Term
| Organization Development definition from Richard Beckhard (1969) |
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Definition
| is an effort planned, organization wide and managed from the top to increase organization effectiveness and health through planned interventions in the organization's "processes" using behavioral-science knowledge |
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Term
| Organization development definition from Donald L Anderson |
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Definition
| organization development is the process of increasing organizational effectiveness and facilitating personal and organizational change through the use of interventions driven by social and behavioral science knowledge |
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Term
| organization development definition from burke and bradford |
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Definition
| Based on (1) set of values, largely humanistic; application of the behavioral sciences and open systems theory, organization development is a systemwide process of planned change aimed toward improving overall organization effectiveness by way of enhanced congruence of such key organizational dimensions as external environment, mission, strategy, leadership, culture, structure information and reward systems and work policies and procedures |
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Term
| long term vs short term change |
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Definition
| OD is intended to address long-term change, even when the implementation of the change is short term the change is designed to be long term or permanent |
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Term
| application of OD "toolkit" |
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Definition
| OD is more than rigid procedure, also involves being attune to social and personal dynamics and requires flexibility |
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Term
| Laboratory Training and T-Groups |
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Definition
| NTL in Group Development started by Benne, Bradford, Lippitt inspired by Lewin who was studying group behavior, social problems, and influence of leadership on a group to help create personal and social change for democracy |
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Term
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Definition
| out of Connecticut Interracial Commission asking Lewin to develop a workshop for community leaders- developed into subgroups of group discussion, role playing, and teamwork where researchers reviewed data at days end with participants participation and reflection |
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Term
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Definition
| 10-15 participants with one or two trainers who listen and help with group reflection. participation and truthfulness as well as honesty and openness were most prized and groups themselves developed goals. goal of T-Group to effect change through participants learning about themselves and each other |
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Term
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Definition
| addressing questions of larger significance and making the results known to other researchers and practitioners is at the heart of action feedback |
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Term
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Definition
| administering a survey to a company and then taking action based on the results, and administering another survey if needed to follow up on whether action was useful |
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Term
| Management Practices: MacGregor's Theory X and Y |
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Definition
| all managers hold unconscious theories of how humans work and these theories determine the whole character of the enterprise |
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Term
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Definition
-average human has inherent dislike of work and will avoid it if possible
-because of this human characteristic of dislike of work, most people must be coerced, controlled, directed, threatened with punishment to get them to put forth adequate effort toward the achievement of organizational objective
-average human prefers to be directed, wishes to avoid responsibility, has relatively little ambition, wants security above all |
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Term
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Definition
-expenditure of physical and mental effort in work is as natural as during play or rest
- external control and the threat of punishment are not the only means for bringing about effort toward organizational objectives
-commitment to objectives is a function of the rewards associated with their achievement
-the average human being learns, under proper conditions, not only to accept but to seek responsibility
-the whole work population is creative and has ingenuity in problem solving
-under the conditions of modern industrial life the average human being intellectual potentialities are only partially utilized |
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Term
| Likert Management Practices Systems 1-4 |
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Definition
1- exploitative authoritative
2- benevolent authoritative
3- consultative
4- participative group |
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Term
| Blake and Mouton Managerial Grid |
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Definition
concern for production and concern for people on a scale of 1-9
9,1 style is high in concern for production and low in concern for people
9,9 style is most effective |
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Term
Herzberg Theories on Motivation-Hygiene
Motivation Side |
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Definition
motivation (what workers do)
-achievement and quality performance
-recognition for achievement and feedback on
-performance
-work itself and the client relationship
-responsibility
-advancement, growth, and learning |
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Term
Herzberg Theories on Motivation-Hygiene
Hygiene Side |
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Definition
Hygiene Side
-supervision
-interpersonal relationships
-physical working conditions
-salary
-company policies and administrative practices
-benefits
-job security |
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