Examples of organizational development in the following topics:
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- Organizational development is a deliberately planned effort to increase an organization's relevance and viability.
- Organization development (OD) is a deliberately planned effort to increase an organization's relevance and viability.
- Organizational development is a lifelong, built-in mechanism to improve an organization internally.
- Organizational development is often facilitated with the assistance of a "catalyst" or "change agent" such as an influential manager.
- Explain the role of organizational development in leadership and organizational change
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- This includes concepts such as information processing, relationships and motivation, and organizational development.
- The primary application of the behavioral-science approach can be seen in the field of organizational development.
- Organizational development is an ongoing, systematic process of implementing effective organizational change.
- Organizational development is considered both a field of applied behavioral science that focuses on understanding and managing organizational change as well as a field of scientific study and inquiry.
- Combined, the behavioral-science approach is broadly about understanding individual and group behavioral dynamics to initiate meaningful organizational development.
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- Organizational behavior is the field of study that investigates how organizational structures affect behavior within organizations.
- Organizational behavior complements organizational theory, which focuses on organizational and intra-organizational topics, and complements human-resource studies, which is more focused on everyday business practices.
- Organizational studies seek to control, predict, and explain.
- Organizational behavior can play a major role in organizational development, enhancing overall organizational performance, as well as also enhancing individual and group performance, satisfaction, and commitment.
- Organizational behavior also deals heavily in culture.
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- A core function of human resource management is development—training efforts to improve personal, group, or organizational effectiveness.
- Employee development helps organizations succeed through helping employees grow.
- Human resource development consists of training, organization, and career-development efforts to improve individual, group, and organizational effectiveness.
- The sponsors of employee development are senior managers.
- The participants are the people who actually go through the employee development, and also benefit significantly from effective development.
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- Other firms observe these innovative developments and recreate them efficiently.
- Developments in organizations help boost economic potential in a society and help generate the tools necessary to fuel its capitalistic system.
- One example of how development in an organization affects the modern era is through factory production.
- In that case, developments in organizational theory led to stronger government regulations and stronger production-related safety mandates.
- Organizational theory examines patterns in meeting stakeholders' needs.
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- Change is essential to organizational growth and development.
- It is an organizational process aimed at helping change stakeholders to accept and embrace changes in their business environment.
- Change management helps employees adapt to accelerated organizational change by attempting to eliminate the tension between employees' resistance to and suspicions about change and the organization's new direction.
- Change management uses basic structure and tools to control an organizational change effort; these primarily revolve around ensuring that all stakeholders are aware of what's going on and involving them in the strategic process.
- Identify the role of change management with the larger context of organizational theory
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- Organizational structures provide basic frameworks to help operations proceed smoothly and functionally.
- With the development of inexpensive information technology in the 1980s, corporate leaders flattened many organizational structures and caused average spans to move closer to one to ten.
- As this technology developed further and eased many middle-managerial tasks (such as collecting, manipulating, and presenting operational information), upper management found they could save money by hiring fewer middle managers.
- Centralization occurs when decision-making authority is located in the upper organizational levels.
- This diagram compares visual representations of a centralized vs. decentralized organizational structure.
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- While there is no single "type" of organizational culture, some common models provide a useful framework for managers.
- Several methods have been used to classify organizational culture.
- While there is no single "type" of organizational culture, and cultures can vary widely from one organization to the next, commonalities do exist, and some researchers have developed models to describe different indicators of organizational cultures.
- We will briefly discuss the details of three influential models on organizational cultures.
- With the rise of globalization, this is particularly relevant to organizational culture.
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- Organizational adaption is becoming increasingly relevant to both strategy and structure as the business environment changes more quickly each year.
- The greatest agent for organizational change is the socialization aspect of culture, which can be empowered structurally.
- Knowing how and being able to increase this adaptability is important to organizational success.
- Organizational change can lead to loss of stability and—if this instability becomes great enough—loss of organizational effectiveness.
- Organizational change can cause a loss of stability and results in the development of a predictable and measurable set of symptoms within an organization.
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- Affective conflict relates to trouble that develops in interpersonal relationships among team members.
- Intra-organizational conflicts occur across departments in an organization, within work teams and other groups, and between individuals.
- Inter-organizational conflicts are disagreements between people—business partners, for example, or other collaborators, vendors, and distributors—in two or more organizations.
- Explain the distinction between substantive and affective conflicts and between intra- and inter-organizational conflict