ค่านิยมและวัฒนธรรมองค์กรสร้างสรรค์เพื่อความสำเร็จ
โดย ดร.ธีระ พงศ์อนันต์
การปรับเปลี่ยนพัฒนาองค์การ
Organizational Change and Development
“Organization Development is a long-term effort, led and
supported by top management, to improve an organization’s
visioning, empowerment, learning, and problem-solving
processes, through an ongoing, collaborative management
of organization culture – with special emphasis on the
culture of intact work teams and other team configurations –
using the consultant-facilitator role and the theory and
technology of applied behavioral science, including action
research.”
Values, Assumptions, and
Beliefs in OD
ความเชื่อ สมมติฐาน และค่านิยม
ที่มีผลต่อการพัฒนาองค์การ
A belief is a proposition about how the world works that the individual accepts as true; it is a cognitive fact for the person.
Values are beliefs about what is desirable or a
‘good’ and what is an undesirable or a ‘bad’.
Assumptions are beliefs that are regarded as so
valuable and obviously correct that they are taken
for granted and rarely examined or questioned.
O.D. Values
- Humanistic
- Optimistic
- Democratic
Warren Bennis (1969) proposed that OD practitioners
share a set of normative goals based on their
humanistic/democratic philosophy :
- Improvement in interpersonal competence.
- A shift in values so that human factors and feelings
come to be considered legitimate.
- Development of increased understanding between
and within working groups in order to reduce tensions.
4. Development of more effective “team management,”
that is, the capacity for functional groups to work more
competently.
- Development of more rational and open methods of conflict resolution rather than the usual bureaucratic methods.
6. Development of organic rather than mechanical systems.
Mechanical Systems Organic Systems
- Authority-obedience - Mutual confidence and trust
relationship
- Strict division of labor and - Multi-group membership
hierarchical supervision. and responsibility
- Centralized decision - Sharing of responsibility
making and control
“The basic value underlying all organization
development theory and practice is that of
choice. Through focused attention and through
the collection and feedback of relevant data to
relevant people, more choices become available
and hence better decisions are made”.
(Warren Bennis,1969)
Implications of OD Values
and Assumptions
- Implications for Dealing with Individuals
- Implications for Dealing with Groups
- Implications for Designing and Running
Organizations
A Values Study
A survey addressed three broad areas:
- What attracted you to OD?
- Which values do you believe are
associated with OD work today?
- Which values do you think should be
associated with OD work today?
Q1. What attracted you to OD?:
Five most frequent responses in order of
Frequency were:
A desire to ….
1) Create change,
2) Positively impact people and organizations,
3) Enhance the effectiveness and profitability
of organizations,
4) Learn and grow, and
5) Exercise power and influence.
Q2. Which values do you believe are associated
with OD work today?
Top five values were :
1) Increasing effectiveness and efficiency,
2) Creating openness in communication,
3) Empowering employees to act,
4) Enhancing productivity and
5) Promoting organizational participation.
Q3. Which values do you think should be
associated with OD work today?
Top five values are:
1) Empowering employees to act,
2) Creating openness in communication,
3) Facilitating ownership of process and outcome,
4) Promoting a culture of collaboration, and
5) Promoting inquiry and continuous learning.
New Competitive Cultures/Values
Work units : Functions = Process Teams
Job : Single = Multidimensional
Employee Role : Controlled = Empowered
Measurement : Activities = Results
Advancement : Seniority = Ability
Job preparation : Training = Learning
Benchmarking : Internal = External
Managers : Supervisors = Coaches
Organization : Hierarchical = Flat/Network
Executives : Scorekeepers = Leaders
Employment : Entitlement = Earning
Tools : People = Technology
Kotter’s Eight Steps for Successful
Organizational Transformation
- Establishing a sense of urgency;
- Forming a powerful guiding coalition;
- Creating a vision;
- Communicating the vision;
- Empowering others to act on the vision;
- Planning for and creating short-term wins;
- Consolidating improvements and producing still
more change;
- Institutionalizing new approaches.
“The toughest job is to manage the change process.
In writing about this management process I can be
logical, rational, and perhaps convey the dealing with
organizational change is indeed subject to management.
In reality, however, managing change is sloppy – people
never do exactly as we plan. And it follows Murphy’s Law
– if anything can go wrong, it will. Moreover, organizational
politics is always present and change, after all, affects
us all emotionally.”
(Warner Burke, 1994)
Large-scale Systems Change and
Organizational Transformation
Large-scale systems change means organizational
change that is massive in terms of the number of
organizational units involved, the number of people
affected, the number of organizational subsystems
altered, and/or the depth of the cultural change
involved.
Second-order change or organizational transformation
is a multidimensional, multilevel qualitative,
discontinuous, radical organizational change involving
a paradigmatic shift.”