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Part 2 Organization Renewal: The Challenge of Change An Experiential Approach to Organization Development 7 th version

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Learning Objectives Recognize elements adding to change. Distinguish ways association utilizes reestablishing forms. Decide methods for adapting to change. Comprehend and apply sociotechnical-frameworks approach. An Experiential Approach to Organization Development 7 th version

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Change Agent: Can the CEO Make a Difference? (section 1 of 2) Young and Rubicam (Y&R) - one of world's biggest promoting combinations. Inside four years Y&R has had three CEOs. Most current CEO is Ann Fudge. Y&R has history of offices securing turf. An Experiential Approach to Organization Development 7 th version

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Change Agent: Can the CEO Make a Difference? (section 2 of 2) Fudge's objective to make organizations cooperate. A few representatives doubtful of coordinated effort. Making staff dependable to customers. Fudge's approach not progressive but rather brings individuals along. An Experiential Approach to Organization Development 7 th release

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Challenges of Change Pressure for change: Market, item, and rivalry. Scaling back, reengineering, smoothing structures, and going worldwide. An Experiential Approach to Organization Development 7 th version

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Renewal of Organizations Make versatile changes to environment. The main consistent is change. Concentrate on changing frameworks and framework wide effect. An Experiential Approach to Organization Development 7 th release

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Constant Change Increasing rate of progress. Effect of future stun. Associations require ability to adjust to evolving environment. An Experiential Approach to Organization Development 7 th version

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Organization Renewal - Adapting to Change Organizational reestablishment vital to survival. Characterized as continuous procedure of building advancement and adjustment. An Experiential Approach to Organization Development 7 th version

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Informed advantage. Heading and strengthening. Cordial truths. An alternate reflect. Collaboration and trust. Solidness in movement. Demeanors and consideration. Causes and duty . Enter Factors in Renewal An Experiential Approach to Organization Development 7 th release

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Table 2.1 Lessons in Corporate Renewal (section 1 of 2) An Experiential Approach to Organization Development 7 th version

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Table 2.1 Lessons in Corporate Renewal (section 2 of 2) An Experiential Approach to Organization Development 7 th version

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Approaches to Change Two measurements: Adaptive introduction. Natural steadiness. An Experiential Approach to Organization Development 7 th release

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Figure 2.1 Model of Adaptive Orientation An Experiential Approach to Organization Development 7 th version

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Satisficing Management Stable environment, adjustment. Sufficient and normal. Arranging and basic leadership amassed at top. An Experiential Approach to Organization Development 7 th version

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Reactive Management Dynamic environment, low adjustment. Responding after conditions change. Short-term, emergency sort of adjustment. Substitution of key individuals and rushed revamping. An Experiential Approach to Organization Development 7 th release

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Renewing/Transformation Management Dynamic environment, high adjustment. Manage future conditions before conditions happen. Quicker growing new thoughts and more participative. An Experiential Approach to Organization Development 7 th release

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Systems Approach Horizontal enterprise breaks organization into key procedures. Makes groups from various offices to run them. An Experiential Approach to Organization Development 7 th release

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Organization as a System is set of interrelated parts. Bound together by plan to accomplish reason or objective. An Experiential Approach to Organization Development 7 th release

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Basic Qualities of Systems Designed to finish goals. Built up course of action. Interrelationships exist among components. Prepare more key than essential components. Association more vital than components. Framework comprises of information sources, forms, yields. An Experiential Approach to Organization Development 7 th release

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Figure 2.2 Organization as Open System An Experiential Approach to Organization Development 7 th version

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Open Systems In persistent connection with environment. Ceaselessly gets input from environment. An Experiential Approach to Organization Development 7 th version

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Our Changing World: Back to Basics at Ford (section 1 of 2) Implosion at Ford Motor. Passage went from very much figured out how to losing $200 per vehicle. Charge Ford says it was "huge implosion." Refocused on cars. "Straightforward" is subject of turnaround. Portage says it will take 3 to 5 years. An Experiential Approach to Organization Development 7 th version

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Our Changing World: Back to Basics at Ford (section 2 of 2) European model is Ford's guide. Portage executed "flex industrial facilities." Flex plants create more than one model on a similar generation line. However, European model not tried. An Experiential Approach to Organization Development 7 th release

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The Sociotechnical System Coordinated human and specialized exercises. Comprises of: Goals and qualities. Specialized subsystem. Auxiliary subsystem. Psychosocial subsystem (culture). Administrative subsystem. An Experiential Approach to Organization Development 7 th version

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Figure 2.3 The Sociotechnical System An Experiential Approach to Organization Development 7 th release

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High Performance Systems Occur by outline—not by shot. Key factors are: Business circumstance Strategy Design components Culture Results An Experiential Approach to Organization Development 7 th version

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Contingency Approach Considers association and environment. Recognizes "assuming then" connections. Recommends change bearings. An Experiential Approach to Organization Development 7 th version

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Future Shock and Change Too much change in too short a period. Failure to adjust to quickening rates of progress. Administration response to change strained. Chiefs must be versatile and adaptable. An Experiential Approach to Organization Development 7 th version

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Table 2.2 Millennial Megatrends: Gateways to Twenty-first Century An Experiential Approach to Organization Development 7 th release

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OD in Practice: Steve Jobs and Innovation (section 1 of 3) Apple and Pixar cases of reestablishment and change. Employments—PC visionary or loathsome chief? Not run of the mill corporate director. A trailblazer and a visionary. Cases: Apple's iPod, Pixar's motion pictures. An Experiential Approach to Organization Development 7 th release

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OD in Practice (section 2 of 3) Jobs' Charismatic Leadership. Brought about interior issues. Drew skilled individuals. Administration style of censuring other people who couldn't help contradicting thoughts. Fussbudget way to deal with item advancement. An Experiential Approach to Organization Development 7 th release

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OD in Practice (section 3 of 3) The Future. iPod confronts hardened rivalry. Will iPod get to be "nitch" music player? Pixar keeps on having fruitful motion pictures. Denied new Disney contract. An Experiential Approach to Organization Development 7 th release

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Organization Transformation (OT) Like a Revolution Changing association's frame or appearance. OT an upheaval. Changes structure of association. Spontaneous changes because of weights. Change happens in brief time span. An Experiential Approach to Organization Development 7 th version

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OD - The Planned Change Process OD like an advancement. Arranged changes on expansive scale. Longer time period. Slow execution. Changes add up to association or significant parts. An Experiential Approach to Organization Development 7 th version

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OD Focuses On: Individual adequacy. Group adequacy. Association viability. An Experiential Approach to Organization Development 7 th version

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Focus on Individual Effectiveness The objectives are enhanced: Managerial abilities. Specialized aptitudes. Interpersonal skill. An Experiential Approach to Organization Development 7 th version

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Focus on Team Effectiveness (section 1 of 3) Emphasis on: Improving critical thinking. Working through clashes. Assemble adequacy. An Experiential Approach to Organization Development 7 th release

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Focus on Team Effectiveness (section 2 of 3) Activities concentrate on assignment exercises and group prepare. Assignment exercises—what the group does. Group prepare—how the group works. An Experiential Approach to Organization Development 7 th version

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Focus on Team Effectiveness (section 3 of 3) Process perceptions look at: Content—the assignment of the gathering. Handle—the way the gathering capacities. An Experiential Approach to Organization Development 7 th release

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Focus on Organization Effectiveness Focus on aggregate association framework. Enhance viability by changes in: Structure. Innovation. Administration. An Experiential Approach to Organization Development 7 th version

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Key Words and Concepts Client System - association utilizing a specialist to help them in arranging change. Shut frameworks - independent and detached from environment. Content - errand of the gathering. An Experiential Approach to Organization Development 7 th release

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Contingency approach - endeavor to decide appropriate administration method to utilize. Dynamic balance - consistent state, responding with environment. Entropy - development toward turmoil and inevitable end. An Experiential Approach to Organization Development 7 th version

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Feedback - comes about, response from conduct. Future stun - failure to

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