General introduction to organizational development
What is organizational development?
Based on the different definitions according to the authors and scholars on the subject, we can elaborate that Organizational Development implies the integration of the human factor with its socio-economic and cultural environment in which it develops. It implies integration, in addition to various disciplines of the study of human behavior, since groups with a common purpose depend one hundred percent on the way in which their members interact with each other and in turn with the systems in which they operate. Basic Terms:
- Interventions: Tools Consultant: Person who carries out the DO System: Identification of elements involved in a DO System-Client: Organization in search of change Catharsis: “Reaction to change” Proactive Conflict: Provoke reactions with a positive end Change: What wanted. Chaos Theory: Environment.
The DO serves to bring managers, decision makers, and staff across the board to a state of collaboration where strengths are harnessed and talents are combined to achieve the organization's goals. The accelerated change caused by an environment of globalization and the new economic trends call for the human being and her environment to adjust to a process of evolution that has never been required before.
Brief history of the evolution of organizational development in mexico
Origins and evolution
The development of discipline based on human behavior and the need to adapt its way of performing in an environment of exchange of goods and services has evolved over time according to the changing circumstances of the social and economic environment. In the 1920s, thinkers in the field of human development within an organization were oriented towards human relations. Where a purely technical system predominated and where the solution was thought was to take a current of scientific administration. Towards the 1940s a trend oriented not only to the individual but to groups of individuals can be seen. Towards the 60s it is seen as the approach opens and encompasses to evaluate how two or more groups of individuals interact with each other.
The nature of the planned change
Models of change
The different study models that have followed the DO have established processes that are appropriate depending on the organizations or environments within which they were related at the time, this is how different currents emerge but that all in turn coincide in a logical process of analysis and diagnosis with a single common purpose. Every system by its nature is governed on the premise that by the simple fact of existing it tends to generate an environment of attrition within its basic system, in turn the same system asks for an adjustment to this imbalance in order to survive, are these forces of change which are analyzed by these thinkers in order to exploit its potential and use it as a lever for change in a more structured and especially planned way.Karl Lewin's Model of Change tells us that every process of change takes place in the following phases:
- Defrost Change or movement Defrost
Other models such as planning are based on two concepts, in which they indicate that all the information must be shared with the entire organization, and that this information is useful only if action plans can be established with it. In the action research model, it considers the planned change as a cyclical process that involves collaboration among the members of the organization; like the previous ones, they base the establishment of their plans on the compilation of the information and evaluate the results. Faria Mello's change model is a more structured way of carrying out a DO project in which development phases are identified, with which the initial phase establishes the way to establish contact with the organization and where, in addition to outlining what general to the particular expectations of both parties:organization and change agent via contract. The inputs of the study process, data collection and subsequent analysis are then established; it is here where the process can be fed back to rethink its scope and limitations and start again, the rest of the process refers to planning itself on what specifically has to change and the institutionalization of these changes within it. The process does not end here, it continues by re-evaluating the results and providing feedback to the entire process since the contract was established.the rest of the process refers to the planning itself about what specifically has to change and the institutionalization of these changes within it. The process does not end here, it continues by re-evaluating the results and providing feedback to the entire process since the contract was established.the rest of the process refers to the planning itself about what specifically has to change and the institutionalization of these changes within it. The process does not end here, it continues by re-evaluating the results and providing feedback to the entire process since the contract was established.
OD from a systemic approach
The open system approach
Every system is adaptable by nature and consequently constantly adjusts to the stimuli it receives from external systems of which it is also a part. These stimuli, also called the environment, form a suprasystem from which it receives inputs and returns in the form of a product or service transformed by its own administrative system. Within the administrative systems we have the Operational, the directive, the control and the informative systems. Systems have their own characteristics that are based on aims and objectives, are adaptable to the environment, preserve their internal balance and maintain internal cohesion. Every system suffers what is known as entropy, wear or disintegration as a result of its very function of daily operation, in order to reverse this effect,the systems find the means to counteract this wear and tear and replenish themselves with the necessary inputs that are being lost; this process is called neguentropia. The Diagnosis of the organizational system is established at three different levels for analysis where the highest level covers the entire organization, the next level involves groups or departments and their mechanisms to structure their interrelationships, and the lower level where the individual is considered and its functions within the organization. The DO and its benefits of analyzing an organization from a systemic approach is based on values and requirements that help to glimpse the changes that must be carried out in various components of it.this process is called neguentropia. The Diagnosis of the organizational system is established at three different levels for analysis where the highest level covers the entire organization, the next level involves groups or departments and their mechanisms to structure their interrelationships, and the lower level where the individual is considered and its functions within the organization. The DO and its benefits of analyzing an organization from a systemic approach is based on values and requirements that help to glimpse the changes that must be carried out in various components of it.this process is called neguentropia. The Diagnosis of the organizational system is established at three different levels for analysis where the highest level covers the entire organization, the next level involves groups or departments and their mechanisms to structure their interrelationships, and the lower level where the individual is considered and its functions within the organization. The DO and its benefits of analyzing an organization from a systemic approach is based on values and requirements that help to glimpse the changes that must be carried out in various components of it.the next level involves groups or departments and their mechanisms for structuring their interrelationships, and the lower level where the individual and their roles within the organization are considered. The DO and its benefits of analyzing an organization from a systemic approach is based on values and requirements that help to glimpse the changes that must be carried out in various components of it.the next level involves groups or departments and their mechanisms for structuring their interrelationships, and the lower level where the individual and their roles within the organization are considered. The DO and its benefits of analyzing an organization from a systemic approach is based on values and requirements that help to glimpse the changes that must be carried out in various components of it.
Renis Likert's model
This expresses that the organization and its function is structured in three categories: the causal variables in which the course of the organization is determined, the intervening variables that refer to the external stimuli to the human organization and the final result variables that reflect the achievements of the organization. These can be measured and evaluated.
Instruments to collect information
Collection planning
For a DO process to be successful it must start by obtaining a diagnosis with true and timely information of what is happening in the organization under analysis, this obtaining of the information must be planned in a structured way to guarantee a generation of data that will later help its analysis. It is a continuous cycle in which data collection is planned, analyzed, feedback and follow-up. Data collection can take place in several ways:
- QuestionnairesInterviewsObservationDocumentary information (file)
All information has a value in itself, the method of obtaining information is directly linked to availability, difficulty and cost. There are advantages and disadvantages in the use of each of these tools, their usefulness will depend on the objective sought and the means to carry out that data collection in a timely manner for subsequent analysis.
Investigation process
Work of the consultant in organizational development
From a collection of information, the next logical process is to analyze it, this is achieved through a purely quantitative approach. The processes by which the information is analyzed are logical processes that locate the consultant not only in the problems of the organization but within its environment or context where it occurs; these processes are:
- Research: Probing to discover something, in scientific research the search is aimed at acquiring new knowledge about the laws that govern nature or society. Observation: This is key to research, and with a scientific approach, the risk of error is reduced when an event is appreciated. Compilation: Generalizations that are made of a fact by the researcher. Variables: Characteristics of things, also called attributes that when joined can be classified into independent and dependent variables.
Construction of theories and models of explanation
Induction is the process of finding a general principle, based on evidence from specific cases. When you accept a general proposition and reason from it to get a conclusion in a particular situation, you are reasoning deductively. This process is called deduction. When inferences are made about the potential result of a thing considering similar situations and environments it is defined as determinism. Models such as ideographic and nomothetic try to explain certain phenomena. When the multiple and perhaps only aspects of the phenomenon are listed, it is called the ideographic model. On the contrary, the nomotetic model does not involve an exhaustive enumeration of all the aspects related to a phenomenon or event. Exploration,description and explanation are the most common purposes of social research, satisfy the researcher's curiosity, test the feasibility of studying a case further, develop study methods, observe and describe the observations so that they are more reliable for later be able to explain them. All research work has these three elements. The analysis units can be directed according to the nature of the observed towards Individuals, Groups, Organizations or Social Artifacts. When measurements of a qualitative nature are made of the observed results, its reliability is evaluated. It determines if the results obtained are the same when repeating the same objective. The validity of this information is a tool to evaluate the accuracy of the measurements.When we talk about measurement levels, we evaluate aspects towards where our interest in observation and information gathering is directed; they can be nominal, ordinal, with interval scales, ratio or proportion scales and conclusions; These will become the parameters with which our questionnaire will then be designed.
Probabilistic Sampling, Clusters, Non-Probabilistic
There is a very wide variety of data analysis tools obtained from surveys or observations made by the researcher; From the design of the data collection model, the methods to analyze them are also foreseen, these methods contemplate the size of people who will intervene in the study in order to have a database that helps to make decisions in an objective and quantitative way. This helps to evaluate decision models to make inferences about what happens in an organization. Of the types of sampling are:
- Simple Random Systematic Sampling Stratified Sampling Cluster Sampling Probabilistic Proportional to Size Sampling (PPS)
Interventions in human processes
Types of interventions
Every researcher of organizational development must identify the approach with which he will solve or improve the situations or conditions of the system that is being analyzed, this is where the agent of change defines the type of intervention he will have and the strategy to follow, these range from classic to innovative.
- Interventions in human processes Technostructural interventions Interventions in Human Resources Management Strategic and environmental interventions
These four basic forms of intervention are mainly aimed at focusing on three elements: the individual as such, a group or the entire organization. To a greater or lesser extent, they all encompass the three elements, but as their name identifies them, they place greater emphasis on individual, group or organizational aspects as the objective scope.
Interventions in human processes
- Intervention # 1: "T" groups; the first attempts at analysis between individuals and their intergroup relationships. Intervention # 2: Process consulting; helps the administration to perceive and understand the processes that take place in their organizational and group environment. Intervention # 3: Third party intervention; The consultant helps the group resolve interpersonal and intergroup conflicts. Intervention # 4: Team Building. It is one of the most modern interventions where concepts such as self-directed groups are introduced for the first time.
Interventions in human processes. Second part
Types of interventions
As a continuation of the previous chapter, other alternatives are also developed for the consultant to carry out his due interventions, among which are:
- Intervention # 5: Trials and feedback surveys. These interventions are used to assess how the work environment is perceived in the organization. Intervention # 6: Confrontation meetings. Helps face to face situations of disagreement that have been detected in the diagnostic process that hinder a healthy and open communication process. Intervention # 7: Intergroup relations. When it is detected that the integration of the members of one group with another group does not exist or is very poor. Intervention # 8: Regulatory approaches. The appropriate leadership styles to be applied are detected according to the needs identified by the diagnosis.
Technostructural interventions
Types of interventions
- Intervention # 9: Differentiation and Integration. Intimate relationship with the functions that are carried out both in a certain position and in the total organization. The differentiation refers to the clear vision that the work carried out in each position must observe and how to avoid confusion or duplication of functions. Intervention # 10: Structural Design. It involves the analysis of various structures that can be implemented in the company according to their functions or lines of command, by department, matrix, by projects, by business units. Intervention # 11: Collateral organization. It is an independent non-formal structure that is used when it is difficult for the formal organizational structure to air sensitive issues of discussion.
Approaches to quality of life at work
There is no doubt that from the very moment that man appeared on the face of the earth there has been a concern to search for the reasons for his existence. In addition, along with this concern, various hypotheses have emerged related to the definition of quality of life at work (CVT). CVT refers to the positive or negative character of a work environment. Its purpose is to create an excellent work atmosphere for employees that contributes to improving the economic performance of the organization. There are certain key elements that can contribute to CVT, including: job recognition, adequate supervision, challenging work, a harmonious work environment, fairness, comprehensive development, and job enrichment. Humanized work fundamentally presupposes that it is preferable to offer the best for workers: jobs,technology and work environment. Socio-technical experiments emerged in the 1960s. Volvo, a Swedish automotive company, is one of the pioneers in this regard. This is closely related to the design or enrichment-within the work, which originates from Herzberg's studies of hygienic and motivating factors. The enrichment of the work consists of creating five key or fundamental dimensions that allow it to be something real, namely:The enrichment of the work consists of creating five key or fundamental dimensions that allow it to be something real, namely:The enrichment of the work consists of creating five key or fundamental dimensions that allow it to be something real, namely:
- Variety of the task Identification of the task Meaning of the task Autonomy Feedback
Installation of objectives and goals
Management by Objectives (APO) is a very popular system that is based on goal setting. This system encourages constant communication between boss and employee in order to agree on goals to be met, as well as establish constant monitoring of the objective sought. Traditionally, as George Odiome comments, APO consists of the following phases:
- Joint goal setting by boss and employee Mutual agreement to measure progress toward goals Employee performance on the job Intermittent performance reviews Final review of results Preparation for next cycle
To establish good objectives, the following elements must be considered:
- Specificity.Acceptability.Flexibility.Measurability.Accessibility.Consistency.
However, the APO can generate certain problems if it is not applied correctly, such as: believing that the APO is the panacea for all your problems, not planning properly your confrontation, consuming too much time, can increase the paperwork if too many procedures are established. support, qualitative objectives may be overlooked, there may be little or no support from top management to achieve the objectives, and so on. At a later stage to the definition of objectives, it is necessary to define a network of objectives in which the interrelation that exists between the different areas of the company and the objectives can be appreciated, which when achieved benefits another area and so on.
Reward system
Rewards are powerful incentives to improve employee satisfaction and performance. There have been numerous investigations in this regard, based on which it can be affirmed that employees think that the rewards should be high enough to satisfy the needs of all kinds. If this is not the case, employees will not be happy or satisfied in the organization, as they tend to compare their reward systems with those of other organizations. Reward systems improve organizational effectiveness in four ways:
- Motivate staff to join the organization, influence them to go to work with pleasure, motivate them to act positively, reinforce the structure of the organization to specify the position of its different members.
Among the benefits and services to the personnel, insurance policies, independent benefits of the tasks, benefits related to the schedule, services to the employees (cafeteria, support for formal education or financial services), expenses of relocation and participation can be considered. of profits. According to the equity model, employees tend to compare their inputs with the rewards obtained, as well as those of other members of the organization of a similar hierarchical level. Regarding career planning in the organization, a distinction must be made between professional career, professional history, professional objectives, career planning and professional development. There are five factors whose existence allows employees to perform professionally within the organization:
- Equal opportunities. Support from the immediate boss. Knowledge of opportunities. Interest of the employee. Professional satisfaction.
Stress management
Stress, misnamed "the disease of the twentieth century", which can be defined as a state of overexcitation that affects people's emotions, mental processes and physical condition. The amount of human and material resources that are lost due to stress is alarming. The symptoms of stress can be nervous, physiological or emotional. It is convenient to understand that stress can be short or long-lasting. Tensioners - causes that cause stress can be caused by internal or external circumstances at work. Within it, overload, time pressures, or poor supervision cause stress. From the analysis of the «tension-performance» curve it can be concluded that when stress is low, performance is also low,but that after passing the threshold of tension (optimal level of tension), a decrease in the performance of people again occurs, which may be of type «A» or «B». The first are those who do not know how to manage stress and compete with it. The latter always know how to control stress and are not prone to heart attacks. Sport, consulting, or on-the-job training help reduce stress. Stress can also be seen as a series of neurological and / or psychological reactions, since if it produces negative feelings it is considered as distress, and if it produces positive feelings it can be considered as elistress.The first are those who do not know how to manage stress and compete with it. The latter always know how to control stress and are not prone to heart attacks. Sport, consulting, or on-the-job training help reduce stress. Stress can also be seen as a series of neurological and / or psychological reactions, since if it produces negative feelings it is considered as distress, and if it produces positive feelings it can be considered as elistress.The first are those who do not know how to manage stress and compete with it. The latter always know how to control stress and are not prone to heart attacks. Sport, consulting, or on-the-job training help reduce stress. Stress can also be seen as a series of neurological and / or psychological reactions, since if it produces negative feelings it is considered as distress, and if it produces positive feelings it can be considered as elistress.since if it produces negative feelings it is considered as distress, and if it produces positive feelings it can be considered as elistress.since if it produces negative feelings it is considered as distress, and if it produces positive feelings it can be considered as elistress.
Planning of open systems and corporate culture
Planning an open system helps the organization to systematically assess its environment and develop a strategic response for it. Organizations or departments are considered as open systems that interact with a changing environment to survive and develop. One of the key assumptions about the environment-organization relationship is that its members' perceptions play a major role in relationships with the environment. The organization must not only adapt to the environment, but can also proactively create it. The analysis of the company's mission helps it to face the changing situations in the environment. In defining the company's mission, the following key elements should be considered:
- What it does: Products and / or services it generates, Market that satisfies, Social commitment, Economic commitment.
To apply the systemic approach in the organization, the reasons of functionality, operability and organization must be considered. The first considers that modern techniques must be used to increase competitiveness and the second focuses on considering each department as the one that carries out a certain function, while the management is the one who "clicks the button" to make the organization work. Organizational culture is the set of assumptions, beliefs, values and norms that its members share and accept. Employees learn culture through stories, rituals, material symbols, and language. All of the above allows the organization to "permeate" the culture at all levels and ensure that it remains in the organization.The one who must undoubtedly "push the button" for culture to be transmitted at all levels is top management.
