CLASSWORK 1 (August 26, 2023) Instructions 1.List down the major similarities and contradictions of various authors in defining the term organizational development then create your own definition using these similarities and contradictions. Kurt Lewin - He didn't specifically define Organizational Development but he focused on group dynamics and human behavior. As stated by (Dent, 2002, as cited in Burnes 2004), Lewin's subject matter are groups instead of individuals. To add to that (Alrose, 1948, as cited in Burnes, 2004) in Lewin's perspective, the group in which the individuals are deeply related builds and affects how they perceive, feel, and act. Kurt Lewin also said that taking an action is the catalyst for change rather than discussions or identifying the problem. Group decision is a process of social management or self management of groups (Self-Management, Lewin, 1953, as cited in Burnes 2004). Chester Bernard's perspective was also shared by Kurt Lewin; they regard organizations as a cooperative system. If the employees are not willing to participate and do their part, the company or organization will not thrive. Same for the company or organization, if the top executives and middle management do not have leadership or interpersonal skills, they cannot gain the trust and commitment of their employees. Ronald Lippitt - Organization development is the strengthening of those human processes in organizations which improve the functioning of the organic system so as to achieve its objectives (Lippitt, 1969). - Just like Kurt Lewin, Ronald Lippitt does not give a definite explanation for Organizational Development but he contributed to it. One of his notable contributions is the Participative Management Theory. Lippitt, along with Lewin and Ralph White, conducted research on G-Man's Club which was composed of 11 years old boys situated in public middle schools and led by college leaders. They implemented three leadership styles which are autocratic, laissez-faire, and democratic and assigned each leadership style on the three college leaders that lead five students each. After giving them a certain task and observation, they come up with different results. An autocratic leadership produced obedient and productive students but hostility is high towards each other that may root from wanting to be recognized and rewarded. Laissez-faire leadership may promote autonomy and letting the students do what they want but it puts them in an uncertain position as they do not know what to do, resulting in a low rate of output. Lastly, the democratic leadership with utilization of participative techniques deem favorable even its output rate is not the same with the autocratic, yet the students respected both the leader and fellow students (Lewin et al, 139, as cited in Szabla, 2017) With this, participative management is a collective effort of both the employees and higher executives Edgar Schein - According to Edgar Schein - Organizations do not adopt a culture in a single day, instead it is formed in due course of time as the employees go through various changes, adapt to the external environment and solve problems. - Edgar Schein contributed on Organizational Development by introducing Organizational Culture. He believes that culture sets the pace and how the company along with its employees will thrive in the environment they had at the moment. Schein, just like the other founders, have his own model which is the Three Levels of Culture. First, we have the Artifacts. It is a tangible item that can be touch, seen, or heard of (Schein, 2009, as cited in Weber & Martensen, 2021). Next is the espoused values, which pertains to the employees attitude towards others and how they do their work. It dictates on what kind of environment they want to build and maintain. Lastly, the assumptions and beliefs. It can be viewed as a mental map of a person who has the same assumptions with others and will likely be on the same wavelength when it comes to making decisions. Sharing these assumptions is the foundation and strength of a company (Schein, 200 as cited in Weber & Martensen, 2021). Douglas McGregor - Douglas McGregor focuses on management and influences it especially when he released the book The Human Side of Enterprise which he introduced Theory X and Theory Y. He also explains that authority is not equals to having an influence. You may have the authority but if the people or employees do not follow you, it is nothing (McGregor, 1960). Theory X is when the employees are motivated to do their work when there is a reward for that, most likely, money. They also demand firm and close supervision to make sure that the given task is finished. Theory Y, on the other hand, is the complete opposite of Theory X, as the employee has a sense of responsibility to do the job and is not easily swayed by materialistic things to perform better. They mostly align their personal goals to the company goals to have a motivation to do the job assigned to them. McGregor's theory mostly encourage the top management or managerial position to create and implement proper compensation system, performance criteria, and company policies which will be followed by most of the employees (McGregor, 1960) Rensis Likert - According to Likert, in his book New Patterns of Management (1961), loyalty of an employee equates to his motivation to do his job accordingly, or even perform better than what he is expected, which eventually leads to betterment of the company. Likert also introduces the Four Systems of Management which are; Exploitative-Authoritative, Benevolent-Authoritative, Consultative, and Participative. Exploitative-Authoritative approach is where the top management has complete control when it comes to decision-making and does not ask suggestions or feedback from lower management. Benevolent-Authoritative promotes a master-servant type of relationship as the top management are still the one in-charge but instead of instilling fear in its employees, they use a reward system and reward those who are deserving. This approach still lacks communication and teamwork as they do not accept suggestions or requests of their employees. Third, consultative approach where the managers trust their employees and take suggestions from them but the top management is still the one who decides which course of action should be taken. It also uses a reward system but not just in monetary value. Lastly, participative approach is preferred by most employees since they are trusted by top management and involved in most of the company's decision-making. The communication is high and the competition among employees is friendly, contributing to a healthy environment. Robert Tannenbaum - Tannenbaum with Schmid created a leadership continuum to visualize the different kind of leadership, their authority and how it affects the whole organization. It has 7 items which are Tells, Sells, Suggests, Consults, Joins, Delegates, and Abdicates. These leadership styles changes depends on which industry or what task must need to be get done - Tells - The leader takes choices and expects the team to follow, while the team participates in decision-making only little. - Sells - The choice is made by the leader, but a justification is provided. - Suggests - The leader describes the choice, provides justification, and asks if there are any questions. While the choice has already been taken, this method assists the team in understanding why, so team members do not feel as if the decision is being pushed on them. - Consults - The leader presents a choice and then solicits feedback and debate to ensure that the decision is sound. The team has the capacity to influence the ultimate result and modify the choice. The leader appreciates the team's important insight into the situation by employing this method. - Joins - The leader outlines the situation and then solicits opinions and choices from the team. The team assists the leader in making a decision through the conversation that follows. - Delegate - The problem is defined by the leader, criteria for making decisions are established, and responsibility is assigned to the team to explore answers and make a final conclusion. The leader is held accountable for the outcome, and he manages risks by setting limits and specifying criteria that must be met by the final choice. - Abdicates – The person in charge requests the team to identify the issue, create alternatives, and come to a conclusion. Given organizational needs and objectives, the team is allowed to do whatever is necessary to address an issue while still operating within realistic constraints. Chris Argyris - His contribution emphasizes the importance of implementing learning organization in an organization or company setup. Chris Argyris’ early research explored the impact of formal organizational structures, control systems, and management on individuals (and how they responded and adapted to them). This research resulted in the books Personality and Organization (1957) and Integrating the Individual and the Organization (1964) Our starting point is Argyris and Schön's (1974) claim that humans have mental maps of how to respond in different scenarios. This includes how they plan, execute, and evaluate their activities. Furthermore, they claim that these maps, rather than the ideas they expressly advocate, direct people's conduct. Furthermore, few individuals are aware of the maps or ideas that they do employ (Argyris, 1980). One way to interpret this is to imply that there is a division between theory and action. Argyris and Schön, on the other hand, contend that two theories of action are at work. . Richard Beckhard - Organization development is an effort (1) planned, (2) organization-wide and (3) managed from the top, to (4) increase organization effectiveness and health through (5) planned interventions in the organization’s “processes”, using behavioral-science knowledge (Beckhard, 1969). - Beckhard and David Gleicher developed a simplified version of the organizational transformation formula in the late 1980s. This was a major departure from previous approaches to the problem. Beckhard and his team defined a few key criteria that he thought regulated change in large businesses: dissatisfaction, initial steps, vision, and resistance to change. Beckhard and his colleagues were enormously effective in carrying out alterations to large businesses using only four fundamental elements, with little to no negative consequences. Herbert Shepard - While working with Esso in the late 1950s, Shepard performed the first major studies in Organization Development. His studies and practical work advanced our knowledge of human behavior and social systems ranging from combinations (doctor - patient or consultant - client) to organizations (synergy, alternatives conflict resolution, structure, establishing consensus, and compassion for the weak). It paved the way to subsequent breakthroughs in group psychology, leadership, and interpersonal compatibility, as well as the application of social cognition theory (educational psychology), choice theory, principled bargaining, positive psychology, and organizational development. Robert Blake - The Managerial Grid, also known as Blake Mouton Managerial Grid, is a two-dimensional framework that distinguishes several leadership styles based on two behavioral dimensions: care for people and concern for productivity. The grid generates a matrix of various leadership styles, such as impoverished (low concern for both people and production), country club (high concern for people, low concern for production), authority-compliance (high concern for production, low concern for people), team management (high concern for both people and production), and others. - "Concern for Production" is a 9-point scale that runs horizontally. A 1 indicates a low worry for production and is positioned on the far left of the horizontal line, near to the right angle; a 9 indicates a great concern for production and is located on the far right of the horizontal line. - "Concern for People" is a 9-point scale that goes vertically. A 1, representing minimal worry, is located at the bottom of the vertical line, close to the base of the right angle, whereas a 9, representing strong care for people, is located at the top of this vertical axis. - As I observe their major contributions, I categorize them based on the focus of their studies. I have three categories which are Employee Oriented, Management Oriented, and Mixed Orientation. Those who are in the employee oriented spectrum are those who think the employees or the individual needs to change for the betterment of the company. Management-oriented are those who think that the management or the group itself needs to be the one to start making changes so the employees will follow them. Lastly, the Mixed orientation is the combination of both where employee and management should help each other from the start to establish an organization development. I think those founders who are management-oriented are Lippitt, Likert, McGregor, Tabbenbaum, Bechard, Shepard, and Blake. Employee-oriented is Argyris. Mixed-orientation are Lewin and Schein. - If I would define Organizational Development, I would say that it is the key for the door of endless possibilities that will bring the organization or company good things. It is the blood that runs through all over the system, distributing the accurate and suitable remedies or changes for the betterment of the organization and anyone involved with it. 2. Highlights the significance of the 5 stems of OD in today’s business operations. Organizational Development had 5 stems which are Laboratory training, Action research or Survey feedback, Normative Approaches, Quality of work life, and Strategic change. Laboratory Training - According to Kleiner (1996), T-group training or Laboratory training are composed of small diverse groups, reflecting on their own actions, experiences, and group dynamics. Today, this is what we call Team-Building Activities implemented by companies every year. Team-building provides relevant and timely solutions to connect and understand everyone in the company if properly executed. Especially now that technologies become more prevalent and social interaction through physical aspects are not that much easy to achieve. It can also help the employees to take a rest and release some stress while learning new things about themselves, co-workers, and just how other departments interact with one another. Even as time passes by, I believe that team-building is an essential task to do in one company. Action Research and Survey Feedback - Just like the Laboratory Training, the second stem was also founded by Kurt Lewin while making it a field in social science. William White, John Collier, and Edith Hamilton are the other social scientists in the 1940's initiated this movement. Through this stem they can understand what their employees would feel once a change or development occurred. Once they gather all of the needed data then they can analyze which part of the change will be hard and need more support. Likert created surveys of attitude that employed the renowned 5-point "Likert Scale '' (French, 1982) as the primary data gathering method. The survey feedback comprises gathering data about the company while giving information to ensure they can identify and address issues (Gallos, 2006). The second stem is significant in today's businesses operations as they provide logical, data-based findings, and realistic solutions. So, when they undergo organizational development, they will not be lost and be sidetracked by unnecessary issues. Normative Approaches - Among the other management styles, participative management had been declared as the ideal management to be implemented in an organization. If used in business operations, everyone inside the company would be involved and given high regards when it comes to company's decision-making. No one is left behind or oblivious to the current state or changes inside their company or just inside their departments. Participative management instills its employees to be aware, responsible, and to do more for the company since they feel a sense of belonging and their voices are heard and important. Productivity and Quality of Work Life Balance - Of course, when we implement a schedule for our employees taking into consideration the life they have outside the company, it will help them to do their job fully and their attention are not divided as they can assure that it will not affect the life they had outside of work. They rarely request for leave of absence, reduce stress level of the employees, and improve their health aspect which most likely lead to high employee engagement, retention, satisfaction, and productivity. Keeping these aspects on high point, it will also help the company to gain more profit as there is no need for wide-range recruitment and selection and numerous training and development for new recruits. Strategic Change - If you plan to change your company policies or how you approach the market, strategic change could help you as it is used to gain competitive advantage while diminishing the risk. When you want to change an aspect or element inside your company, it is not just done overnight. It takes a lot of time and resources just on planning, so with strategic change, it gives you an idea or course of actions which you can take without putting the company in a risky position. Strategic change serves as your blueprint or map to navigate through the steps you will take until you attain the change you want. 3.Why do you think HRM students need to study organizational development? Briefly explain your answer. - As a future practitioner of Human Resource Management or any related job on my course, there's always a need for change. Not only me as an individual but also as a team member and leader of a company or department I'm working with. Learning the basic knowledge about how I can help the organization develop would give me an edge to easily create an approach which I think would fit everyone. Also, learning the types of management and approaches towards your members, helps me have an idea if I am already practicing that certain leadership style, and I can also easily judge someone's work style and how they get the job done. Overall, I think it would help me analyze the people I'm working with and how I can interact with them in a beneficial way yet giving importance to our relationship. SOURCES: (2015). Retrieved https://www.informit.com/articles/article.aspx?p=2301450&seqNum=2 from (2022). 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