Organizational Development Interventions Essay Example | Topics and Well Written Essays - 1500 words

Organizational Development Interventions - Essay Example The idea that organizational change needs to be coordinated across a number of dimensions--of which structure and culture might be seen as the two most fundamental is not in itself very new, and has become conventional wisdom in change circles since McKinsey published its well-known Seven S framework, and Peters and Waterman (1982) first aired their excellence truism, "soft is hard." Yet within this literature, it is clear that some alignments have generated more interest and debate than others. From this point of view, organization design--or to be more precise, designing--is concerned with more than neat pictures and "hard" abstract configurations of roles and responsibilities on paper. It is about putting "the human side of change" back into the design process. Changing an organizations structure, from this perspective, implies paying attention to the underlying, emergent processes and systems that connect and activate structural frameworks. In practical terms, this means combining traditional organization design with more sensitive, microlevel interventions designed to open up and reconstruct the organizations underlying working structure. The organization has an institutional own life, which is notoriously difficult to control and manage. (Barley, 1997, 101) It has long been accepted that leadership is a critical factor in the success of change programmes. Much of the literature on leadership and change, however, has tended to concentrate on capabilities and qualities required of key executives and change managers and to overlook the notion of leadership as a process, the property of a system rather than a single person. Such a view can be highly problematic, leading to a rather overromanticized perspective on change, and the hope that a magical, quasi-mystical leader will somehow emerge to take the organization out of the wilderness.

Organisational Behaviour Management Annotated Bibliography

Organisational Behaviour Management - Annotated Bibliography Example The field of organisational behaviour ventures to explain and understand human behaviour in the context of an organisation. Griffin and Moorhead (2010) provided the definition of organisational behaviour as â€Å"the study of human behaviour in organisational settings, of the interface between human behaviour, and of the organisation itself† (p. 4). Hellriegel and Slocum (2007) explained the importance of studying organisational behaviour both for personal efficacy and organisational effectiveness. Hence, a working knowledge of organisational behaviour builds up the necessary competencies to achieve effectiveness on a personal and organisational level. Equipped with the essential competencies, employees, team leaders, manager, executives and any other member of an organisation can, therefore, contribute in their own little way to diagnose, understand, explain and act on emerging issues within the organisation as one cohesive unit. The LePine, Erez, and Johnson (2002) article is a meta-analysis which complements the three aforementioned articles, but extended the coverage of these three articles into the more-encompassing concept of organisational citizenship behaviour with such characteristics as altruism, civic virtue, conscientiousness, courtesy and sportsmanship. The articles of Brief and Weiss (2002) and Ashkanasy, Hartel, and Daus (2002) tackled similar affects of organisational behaviour: moods and emotions, and diversity and emotions, respectively.... A more profound understanding of moods, emotions and diversity will be instrumental in bringing out positive behaviour in the workplace. These two articles also demonstrated how a study of moods, emotions and diversity can foster positive and healthy working atmosphere. The Daus and Ashkanasy (2005) article is an important inclusion in this annotated bibliography on organisational behaviour management because an ability-based framework of emotional intelligence can help support the development of positive behaviours, organisational citizenship behaviour, and positive moods and emotions. Daus and Ashkanasy’s (2005) eloquent defence of their model against detractors buttressed the importance of emotional intelligence in organisational behaviour management, not just for leaders, but also for employees. The systematic review of Boudreau (2004) regarding organisational behavioural research revealed significant inputs about the progress of research in the various areas of organisati onal behaviour. The findings should serve as a guide for business and psychology researchers wanting to explore the virgin areas for scholastic inquiries, particularly in order to boost existing knowledge on positive organisational behaviour. Annotated Bibliography Research No. 1 REFERENCE Youssef, C. M. & Luthans, F. (2007). Positive organisational behaviour in the workplace: The impact of hope, optimism, and resilience. Journal of Management, 33(5), 774-800. AIM / PURPOSE The aim of the article was to detail the findings of the study which examined the relationship between the positive psychological resource capacities hope, optimism and resilience, and desired work-related employee outcomes; and how these psychological resources