“It is a planned process of cultural and structural modifications, which visualizes the institutionalization of a series of social technologies, in such a way that the organization is enabled to diagnose, plan and implement those modifications with the assistance of a consultant. It is a very complex educational effort, aimed at changing the attitudes, values, behaviors and structure of the organization, so that it can better adapt to new situations, markets, technologies, problems and challenges that constantly arise ”Chaivenato
ORGANIZATIONAL DEVELOPMENT:
- Practical and operational splitting of the theory of behavior towards the systematic approach. It has its origin in 1962 from ideas about Man, Organization and Environment. It is not an administrative theory, it is a movement that applies behavioral sciences to administration. (Theory of organizational behavior directed to the systemic approach) The DO enhances the development and growth of organizations. The concept of Organizational Development is closely linked to the concept of change and the organization's ability to adapt to change.
WHAT IS ORGANIZATION?
ORGANIZATION IS THE COORDINATION OF DIFFERENT ACTIVITIES OF PARTICIPANTS IN ORDER TO CARRY OUT PLANNED TRANSACTIONS WITH THE ENVIRONMENT.
Two important concepts emerge from the above definition:
1.- DIFFERENTIATION OF WORK AND COORDINATION.
2.- THE "PERSON" ELEMENT AS A CONTRIBUTOR TO THE ORGANIZATION.
The ORGANIZATIONAL DESIGN, is based primarily on the organismic approach the organization (organic system antagonistic to the mechanistic system) where members of the organization are aware of their destinies, who develop a new social consciousness that together with their experiences (Vivencias and personal pasts) define their role in the organization.
We must not forget that the Organic System emphasizes trust-credibility, interdependence and shared responsibility, participation and intergroup responsibility. The decision-making process is decentralized and RESPONSIBILITY / CONTROL is shared.
ORGANIZATIONAL CULTURE
ORGANIZATIONAL CULTURE: OWN LIFE MODE THAT EACH ORGANIZATION DEVELOPS WITH ITS MEMBERS.
ORGANIZATIONAL CULTURE: VALUES, BELIEFS, TRADITIONS, WAY OF DOING THE DIFFERENT TASKS. IT IS THE TRADITIONAL AND USUAL WAY OF THINKING, FEELING, ACTING IN THE DIFFERENT SITUATIONS THAT THE ORGANIZATION IS FACING.
ORGANIZATIONAL CULTURE:
- CONDITIONS TO THE BEHAVIOR OF THE MEMBERS ARE CONSCIOUS OR UNCONSCIOUS THEY ARE ACCUMULABLE IN TIME THE ACCEPTED AND STABLE WAY OF INTERACTING IN THE ORGANIZATIONS. IT IS ROOTED IN BOTH SUCCESSES (MODEL TO BE FOLLOWED IN THE FUTURE) AND IN FAILURE (MODELS TO BE AVOIDED) IT IS THE RESULT OF ACCUMULATED TRADITIONS. WE COULD NOT SAY WHETHER IT'S GOOD OR BAD. THE WAY OF MANAGING IS DEPENDENT ON THE ORGANIZATIONAL CULTURE.
HOW DO WE CHANGE OR REDEFIN ORGANIZATIONAL CULTURE?
Change is not just about changing people's beliefs, expectations, and values, but those of the entire organization for others who are more effective in meeting the goals and mission. It is not about criticizing and disregarding existing traditions.
HOW IS ORGANIZATIONAL CHANGE ACHIEVED?
ORGANIZATIONAL CHANGE IS ACHIEVED BY CREATING A COHERENT SYSTEM OF BELIEFS AND VALUES WHICH PREDOMINATE OTHERS, WHERE THE COMPANY'S ADMINISTRATIVE PHILOSOPHIES ARE HIGHLIGHTED, AND WHICH THESE SERVE AS GAME RULES KNOWN AND ACCEPTED BY EVERYONE. IN OTHER WORDS, IT IS TO CREATE THE FUTURE BEHAVIOR OF THE ORGANIZATION.
From this it follows that for the DO, modifying the organizational structure is not enough to change the organization, but the only way to change the organization is by modifying its culture.
IF ORGANIZATIONS WANT TO SURVIVE, DEVELOP, REVITALIZE AND RENEW, IT IS MANDATORY THAT THEY CHANGE THEIR ORGANIZATIONAL CULTURE.
WHAT IS THE ORGANIZATIONAL CLIMATE?
ORGANIZATIONAL CLIMATE IS THE INTERNAL ENVIRONMENT AND THE PARTICULAR PSYCHOLOGICAL ATMOSPHERE OF THE ORGANIZATION. THIS CLIMATE IS DIFFERENTLY PERCEIVED AMONG THE MEMBERS OF THE ORGANIZATION, BUT IT MAKES THE ORGANIZATION UNIQUE AND INFLUENCES THE MEMBERS.
ORGANIZATIONAL CLIMATE, is made up of technological factors, internal policies, operational goals, regulations (STRUCTURAL FACTORS); There are also stimulated or repressed attitudes and forms of social behavior (SOCIAL FACTORS).
Consequently, the concept of ORGANIZATIONAL CLIMATE is related to formal and informal aspects, control system, procedures, norms and existing relationships within the organization.
TO CHANGE THE CULTURE AND CLIMATE THE ORGANIZATION MUST HAVE INNOVATIVE CAPACITY, WHICH IS GIVEN BY ADAPTABILITY, RECEPTIBILITY, FLEXIBILITY, SENSE OF IDENTITY, PERSPECTIVE OF THE ENVIRONMENT AND INTEGRATION.
ORGANIZATIONAL CHANGE = CHANGE OF THE STRUCTURE + CHANGE OF CULTURE
CONCEPT OF CHANGE
Our times are mainly characterized by constant changes in the environment, therefore, organizations must acquire the maximum adaptability as a basic condition for survival. Consequently, this dynamic allowed the emergence of ORGANIZATIONAL DEVELOPMENT.
In this changing and dynamic scenario, it is necessary for the organization to establish coordinated and long-term strategies, in order to develop climates, ways of working, relationships and communications consistent with the demands. Consequently, out of these organizational needs came systematic efforts for planned change, ORGANIZATIONAL DEVELOPMENT.
The forces that initiate OD can be ENDOGENOUS, that is, those that come from the environment, such as technological changes, values, opportunities and limitations (economic, political or legal). On the other hand, the EXOGENOUS forces are the ones that create the need for structural change and the behavioral ones that are born within the organization.
The changes that are taking place today require REVITALIZE and REBUILD our organizations, organizations must be adaptive and organizational changes must be PLANNED.
There are two types of exchange:
ADMINISTRATION OF CHANGE: It begins with the analysis of endogenous and exogenous forces, which create the need for change in the organization, from this the performance gap arises, which is the difference between the existing level and the desired level of performance. (PERFORMANCE GAP) To detect gradual changes it is necessary to establish a sensitive monitoring system and thus be able to determine if it is necessary to modify the structure, culture, technology or its products and / or services. And in this way, finally after detecting the need for change and making the diagnosis, we can implement the changes in an organized and planned manner.
WHAT IS DEVELOPMENT?
Development is a slow and gradual process that allows us to lead ourselves to the knowledge of the organization and achieve the full realization of its potential. In other words, development allows us to have a deep and real knowledge of the organization and the environment that surrounds it. By knowing the organization, we can determine the internal structure flexible enough to adapt to changes, allowing planning and achieving efficient management of relationships within the organization and with the environment. Consequently, organizational effectiveness is directly related to the ability to survive and adapt.
ORGANIZATIONAL DEVELOPMENT
(The planned organizational change)
CONCEPT OF ORGANIZATIONAL DEVELOPMENT: IT IS THE LONG-TERM EFFORT SUPPORTED BY HIGH MANAGEMENT TO IMPROVE PROCESSES FOR SOLVING PROBLEMS WITH ORGANIZATIONAL RENEWAL, ESPECIALLY THROUGH AN EASTERN AND COLLABORATORY MANAGEMENT MANAGEMENT, AND THE ADMINISTRATIVE MANAGERS WORK, TEMPORARY TEAMS AND INTER-GROUP CULTURE), WITH THE ASSISTANCE OF A CONSULTANT - FACILITATOR AND THE USE OF THE THEORY AND TECHNOLOGY OF SCIENCE APPLIED TO BEHAVIOR, INCLUDING ACTION AND INVESTIGATION. (FRENCH AND BELL. ORGANIZATIONAL DEVELOPMENT: BEHAVIORAL SCIENCE INTERVENTIONS FOR ORGANITATIONAL IMPROVEMENT)
Organizational development implies structural and technical changes, but its main objective is to change people, their nature and quality in labor relations, that is, to change ORGANIZATIONAL CULTURE.
If we consider that the organization has well-defined stages during its existence (pioneer phase, expansion phase, regulatory phase, bureaucratization phase and Reflexibility phase), the Reflexibility phase, which is defined as the readaptation towards flexibility, in the which organization meets its lost innovation capacity with the conscious introduction of flexible organizational systems. From the latter we can determine that ORGANIZATIONAL DEVELOPMENT IS EXACTLY A REFLEXIBILIZATION ACTIVITY.
The DO PROCESS stages are as follows:
- DECISION TO USE THE ORGANIZATIONAL DEVELOPMENT AS AN INSTRUMENT OF CHANGE. INITIAL DIAGNOSIS CARRIED OUT BY AN EXTERNAL CONSULTANT IN CONJUNCTION WITH THE MANAGEMENT OF THE ORGANIZATION, ALLOWS TO DETERMINE WHICH THE DUTY'S DEGREE IS TO IMPLEMENT, RECOLECT THE DATAL DATA AND RELATIONS OF PROBLEMS IN THE BEHAVIOR. FEEDBACK OF DATA AND CONFRONTATION. PLANNING OF ACTIONS AND SOLUTION OF PROBLEMS. IN THIS STAGE THE DATA IS USED TO FUND THE CHANGES AND THE TIMING OF IMPLEMENTATION. TEAM DEVELOPMENT, THE CONSULTANT SHOULD STIMULATE THE CREATION OF TEAMS DURING THE WHOLE PROCESS, TO ACHIEVE THE INTEGRATION OF THE PARTICIPANTS WITH THE GROUP AND THE GROUP OR INTERGRUPAL INTERACTION), MOTIVATING OPEN COMMUNICATION AND TRUST,FUNDAMENTAL CONCEPTS TO ACHIEVE THE EFFICIENCY AND EFFECTIVENESS BETWEEN THE GROUPS. INTER-GROUP DEVELOPMENT, IN THIS STAGE THE GROUPS ARE CONFRONTED AND SO IMPROVE THE INTER-GROUP RELATIONS. EDUCATION AND FOLLOW-UP, THE RESULTS OF THE ESF. COMPLEMENTARY PROGRAMS IN AREAS THAT ARE NEEDED TO ACHIEVE ADDITIONAL RESULTS.
ORGANIZATIONAL DEVELOPMENT PROCESS (SUMMARY):
1.-DATA COLLECTION:
- DATA COLLECTION AND METHODS OF COLLECTION TECHNIQUES AND METHODS OF DESCRIPTION OF THE ORGANIZATIONAL SYSTEM RELATIONS BETWEEN THE ELEMENTS AND SUBSYSTEMS IDENTIFICATION OF IMPORTANT PROBLEMS IN THE ORGANIZATION.
2.-ORGANIZATIONAL DIAGNOSIS:
- PROBLEM SOLVING PROCESS. IDENTIFICATION OF ORGANIZATIONAL DYSFUNCTIONS. DETERMINATION OF WEAKNESSES, DISAGREEMENT AREAS, PRIORITIES AND OBJECTIVES. GENERATION OF STRATEGIES AND DEVELOPMENT OF PLANS FOR ITS IMPLEMENTATION.
3.-INTERVENTION ACTION:
- APPLICATION OF DO TECHNIQUES: SENSITIVITY LABORATORIES (T.GROUPS-TRAINING GROUPS) TRANSACTIONAL ANALYSIS (AT-SELF-DIAGNOSIS OF INTERPERSONAL RELATIONS) CONSULTANCY OF COMPONENT PROCEDURES FOR DEVELOPMENT OF COMPUTERS.) DATA FEEDBACK TECHNIQUE OR FEEDBACK (INFORMATION SUPPLIES TECHNIQUE), THIS TECHNIQUE IS OF TOTAL INTERVENTION OF THE ORGANIZATION.MODELS OF DO: MANAGERIAL GRIP OR ORGANIZATIONAL CHANGE PARTICIPATED BY THE ORGANIZATIONAL CHANGE AS A MECHANICAL DESIGN) LAWRENCE AND LORSH MODEL (DIFFERENTIATION AND INTEGRATION CONCEPT, DIAGNOSTIC AND ACTION MODEL) REDDIN MODEL (3D-MANAGEMENT STYLES)
ORGANIZATIONAL DEVELOPMENT
- IT IS BORN FROM THE EXISTING CHANGES IN THE ENVIRONMENT AND THE INABILITY OF THE CONVENTIONAL STRUCTURES TO THE ADEQUACY. ITS ORIGIN IS BORN FROM THE THEORY OF BEHAVIOR AS A FOLDING TOWARDS THE SYSTEMIC APPROACH. GAINING SPACE IN THE ADMINISTRATIVE THEORY. ORGANIZATIONAL DEVELOPMENT PRESENTS TO THE ORGANIZATION A DYNAMIC CONCEPT OF ORGANIZATION, ORGANIZATIONAL CULTURE AND CHANGE APPLIED TO THE ADMINISTRATION. ITS ORGANIZATIONAL PROCESS IS DIAGNOSED, DIAGNOSTIC DATA COLLECTION FROM THE STRUCTURAL CHANGES (FORMAL) AND ALTERATION OF THE BEHAVIOR (CULTURE AND ORGANIZATIONAL CLIMATE). IF THE DO IS NOT EXCENT FROM CRITICISMS, THERE IS NO DOUBT THAT IT IS AN ALTERNATIVE THAT EMPHASIS IN THE PARTICIPATION OF ITS MEMBERS,ALLOWING THE RENEWAL AND REVITALIZATION OF THE ORGANIZATIONS, MAKING THEM EVERY MORE ADAPTIVE, FLEXIBLE, RECEPTIVE, WITH A HIGH SENSE OF IDENTITY, INTEGRATED AND WITH A GOOD PERSPECTIVE OF THE ENVIRONMENT THAT SURROUNDS IT.
