Comparing alternative forms of organisational development

Organisation development (OD)
deals with the analysis of organizational performance, and the actions taken with the changes surrounding the organization.

Organisation development (OD) Involves the application of organizational behaviour and recognition of the social processes of the organization .

Organisation development (OD) • “organization development is about the change in beliefs. values and entire structure of the organization”-Warren Bernus .

There are several alternative forms of OD such as • Organizational culture • Organizational climate • Employee’s commitment .

Organizational culture • “organisational culture as reflecting the underlying assumptions about the way work is performed. what is ‘acceptable and not acceptable’”-Atkinson Also explains which behaviour and action is acceptable and encouraged and which is discouraged. .

Cultural values increase the power and authority of management in three ways. Employees • Identify themselves with their organisation and accept its rules when ‘it is the right thing to do’ • Internalise the organisation’s values when they believe they are right • And are motivated to achieve the organisations objectives” .

it is more soft and... hence. since climate operates at a more accessible level than culture. the more appropriate level at which to target short-term interventions aimed at producing positive organizational change … [however] interventions to change climate must consider the deeper patterns fixed in an organization’s climate”-Moran and Volkwein .Organizational climate • “.

The evidence is well grounded that underlying all the policies of commitment strategy is a management philosophy at the centre of which ‘is a belief that eliciting employee commitment will lead to enhanced performance”-Walton .Employee’s commitment • “a significant change in approaches to the organisation and management of work is from organisational control to commitment in the workplace.

involved and sharing in success • A sense of excitement in the job – pride. trust and accountability • Confidence in management – authority.Employee’s commitment model of commitment: three major pillars. each with three factors: • A sense of belonging to the organisation – informed. dedication and competence. .

.Developing A Systems To Involve Appropriate Stakeholders In The Introduction Of Change Stakeholders are those groups of people or individuals who have an interest in the organization.

Stakeholders Stakeholders may include a wide variety of interests and are considered as: • Internal stakeholder (employees. • Operational partner (customer. labour unions). suppliers) • The social community (state authorities). • Other organizations or group .

“change and development processes are central to such organizational phenomena as careers. and inter organizational networks”-Marshal et al (2000) . group decision making. innovation.

There are three stages in which we can map or analyse the stakeholder: • Identify stakeholders. • Record their position (interest) regarding the project. . • Compile an action plan for how best to influence them.stakeholder analysis One of the most powerful tools which enable us to identify the politics and positions of stakeholders is the stakeholder analysis.

Executives play an important role in contributing two crucial elements: 1 . Insistence that stakeholder commitments are documented .• Sifting through the people and interests at the beginning of a project requires a balance of perseverance. and tact from the project manager. directness. Clearly visible support for the authority of the project manager 2.

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