High-Performing Systems and the Learning Organization
Learning Objectives (part 1 of 2)
- Describe system-level intervention.
- Identify survey research and feedback process.
- Recognize characteristics of learning organizations.
- Recognize steps of reengineering.
Learning Objectives (part 2 of 2)
- Describe system 4 management.
- Explain characteristics of high-performing systems.
- Recognize 6 phases of Grid OD program.
- Experience and practice system approaches.
System-Wide Interventions
- OD interventions aimed at change within total system.
- OD is systems approach to group and interpersonal relations.
- System wide interventions examine:
- Organization design.
- Organization flow patterns.
- Interactions of individuals and groups.
Survey Research and Feedback
- Employee attitude surveys serve two important functions:
- Improvement tool.
- Communication tool.
Steps in Survey Feedback
Step 1 – Top management plans survey.
Step 2 – Outside staff gives questionnaire.
Step 3 – Outside staff summarizes data and gives feedback to organization.
Step 4 – Work group diagnoses problems and develops action programs.
Results of Survey Research
and Feedback
- Indicate positive changes in employee attitudes and perceptions.
- Greater involvement of members produces greater change.
- Feedback combined with other interventions results in more substantial change.
Learning Organization (part 1 of 2)
- System-wide change program.
- Emphasizes reduction of organizational layers.
- Involvement of all employees.
- Continuous self-directed learning.
Learning Organization (part 2 of 2)
- Leads to positive change in individual, team, and organization.
- A learning organization develops continuing capacity to adapt and change.
Approach to
Learning Organization
- Brings together key members in collaborative process to discover problems.
- Then develops model of new system.
- Continuous testing of experience into knowledge accessible to whole organization.
Core Values of Learning Organizations (part 1 of 2)
- Value different kinds of knowledge and learning.
- Encourage communication between people with different perspectives.
- Develop creative thinking.
- Remain nonjudgmental of others and their ideas.
Core Values of Learning Organizations (part 2 of 2)
- Break down traditional barriers.
- Develop leadership throughout organization.
- Reduce distinctions between members.
- Every member has untapped human potential.
Characteristics of
Learning Organizations
- Constant readiness.
- Best knowledge available.
- Collaboration across organization.
- Continuous planning.
- Improvised implementation.
- Action learning.
Reengineering:
Radical Redesign
- Radical redesign of business processes to obtain drastic improvements.
- Makes all processes more efficient to gain quantum leap in performance.
- Emphasizes products, customer satisfaction, and improvement in processes.
Steps in Reengineering Process
Step 1. Identify key business process.
Step 2. Identify performance measures.
Step 3. Reengineer the process, organize work around process, not functions.
Step 4. Implement redesign process and continuing reevaluation.
System 4 Management
- System 4 management model based on research of organizations.
- Describes organizations on a continuum:
- Bureaucratic organizations (ineffective) at one end.
- Participative (effective) at the other.
The Four Management Systems
- System 1 – Exploitive-authoritative (top-down, autocratic,).
- System 2 – Benevolent-authoritative (top-down, less autocratic).
- System 3 – Consultative.
- System 4 – Participative.
Implications to OD
- System 1 organizations tend to be least effective.
- System 4 tend to be most effective.
- OD practitioner tries to move organization from system 1 to system 4.
Figure 14.1
Profile of Organization Characteristics