TAILIEUCHUNG - Practicing Organization Development (A guide for Consultants) - Part 47

Practicing Organization Development (A guide for Consultants) - Part 47. 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 | INTERVENTIONS IN LARGE SYSTEMS 431 coordination rather than hierarchical command and control Bartlett Ghoshal 1990 . A networked structure consists of separate units that are either internal or external to an organization. Each unit specializes in a business task or function and is held together by ad hoc internal or contractual external arrangements. Internal networks consist of temporary project teams that use specialists from throughout the organization. This results in a flat information-based structure that has few levels of management Drucker 1989 . Externally networked structures are similar to network organizations described previously such as joint ventures research and development consortiums and licensing agreements across national boundaries. Networked structures have emerged in response to dynamic environments that demand complex technologies or services. They are highly flexible and enhance the distinctive competence of each member organization Charan 1991 Miles Snow 1986 . The major disadvantages of a networked structure are that it is difficult to manage lateral relationships across many organizations and difficult to sustain member commitment to the network over time Galbraith Kazanjian 1986 . Reward-System Interventions. These OD interventions focus on rewarding desired behaviors and work outcomes and are increasingly seen as integral parts of the organization Lawler 2000 . Because people generally do those things for which they are rewarded rewards can powerfully shape work behavior. Rewards can be both tangible and intangible and can be given at a variety of levels from individual to team to business unit. Rewards are especially effective when they satisfy basic needs are viewed as equitable and fit individual motivations. Reward-system interventions attempt to satisfy these conditions and to assure that rewards reinforce appropriate work behaviors and outcomes Kerr 1975 . Reward-system interventions generally involve three kinds of rewards pay

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