Application of scientific knowledge for practical purposes

Technology is seen as deskilling, taking work from people and reducing the remainder to tendinous and repetitive work

Which is NOT a Economic Impacts

Technology as enriching l, routine and boring jobs are allocated to computers which provide tools to allow people to be creative and handle information in diverse & powerful ways.

Organizations flatten because in postindustrial societies, authority increasingly relies on knowledge and competence rather than formal positions

Information Systems give both large and small organizations additional flexibility to overcome the limitations posed by their size

A complex transformation effort intended to evolve an organization from A to C, so it can better adapt to a changing environment and stay competitive despite the conditions

Used as a means of improving the organization effectiveness in solving problems and achieving it's objectives

Indicates that problem exists such as conflicts between diverse groups the need for increased quality and productivity low profits and excessive absenteeism

Person responsible for the OD program. Can use a variety of methods to diagnose problems.

Reviewing records, observing, interviewing individuals and work groups, holding meetings, and/or using questionnaires

process of developing the ability to perform both present & future jobs

process of developing the necessary skills to perform the present job

They are used interchangeably as well

Systemwide Application and transfer of behavioral science knowledge to the planned development, improvement

Systematic use of scientific and technical knowledge to meet specific objectives or requirements

What are the Objectives of OD

It changed the market & environment

strategic HRM, organization design

an organization collects, stores manipulates

Founding father of OD

Mood or unique "personality" of an organization which can be observed in the attitude & beliefs

Deeply seated norms, values & behaviors

the development of theories or model of planned change facilitated the development OD

forces that push in a direction that causes change to occur

forces that counter driving forces, they oppose change cause a shift in the equilibrium which opposed change

can be raised or lowered by changes that occur between the driving and restraining forces

process to integrate the new behavior into the persons thinking and attitude

starts by challenging many of the beliefs, attitudes, and behavior of people within the organization

effective change begin with the organization. time and frequent communication - two key factors

focuses on "what the organization is doing right" and not problems

inherent in any helping relationship. how practitioners perform the relationship with organization members.

planned approach to improve employee and organizational effectiveness

the relevant data is collected through personal interviews, observations and questionnaires

understanding and identification of the existing and potential problems in the organization

diagnosis of the current situation, usually it is not limited to a single problem

involves planning and implementation part of the change process

diverse procedures as experiental exercises, questionnaires, attitude service

process of relaying evaluations to the client group

principal learning processes in the "action" stage of organization development

a person is gratified or fulfilled by his or her work

job satisfaction is one part of life satisfaction. the natures of a workers environment of that job indirectly influences his or her feelings on the job.

satisfied employee tends to be absent less often

proportion of employees living an organization during a given time period

total set of features and characteristics of a product or service

encouraging team members to think like a team

must be reasonably qualified to perform their jobs

keep the team members oriented toward their overall task

maybe financial or maybe in the form of recognition

too many changes and personnel transfers

employees lessen their output

concludes that groups will produce better answers to questions and problems than a single individual can

occurs when a manager resolves a conflict that has become harmful or serious

the creation and constructive use of conflict by a manager

enhances and organizations capability draw heavily on the social sciences for conceptual grounding

focuses organized and used to improve performance

emphasizes teamwork, few layers, strong lateral, relations and networking

gathering and processing information facilitate rapid acquisition, processing and sharing of rich, complex information

including appraisal, rewards and training

promotes openness, creativity and experimentation

actively model the openness, risk taking and reflection necessary for learning

starts with discovery when errors or gaps

aimed at devising solutions to close the gap

implementing solutions and generalization

improving the status quo

changing the status quo

involves learning how to learn

related to organizational invasion of a person's private life

useful info should be recorded and retained

obsolete information should be removed

personal data system unknown

keeper of the information responsible

information should only released - need to know

able to examine records

employees inner self should not be invaded or exposed

micro computers in clip on id cards

automatic counting of keystrokes made by data entry clerks

group of interacting interrelated or interdependent elements forming a complex whole

the system of concern to those who have interest in it

provides a very powerful approach to problem analysis

is a narrow branch of engineering associated with computers, software, and information technology

interdisciplinary approach and enable the realization of successful systems

solution of a system product service project or other human made entity from conception through retirement

generally consists of a series of stages regulated by a set of management decisions

abstract conceptualization oriented global and focus to achieve the mission and life cycle concepts of the system

often used for representing fundamental aspects of the system architecture

a statement that identifies a system product or process characteristics or conflict

all of the requirements at the system level that describe the functions with the system as a whole

ensures you build the system right

ensures you built the right system

meets the rules and characteristics defined for writing a good requirement

agreed to transformation that clearly communicates the stakeholder needs and expectations

ensuring the design and built or coded system meets its requirements

processes that occurs after system verification that confirms the design built and verified systems