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Organization Development: Monitoring and Changing Culture and Behavior

Exam 16/1/25 • Exam literature

• All lecture slides and content of lectures
• Book chapters
• 12 articles

• Extra information

• Exam is 50% of grape
• It’s a multiple choice test
• Exam is 16/1/25, 13:30-16:00

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Lecture 14/11 Course and lecture overview → how topics are interrelated

Organisation Development → planned process of change in an organization’s culture through the utilization of behavioral science, research and theory • Another definition → OD is a long-range effort to improve an organization’s problem- solving capabilities and ability to cope with change in its external environment, with the help of external or internal behavioral-scientist consultants (change agents) • You are doing OD if you are…

• Bringing planned change to align the structure, culture, strategy and individual

jobs of people in an entire organisation (not accidental)

• Applying behavioral science knowledge to diagnose, to facilitate and to evaluate

organisational change (evidence-based)

• Analyzing the effectiveness of an organisation and how to improve that by

involving members of the organisation (interviews, focus groups): gather

evidence on the change needed and the course to take (not intuitive)

• Supporting increase of organisational effectiveness on all levels (high quality and

productivity, financial performance, optimizing teamwork, improving well- being/health of workers)

• Facilitating organisations’ response to change in a flexible, adaptive and often

participative way

• Developing sustainable change that is continues (not tactics or short-term) 2 / 4

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• Why do organisations need continuous development?

• General and task (specific) environment
• Orange → indirectlt influence the company
• Colors inside → directly influence the company

• Important trends in the general environment

• Economic → globalization
• Demographic → diversification of labour force
• Technological → IT revolution and AI, more

automation

• Political/legal → tightened (financial)

supervision, governmental changes (taxes, regulations)

• Sociocultural → increased focus on Corporate

Social Responsibility (people, planet, profit) • 88% of Fortune 500 firms that existed in 1955 are gone → three companies that failed to adapt and why

• Kodak → did not anticipate digital camera → success trap: exploiting what has

been historically working → outperformed by competitors such as Canon

• Toys R us → missed opportunity to develop e-commerce → only kept physical

stores (outperformed by online companies like Amazon)

• General Motors → activists started pointing out that Hummer was worst car to

drive environmentally → eco-friendly alternatives were brought to marked (Tesla) Types of change

• Magnitude of change → incremental vs fundamental
• E.g. you go from old school phones to iphone
• Iphone was way more fundamental or bigger
• Degree of organisation → overorganized ‘loosen up’ vs

underorganized ‘tighten up’

• Many rules or no rules at all in an organisation
• Setting of change → local vs global
• Globalisation, so environment becomes

bigger Models of Planned Change → see figure

• Lewin’s Planned Change Model
• Action Research Model
• Positive Model
• Main difference → second and third model are

circulative, it’s rather reciprocative

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Most important to diagnose what needs to

be changed → diagnosing change: an open

systems model → key aspect of course • Alignment → if organisatoin has strong ideas about being eco- friendly, but they don’t make it easy for people to do so, they haven’t align the organisational and personal needs → there needs to be higher overlap with culture/higher management, all the way down to individual employees • Boundaries → what parts of the organisation are you actually changing Organizational culture → blanket above diagnosing change model → culture is the pattern of artifacts, norms, values and basic assumptions which describes how the organisation solves problems and teaches newcomers how to behave • You diagnose the organisational culture • Organisational culture → onion model • Artifacts → visible components of culture

• You can observe it
• E.g. how people talk, dress, what the building looks

like, werkpleinen or individual offices • Norms → unwritten rules of organisation

• E.g. open door policy

• Values → ideas how people should behave, what organisation should look like • Basic assumptions → how people are in general, what kind of people do you hire?

• E.g. people are inherently prosocial, helpful, attentive, calm

• Think of it as an iceberg → many things you can’t see from the outside Why study culture?• It’s predictive of…

• Financial performance of organisations
• Employee well-being
• Organizational effectiveness
• Innovation

• And more important than formal control systems, procedures, structure and strategy

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