intro to hrm lecture 10 - challenges in organizational development
TRANSCRIPT
Challenges in OrganizationDevelopment
Overview
• Theories of change in individuals and organizations
• Model of planned change
• HRD and change: individual and organizational
• Challenges:
• Diversity
• Glass ceiling
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What is Organizational Development?
A process used to enhance both the effectiveness of an
organization and the well-being of its members through planned
interventions
Two most prominent theories:
• Change Process Theory
• Implementation Theory
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Change Process Theory – Lewin’s Model
Seeks to explain the dynamics through which individual and
organizational improvement and changes take place
Three Stages:
• Unfreezing (readiness)
• Moving / Changing (adoption)
• Refreezing (institutionalization)
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Schein’s (expanded) Three-Stage Model
Unfreezing: Creating motivation and readiness to
change
• Disconfirmation or lack of confirmation
• Creation of guilt or anxiety
• Provision of psychological safety
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Schein’s Three-Stage Model
Changing: helping an individual to see, judge, feel, and
react differently
• Based on a new point of view
• Identifying with a new role model, mentor
• Scanning the environment for new relevant information
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Schein’s Three-Stage Model
Refreezing: helping an individual to integrate the new
point of view
• Personality
• Self-concept
• Relationships
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The Big Issue with these models
Focus is primarily on resistance
• If you’re not familiar, may I recommend a great read:
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Promoting Readiness for Change
Instead of focusing on resistance to change, shift in emphasis
toward ensuring both individuals and organizations are ready for
change.
I’ll be explaining with the help of John Candy and the rest of the
cast of the classic 1993 movie “Cool Runnings”
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Discrepancy: The gap between current and ideal state
Why change?
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Efficacy: Confidence in the ability to make the change
“Can we do this?”
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Appropriateness: Perception that this is the right change
“Why this change?”
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Principal Support: Leaders support the change
• “Is management walking the talk?”
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Valence: Intrinsic and extrinsic benefits
What’s in it for me?
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8 Factors for successful change
1. Ensure the need
2. Provide a plan
3. Build internal support for change and overcome resistance
4. Ensure top management support and commitment
5. Build external support (where needed)
6. Provide resources
7. Institutionalize change, (“refreezing”)
8. Pursue comprehensive change
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Model of Planned Change
Implementation Theory
Focuses on specific intervention strategies that are designed
to induce organizational change
Four types of interventions:
• Human process-based
• Techno-structural
• Socio-technical systems (STS) designs
• Large system changes (organizational transformation)
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Implementation Theory
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Level Emphasis HRD Application
Human
Process
Based
Employee needs
Job satisfaction
Individual differences
Norms and values
Team effectiveness
Career development
Stress management
Coaching
Cross-cultural training
Orientation and socialization
Team training
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Level Emphasis HRD Application
Techno- structural Job competencies
Improving work content
Skills and technical training
Job design and enrichment
Socio-technical Self-managed teams
Total quality management
Team training
Quality training
Organization
Transformation
Beliefs and principals
Reorganization
(Downsizing)
Continuous learning
Missions and Goals
Employee assistance
programs
Management development
High performance work
systems
Implementation Theory
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Model of Planned Change
Individual Cognitive Change
Alpha
• Perceived change in the levels of variables (skills) without
altering their configuration (job)
Beta
• Change in the value of variables
Gamma (A)
• Change in the configuration of existing paradigm
Gamma (B)
• Replacement of one paradigm with another that contains new
variables
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Gamma (B): Replacement of one paradigm with another that contains new variables
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23
Limitations to Organizational Development
• Lack of true experimental designs
• Lack of resources available to practitioners
• Limitations of field research designs
• Potential bias by OD evaluators (who are often the designers of
the intervention)
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Quick Break
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Part 2 - Diversity
What do you see?
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People aged 14-50 from Bolivia, China, Ethiopia, France, Indonesia, Italy, the Netherlands, Peru, Tunisia, and Uganda offered the following interpretations:
• Two women are walking and a man threatens one of the women with a piece of wood.
• Two men are attacking a woman.
• A woman steps aside to let a blind man pass.
• A beggar and a woman
• Gardening
• A farm family working on their land
• Two people helping each other do something
• Poor people. The man is digging for something and the woman is waiting to take it.
• A man cleaning the floor
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What do you see?
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What do you see?
• A teacher reprimanding a student
• A man teaching other men
• A boss giving instructions to employees
• A government official warning people
• Someone giving a blessing
• A preacher in church
• A film director instructing his crew where to stand
• A salesman trying to sell his wares
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What do you see?
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What do you see?
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What are the main influences?
• Family relationships
• Hierarchical relationships
• Unique attributes of people in the picture
• Gender differences
• Cooperation
• Antagonism
• Details that highlight professional or religious roles
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Diversity in the Workplace: Cultural Training
Globalization has resulted in more individuals being given expatriate assignment
Many organizations are providing cross-cultural training to prepare these individuals for their assignments. The four primary elements are:
• Raising the awareness of cultural differences
• Focusing on ways attitudes are shaped
• Providing factual information about each culture
• Building skills in the areas of language, nonverbal communication, cultural stress management, and adjustment adaptation skills
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Cultural Training
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Diversity and Socialization
Issues confronting minorities in the workplace:
• Feeling of isolation due to cultural differences
• Additional stress if they feel they must become “bicultural” in
order to be accepted
• Held to higher standards than other coworkers as they enter
nontraditional occupations
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Questions for Cultural Awareness Training
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Question Potential area of discussion Examples
What are some key dissimilarities
between people from different
cultures?
1. Physical traits
2. System of values
3. Language or dialect
4. Religion
5. Institutions
Gender
Age
Race
Work ethic, …
How do these differences come
about?
1. Custom
2. Lifestyle
3. Shared norms
4. Shared experiences
5. Communication patterns
Clothing
Food
Nonverbal symbols
What are the implications when
different cultures interact?
1. Conflict
2. Stereotyping or
ethnocentrism
3. Sexism or racism
Misunderstanding
Refusing to accept
Discrimination
Diversity Practices
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Effective Diversity Practices Theme Importance rank
Inclusive culture and values
Retaining diverse talent
Advancing diverse talent
Global/Cultural diversity
Recruiting diverse talent
Community/Supplier/Customer diversity
Diversity education and training
Career development for diverse talent
Employee involvement
Leadership commitment and involvement
Corporate communications reflective of diversity
Performance accountability and measurement
1 (71%)
2(69%)
3(63%)
4(59%)
5(57%)
6(53%)
8(51%)
9(49%)
10(42%)
11(40%)
12(39%)
13(30%)
Forms of Discrimination: (1)Access Discrimination
When an organization places limits on job availability
• Restricting advertisement and recruitment
• Rejecting applicants
• Offering a lower starting salary
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(2) Treatment Discrimination
Occurs after a person is hired
• Limiting opportunities, promotions
• Difficulty moving into executive / policymaking positions
• Racial harassment on the job
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Equal Employment Opportunity
The right to obtain jobs and earn rewards in them regardless of
non-job-related factors
Unlawful for employers to make employment decisions
based on:
• Race, color, sex, religion, national origin, age, mental or physical
handicap, Vietnam-era or disabled veteran status, or pregnancy,
unless these factors can be shown to be job related
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The Glass Ceiling
An invisible but impenetrable boundary preventing women and
minorities from advancing to senior management levels
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The Glass Ceiling Commission (1996)
• Neither women nor minorities tended to advance as far as
their white male counterparts, although women advanced
further than minorities
• While most organizations made a concerted effort to identify
and develop key (white male) employees, few organizations
had taken any ownership for equal employment
opportunity and access
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The Glass Ceiling Commission (1996)
• The few women and minorities who held executive jobs were in
staff positions that were considered outside the corporate
mainstream for promotions to senior-level positions
• While most of these organizations held federal government
contracts, most had inadequate equal employment and
affirmative action record keeping
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EU Report on Gender Equality (2017)
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EU Report on Gender Equality (2017)
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Summing Up
Human resource development can address the challenges and
generate potential benefits of workforce diversity through a
combination of:
• Training and development
• Career development
• Organizational development
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