Questions related to Organizational Development
I am working on organizational development (OD) as the dependent variable in my doctorate studies; kindly suggest to me that the potential research streams in OD have a strategic impact?
Who are the living research gurus in the field of OD?
Or any good suggestion, welcome?
I am interested in an effective and synergistic Organizational Development process (plan, implementation, operations, improvement).
Please advise if you could provide such an academic/professional framework.
Dear Research Community,
I am asking for your participation and especially for your feedback on our Self-Assessment for Digital Transformation Leaders: https://t1p.de/mwod
The goal is to provide leaders a mirror to reflect on themselves and the skills as well as personal attributes required for digital transformation. In the end, participants receive an integrated presentation of their results (see appendix).
- Are all questions understandable?
- Which questions lack precision?
- In your opinion (as a digital leader), are essential aspects still missing? If so, which ones?
I am looking forward to any kind of suggestions.
through my research, I am more and more coming to the conclusion that the contexts of corporate change turn out to be essential. For example, a transformation in agriculture is regulated quite differently than in the aerospace industry. In a recent presentation by Daimler's CEO, this aspect was emphasized in particular (ecosystems, increasing networking, etc.).
Beyond the ambiguous definitions of change, there are, as you surely know, various approaches to characterizing corporate change. One comprehensive approach is presented by Albach et al. 2014 (https://t1p.de/rk70), see appendix.
There are also characterizations for economic activities, the International Standard Industrial Classification of All Economic Activities, both as a broad and very detailed industry specification: https://t1p.de/7cth
Do you know if there is already research in this area? Which disciplines are addressing the question of how industry contexts (macro) influence corporate change (micro)?
Certainly, it is not possible to cover all industries, but is there, for example, research in the context of C - Manufacturing? How do the industry-specific characteristics of the manufacturing industry affect corporate change projects? Are there certain change characteristics (features, certain dynamics, etc.) that are always expressed in the same way on a broad or detailed industry classification?
How would you proceed methodically with the investigation? I thought first of all of an investigation of the rough structure, e.g. expert interviews and a subsequent survey? Feel free to "brainstorm" as an answer as well.
Thank you and best Greetings from Aachen, Germany
The great social transformations coming from the new technologies have brought to the same work environment at least three different generations. This is possibly an unprecedented event. It is not just a question of ages, but of paradigms, of mental models. Organizations have not yet developed into the new scenario and retroacting is far from a possibility. What management artifacts should compose a enabling context full of opportunities and able to create extraordinary value for stakeholders. Will we experience a new cycle of theories related to Organizational Development?
Could someone please help in finding the specific questionnaire used in this book?
Survey of Organizations: A machine-scored standardized questionnaire instrument , by Taylor & Bowers, 1970
The link to the book can be found here: http://books.google.mk/books/about/Survey_of_organizations.html?id=tR5HAAAAMAAJ&redir_esc=y
However, it does not contain the pages with the questionnaire and I still remain unable to obtain it. Would anyone be willing to help provide me the questionnaire?
A recent study in Pakistan has proved that the integration of various sectors i.e. organizational development, health and disaster management does accelerate the pace of strengthening community resilience (https://www.henrystewartpublications.com/jbcep/v11). The results show that the following initial benefits of sectoral integration could be achieved:
• less fatigue/time-consuming for communities;
• optimum utilisation of resources;
• minimum human resources for maximum outputs;
• cost sharing;
• community involvement;
• easy planning;
• harmonisation of various tools;
• shared ownership;
• cost effective;
• avoids duplication of resources;
• sustainable in terms of local management, ownership and adoption by local communities;
• addresses root causes of vulnerabilities associated with all sectors, and many more.
I have the following queries:
1. Are there any similar findings of sectoral integration in other countries or regions?
2. If yes, why do we need to implement sectoral programs in standalone for strengthening community resilience?
Volatility, uncertainty, complexity, and ambiguity call for different ways of perceiving the world, different approaches to sense and decision making, and different modes and combinations of leadership.
- Administrative Leadership. Administrative leadership is the managerial approach followed by individuals and groups in formal roles as they plan and coordinate activities in standardized business processes to accomplish organizationally-prescribed outcomes efficiently and effectively.
- Adaptive Leadership. Adaptive leadership is the informal process that emerges as organizations generate and advance ideas to solve problems and create opportunity; unlike administrative leadership, it is not an act of authority and takes place in informal emergent dynamic among interactive agents.
- Enabling Leadership. Enabling leadership is the sum of actions to facilitate the flow of creativity (e.g., adaptability, innovation, and learning) from adaptive structures into administrative structures; like adaptive leadership, it can take place at all levels of an organization but its nature will vary by hierarchical level and position. (Uhl-Bien, Marion, & McKelvey, 2007)
I do my research on the changes that was recently experience by different company. The changes can be in terms of downsizing and so forth that can help the organization to adapt to the changing environment.
I need some article that focus on discussing the changes experience by one company.
This field is where you should enter a question about your research. Your sentence should end with a question mark.
- What role do you think that process mapping and flow theory will play in the future digital organisation?
- Do you think the lean methodology will fade as organisation develop into digital organisations?
- Can process mapping in your perspective offer distinctive capabilities to the digital organisation?
This research aims to “investigate, explore and identify” external factors that could influence “management decision-making processes” in pursuing CO2-EOR projects. The CO2-EOR is a process or technique that aimed at sustaining productions of depleted oil fields. The method is based on utilising recycled natural or anthropogenic CO2 that allow to significantly extend the life cycle of mature oil fields and create additional revenue for oil producers (NEORI, 2012).
I need to find the scale of the three dimensions of organizational structure (centralization, formalization and complexity)
I would like to investigate the group/work faultlines among teachers in schools. But I don't know how I can measure that. Could you recommend to me, how I can designed the study?
Working on how organization intend to increase market share, by adopting strategies to compete effectively on the market in the catering business.
I am keen to identify recent literature that examines ways in which downsizing and organisational restructuring can contribute positively to strategic organisational change. I am particularly interested in examinations of how it can change the behaviours and competencies of a workforce by changing its membership. I am also keen to find recent literature that examines the risks and uncertainties associated with such efforts, including ways in which downsizing and restructuring may itself disrupt efforts to bring about organisational change.
I need to develop an instrument/qualitative data gathering questionnaire for my dissertation topic; 'The Effect of Technostress on Organizational Performance and Employee/Job satisfaction'.
I need questions and information to be added to the instrument.
More and more organizations are looking to create a positive image towards its stakeholders, and therefore communicate in this direction. The employee communication seems an interesting element at several points. The first is that communication by the employees seems to be more credible than the organization itself. This communication is both inexpensive and can reach a exponential number of individuals whether future candidates, but also consumers, ... - Integration of social media helps bring a new look on participatory management. Consider the look of employees vis-à-vis their organizations to better understand some reluctance, motivations, prior to any changes in the organization and more broadly answer the question of the meaning of their work.
With modern value driven businesses I mean businesses that align all their management activities with their values. For example hiring and firing decisions are based on their values, their employee performance measurement system is based on their values etc. An example of such a business is Zappo. With traditional family businesses I mean the family businesses where most of the employees are relatives or are recommended by family members. Having worked in countries where most of the businesses are family business, I see a lot of similarities between the traditional family businesses and the modern value driven businesses in the way of managing their employees and their business. I am interested in research of others concerning this topic as well as in opinions and experiences of others concerning this topic.
Though there is plethora of literature on the relationship b/w board independence and firms performance, none (to the best of my readings, so far) has explained the channel through which board independence affects firms financial performance. any particular article? suggestions? much appreciated.
Hi everybody! I try to write a little article about the new trend of Reinventing organizations and I am searching for pros and contras of this new methods. I have found it really hard to get any empirical data (peer reviewed), even Holacracy-traders theirself said that they don't have any empirical Data (yet!). Do you maybe have any idea where I can re-focus my research? Or maybe an approach-advice? What would you reccomend to base on? What are for you the main points about this "Paradigm-Changing Phenomena"? I will be thankful about every advice! Greets from Switzerland!
HRD plays a prominent role in change management by improving employee commitment to change, change self-efficacy, change competencies, but I am not able to find articles on these relationship and also with employee readiness for change. I would be thankful if any one would provide these research articles.
Hi, I look for articles, books or any other types of academic works on the futurology of architecture and living space. Namely, I'm interested in the structural (organizational) development in this field. In addition, I study the changing character of interaction between user and living space, and look for texts about it. Any suggestions are welcome!
Can anyone help me to find more research articles about the relationship between perceived organizational support and work life balance ?
What is the difference between Corporate Entrepreneurship and Entrepreneurial Orientation?
I read that CE related to activities while EO is linked to qualities.
Can you provide me with reliable articles?
Thank you in Advance.
Once curricula reforms occur, principals have to foster implementation of the proposed changes. How do they ensure whether teachers are implementing the new curriculum following a proposed strategies?
Does anyone know of an instrument to measure SMEs productivity? It should be answered by uneducated and educated managers, and must provide comparable data along different economic sectors.
How can we develop a list of micro foundations for organizational capabilities? is such a list different for different capabilities?
My intention is to analyze the teaching networks of university employees and especially what influence an organizational change program has on the formation and structure of these networks.
Therefore I don´t want to look into the ego-centric networks. Instead I am interested in the structure and development of the “whole” teaching network.
But in order to create a “whole” network I want and need to collect egocentric network data. Therefore I want to ask each participant how his egocentric network looks like now. This is my data at the point T1. My question is: Does anybody know which software can connect egocentric network data or nodes in order to create a “whole” network? I especially don´t want and cannot collect the data with a snow ball approach.
I really appreciate any help and information I can get! Thank you very much in advance!
I am working on a conceptual model (three independent variables as Organizational development, career development and training & development) and the dependent variable is 'Change Agent'. I have asked questions 5 questions on each of independent variables but for dependent variable I didn't ask any question. Now I wanted to know is there any possibility to estimate the model using the responses of independent variables only (by using AMOS)?
Note: If anybody has any relevant research paper in this regard then do share kindly.
I am looking for a measure of behavioral complexity in a strategic leadership context (in this case, nonprofit boards of directors). The most common instrument for this purpose seems to be Cameron & Quinn's Competing Values Framework. However, the wording of the language is very managerial and at the interpersonal level (even in the most recent version of the instrument from Lawrence et al., 2009).
In a strategic leadership context where the leadership tasks are more oriented toward environmental scanning, sensemaking, and decision making around deployment and alignment of organizational resources, it seems to me that the interpersonal-level framing of the CVF does not fit. This is all the more true in a governance context, where the leadership of board members does include have some interpersonal interaction, but they do not have supervisory relationships with staff. (Even the CEO reports to the board as an body, not to individual members.)
Does anyone know of a validated version of the CVF that has been used in this context?
Or are there other measures of behavioral complexity that would fit what I am looking for?
Transformational leadership can be defined as “a motivational leadership style which involves presenting a clear organizational vision and inspiring employees to work towards this vision through establishing connections with employees, understanding employees’ needs, and helping employees reach their potential, contributes to good outcomes for an organisation” (Fitzgerald and Schutte, 2010, p.495).
My question is how to inspire others? any solid techniques?
Thank you so much.
I am currently doing research on a public training organization and intend to identify employer support, trainees intentions and training protocols affecting performance.
Edgar Schein claims that: "Culture and leadership are two sides of the same coin. When organizations start or when groups start there is always a leader who has a preferred way of doing things, and those preferences by definition are going to be imposed on the group members. If you don’t like the way I run this group, I’ll replace you. The leader’s values and preferences are the first ways that a group or organization does things and if that works it becomes eventually the culture of that group. So in a very real sense, founders and leaders create culture.”
Can the same be true for an organization within business ecosystem?
How significant to your organization are these two: 1. Sustainability and 2. Competitiveness? What are the significant considerations that management must engage to get to them?
In case you are preparing a survey to determine how much your leadership has achieved in the two areas, what will be your certain questions?
We are carrying out a research on organizational determinants of university-industry cooperation in Latinamerican universities. One of those explanatory factors is university leadership. We would like to measure the characteristics of university leaders that determine the impact of these linkages with firms.
We first measured this using the short transformational leadership scale developed by Carless et al. (2000). However, we realized the university leadership is distributed (Rector/President, deans, heads of Departments, …). Any idea about how to face this issue?
Anyone interested in a joint research to further study this?
We are about to start to develop the Human Resources Development strategy for an oil and gas company. Can someone share the methodology to do such works and experiences of the oil and gas company in this matter?
My research topic is "Impact of HRD Interventions on Organizational effectiveness". To measure organizational effectiveness (OES) I have to develop a scale. Recommend any articles or books related to OES.
As per Jansen et al. (2013) HPWS lead to anxiety and role overload among its employees, which can be lessened by appropriately giving them the power to control (job control) but do organisations really empower their employees to lessen their stress level, which is of great concern in present scenario.
I am interested in research on the emotions OD practitioners experience as they transition from internal employees to external OD consulting roles.
How do these emotions impact organizational change?
The literature in the area of organizational culture research is flooded with the traditional Positivist quantitative approaches.
Can an Interpretivist qualitative method be used to understand this phenomenon through a case study or ethnography approach?
Which is better suited and relevant to the academic pursuit of research?
To explain Organizational health, it is essential to examine the aggregate health in relation to the health of various components of the organization. Systems theory underpins this aggregate health scenario. Systems theory was conceived by a reach of scholars as a means of examining and engaging with a miscellany of topics in complex Organizational systems (Ashby, 1962; Boulding, 1956; Churchman, 1968). Systems theory elaborates into two fundamental issues: ﬁrstly, the correlation of several constituents within the organization and with the organization as a whole; and secondly, the kinship between the whole system and its feeder environment.
During the past decades obsolescence has been assessed in various ways (Kaufman, 1989; Pazy, 2004; Rosen, 1975; Rothman & Perrucci, 1970; Van Loo, 2005). Kindly link any questionnaire which is open access.
Often, organizations decay in effectiveness due to bad internal communication. Research has revealed that communication skills are the most important skills for determining success of managers in organizations. The salient question is of measuring the effectiveness of communication policies in organizations. Your views on some indicators in this regard?
Organizational effectiveness is commonly referred to as the degree to which predetermined goals are achieved, whereas Organizational Efficiency refers to the economical manner in which goal oriented operations are carried out- something of an input/output ratio. What are the indicators or variables to show that the organisation effective?
We always say / hear that bottom-up approaches stand a far better chance to succeed compared to top-bottom directives. Have you had any experience in that?
One of the leading strategic human resource management issues for employers in the developed world is managing collective and individual diversity. This facilitates employee engagement. More and more organizations use this intervention for building a more just, fair and exciting workplace. However, the developing world largely seems to be unaffected by this euphoria. Diversity is almost a non-issue there, or is just beginning to be noted. Why do you think this is so?
I would like to know more on the existing research on organizational innovation and innovative HR practices in highly successful organizations. I am planning to write a working paper on the subject hence looking for relevant literature.
Leading organizations are focusing on carving out appropriate values and creating such conditions that facilitate people to learn to live those values. This enhances organizational brand and helps in aligning people's attitudes and behaviors to business vision and goals. Thus, the focus is on personal development as well as organizational development.
But it has been found to be the most difficult task to do so. On the basis of your experience, what method/s do you suggest for this to happen so that people do not feel it stressful to learn and adapt to the new values?
I need more ideas about the justification below to explain why by using heads of departments as respondents can reflect the innovation in organizations in general. With note that the study purpose is to examine the relationship between HRM practices, (knowledge sharing as mediating) on service innovation ( hotels are the case).
I have give justification as following: in order to collect information about the innovation in the whole hotel, it has been assumed that only the heads of departments are supposed to have the most relevant information about the innovation in their departments as the head of innovation. In addition, the head of each department considers the better position to simply discover and provide the right and precise information on the impact of HRM practices and knowledge, sharing on departments’ innovation. Thus, collecting information from all departments in the hotels may can reflect the level of innovation in the whole hotel
Some suggest that the matrix organization is the next level in organization development were some areas consist of traditional functional departments, such as IT, or HR, whereas other parts of the organization, such as sales and marketing, completely transformed into a process driven organization.
While attitude involves mind's predisposition to certain ideas, values, people, systems, institutions; behaviour relates to the actual expression of feelings, action or inaction orally or/and through body language. I am sure, others will look at these somewhat differently.
This question is more directed at Youth Sport but can be applied across the board in team sports for adults too. The rationale for the question is based on the importance or lack of, placed on sport specific skills when most 'screening' procedures tend to focus on physical capacity testing as the main basis for exclusion of players from progressing into High performance groups/teams.
Mintzberg et al. talk about intended strategy and deliberate strategy in their model of business strategy; the difference between the two terms is not quite clear. I was wondering how the former gets converted into the latter when the former is not realized.
I work part time as an organizational development consultant, working with companies to help them develop and maintain good working relationships and productive organizational cultures. I would like to extend my skills and knowledge base in this area. What are some recent or classic books or articles that you might suggest?
Leadership is the key to everything - success in personal life, professional life, community life or national life. A good leader may not get himself to his family, society, organisation or otherwise, final destination. But he would definitely take himself several 'progressive' notches above others. But what makes him what he is - his education, the sweat of his brow or just his natural self?