Менеджеры и менеджмент (Executives and Management). Коломейцева Е.М - 26 стр.

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bling customer orders. In a publishing company, two managers disliked each other intensely. They argued at meetings,
lobbied politically against each other, and hurt the achievement of both departments. Organizational development ef-
forts can help solve these kinds of conflicts.
Organizational development can be used to solve the types of problems just described and many others. Special-
ized OD techniques have been developed for these applications.
OD ACTIVITIES. A number of OD activities have emerged in recent years. Some of the most popular and effec-
tive are as follows.
1. Team-building activities. Team building
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enhances the cohesiveness and success of organizational groups
and teams. For example, a series of OD exercises can be used with members of cross-departmental teams to help them
learn to act and function as a team. An OD expert can work with team members to increase their communication skills,
facilitate their ability to confront one another, and accept common goals.
2. Survey-feedback activities. Survey feedback
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begins with a questionnaire distributed to employees on values,
climate, participation, leadership, and group cohesion within their organization. After the survey is completed, an OD
consultant meets with groups of employees to provide feedback about their responses and the problems identified. Em-
ployees are engaged in problem solving based on the data.
3. Intergroup activities. These activities include retreats and workshops to improve the effectiveness of groups or
departments that must work together. The focus is on helping employees develop the skills to resolve conflicts, increase
coordination, and develop better ways of working together.
4. Process-consultation activities. Organizational development consultants help managers understand the human
processes within their organization and how to manage them. Managers learn to think in terms of cultural values, lead-
ership, communication, and intergroup cooperation.
5. Symbolic leadership activities. This approach helps managers learn to use the techniques for cultural change,
including public statements, symbols, ceremonies, and slogans. For example, public statements that define a path find-
ing vision and cultural values account for the success of such companies as Disney, Dana, and Wal-Mart. Managers can
signal appropriate behavior through symbols and ceremonies, such as when Roy Ash had several of AM International's
copying machines removed to signal the need for less paperwork.
Harold Geneen, president of ITT, captured the new value for his corporation with the slogan: "Search for the Un-
shakeable Facts," which helped do away with smoke screens and political games.
OD STEPS. Consider the cultural change at Westinghouse Canada's manufacturing facility at Airdrie, Alberta.
Cycle time for made-to-order motor-controlled devices was reduced from 17 weeks to 1 week. One major requirement
for reducing the time was to change the mind-set of both managers and workers to give workers more discretion. In-
stead of waiting for approval from superiors, production employees now talk directly with customers and suppliers to
solve their problems.
Organizational development experts acknowledge that corporate culture and human behavior are relatively stable
and that company-wide changes, such as those at Westinghouse Canada, require major effort. The theory underlying
organizational development proposes three distinct steps for achieving behavioral and attitudinal change: (1) unfreez-
ing, (2) changing, and (3) refreezing.
In the first step, unfreezing
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, participants must be made aware of problems and be willing to change. This step is
often associated with diagnosis, which uses an outside expert called a change agent. The change agent
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is an OD spe-
cialist who performs a systematic diagnosis of the organization and identifies work-related problems. He or she gathers
and analyzes data through personal interviews, questionnaires, and observations of meetings. The diagnosis helps de-
termine the extent of organizational problems and helps unfreeze managers by making them aware of problems in their
behavior.
The second step, changing
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, occurs when individuals experiment with new behavior and learn new skills to be
used in the workplace. This is sometimes known as intervention, during which the change agent implements a specific
plan for training managers and employees. This plan may include team building, survey feedback, intergroup, process-
consultation, and symbolic leadership activities as described earlier.
The third step, refreezing
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, occurs when individuals acquire new attitudes or values and are rewarded for them by
the organization. The impact of new behaviors is evaluated and reinforced. The change agent supplies new data that show
positive changes in performance. Senior executives can reward positive behavioral changes by employees. Manager and
employees also participate in refresher courses to maintain and reinforce the new behaviors.
The spirit of what OD tries to accomplish with culture/people change was illustrated in Honeywell's use of OD to
change the corporate culture from an autocratic to a participative mindset.
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Team building A type of OD intervention that enhances the cohesiveness of departments by helping members learn to func-
tion as a team.
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Survey feedback A type of OD intervention in which questionnaires on organizational climate and other factors are distrib-
uted among employees and the results reported back to them by a change agent.
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Unfreezing A step in the diagnosis stage of organizational development in which participants are made aware of problems in
order to increase their willingness to change their behavior.
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Change agent An OD specialist who contracts with an organization to facilitate change.
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Changing A step in the intervention stage of organizational development in which individuals experiment with new work-
place behavior.
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Refreezing A step in the reinforcement stage of organizational development in which individuals acquire a desired new skill
or attitude and are rewarded for it by the organization.

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