TAILIEUCHUNG - Practicing Organization Development (A guide for Consultants) - Part 8

Practicing Organization Development (A guide for Consultants) - Part 8. Organization development (OD) is about planned change. As change has turned into the only constant, many managers and other people are pursuing change strategies with vigor. OD is a major strategy for leading and managing change at the individual, group, intergroup, organizational, interorganizational, and large systems levels. This book is about what it takes to be an effective change manager, change leader, and OD consultant | MODELS FOR CHANGE 41 Exhibit . The Critical Research Model 1. Describe the ideology. How do people believe the organization or group should be functioning 2. Identify situations events or conditions that conflict with the ideology. What is actually happening 3. Identify individuals or groups desiring progressive change. Who wants to challenge the ideology and or actual situations to create an impetus for progressive change 4. Confront proponents of the ideology with conflicting situations events or conditions. 5. Devise a new ideology or action steps to correct inconsistency. 6. Help the client establish a timetable for change. 7. Implement the change. 8. Ask the client to monitor the change identifying opportunities for continuous improvement as necessary. strong customer service. In annual reports executive speeches and company advertising the company s leaders pledge that they are willing to do anything to satisfy a customer. The ideology of the company is thus centered on customer service as the most important single commitment of the organization. But then suppose that employees in the company s call center are well aware that the company is not honoring warranties on a defective product. They have been told to find others ways to satisfy customers than by honoring the warranties. In this simplistic example the difference between the company s ideology a strong commitment to customer service and actual practices refusal to honor warranties provides the basis for an obvious and troubling difference between what the organization s leaders say they want and what the organization s leaders actually do. That difference if used to best effect can provide an impetus for change. Critical research has captured a large following among educators and particularly adult educators in recent years. It lends itself well to considering the political issues involved in change and relies on the differences of opinions among groups of people as a way of leveraging change. THE

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