MODEL FOR OD
Stage 1: Anticipate a Need for Change
Organization disequilibrium or needs improvement leads to the felt need to adopt new ways for change.
Stage 2: Develop the Practitioner-Client Relationship
The practitioner tends to have open communication, a relationship of trust and an atmosphere of shared responsibility.
Stage 3: The Diagnostic Phase
Gather and analyze Data. Investigate data using interview or questionnaire.
Stage 4: Action Plans, Strategies and Techniques
Aim at resolving problems and increasing organization effectiveness. More time spend on this stage.
Stage 5: Self-Renewal, Monitor and Stabilize
Monitor the results and stabilize the desired changes.
Determine whether to modify the result of change efforts
MODEL OF ADAPTIVE ORIENTATION IN ORGANIZATIONS
Sluggish-Thermostat Management (Stable Environment, Low Adaptation)
- Low risk with formalized procedures and a high degree of structure and control
- More managerial levels
- Value tradition, seniority more than performance
Satisficing Management (Stable Environment, High Adaptation)
- Centralized decision-making structure with problem referred to the top
- Change is accomplished at a rate that is “good enough” to keep up with industry
Reactive Management (Hyperturbulent Environment, Low Adaptation
- Low level of adaption but exist in a rapid changing environment
- Short term crisis, crisis type of adaptation, often involving replacement of key people, hasty reorganization, drastic cutting of personnel and product lines
Renewing/ Transformational Management (Hyperturbulent Environment, High Adaptation)
- Proactively take advantage of new opportunity and innovation
- More responsive to competitive changes (a more sensitive thermostat)
- Renewing/ Transformational management deals with future conditions before these conditions actually occur.
TYPES OF CULTURE
UNDERSTANDING CORPORATE CULTURE
Henry Migliore’s Cultural...