organizational problems. .

Managerial Grid .


.Thank you.

You're Reading a Free Preview

/*********** DO NOT ALTER ANYTHING BELOW THIS LINE ! ************/ var s_code=s.t();if(s_code)document.write(s_code)//-->