What Is Organization Development?
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The Future of Employee Development
View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by John Carroll University John Carroll University Carroll Collected 2019 Faculty Bibliography Faculty Bibliographies Community Homepage 2019 The future of employee development Alison Dachner Jill E. Ellingson Raymond A. Noe Brian Saxton Follow this and additional works at: https://collected.jcu.edu/fac_bib_2019 Part of the Business Commons The future of employee development Keywords: A series of trends shaping the current workplace has changed the nature of human capital de- Employee development velopment practice to be more employee-driven. However, existing development research does Employee-driven development not fully account for this shift and the anticipated benefits of employee-driven development. In Human capital development this review we reflect on the current state of the employee development literature and propose a Proactive behavior new, broader conceptualization of employee development characterized by a partnership be- tween the employer and employee. In doing so, we offer three recommendations for how research needs to evolve to align employee development scholarship with current practices: (1) in- corporate proactivity in the definition of employee development, (2) update the context for learning, and, (3) think differently about how human capital is valued. We suggest ways in which theory can be extended for increasing our understanding of several commonly used employee- driven development methods. Finally, we provide future research questions and practical sug- gestions based on our new conceptualization of employee development. 1. Introduction Human capital is an essential component of individual career advancement and organizational competitive advantage (Barney & Wright, 1998; Ployhart, Nyberg, Reilly, & Maltarich, 2014). -
New Directions in Management Development
New Directions in Management Development W Hirsh, A Carter IES PDF REPORTS IES PDF REPORTS IES PDF REPORTS IES PDF REPORTS IES PDF REPORTS IES PDF REPORTS IES PDF REPORTS IES PDF REPORTS IES PDF REPORTS IES PDF REPORTS IES PDF REPORTS IES PDF REPORTS IES PDF REPORTS IES PDF REPORTS IES PDF REPORTS IES PDF REPORTS IES PDF REPORTS IES PDF REPORTS IES PDF REPORTS IES PDF REPORTS IES PDF REPORTS IES PDF REPORTS IES PDF REPORTS IES PDF REPORTS IES PDF WWW.EMPLOYMENT-STUDIES.CO.UK IES PDF REPORTS IES PDF REPORTS IES PDF REPORTS IES PDF REPORTS IES PDF REPORTS IES PDF REPORTS IES PDF REPORTS IES PDF REPORTS IES PDF REPORTS IES PDF REPORTS IES PDF REPORTS IES PDF REPORTS IES PDF REPORTS IES PDF REPORTS IES PDF REPORTS IES PDF REPORTS IES PDF REPORTS IES PDF REPORTS IES PDF REPORTS IES PDF REPORTS IES PDF REPORTS IES PDF REPORTS IES PDF REPORTS IES PDF REPORTS IES PDF REPORTS IES PDF REPORTS IES PDF REPORTS Report 387 IES NEW DIRECTIONS IN MANAGEMENT DEVELOPMENT Other titles from IES: Executive Coaching: Inspiring Performance at Work Carter A IES Report 379, 2001. ISBN 1 85184 308 6 The Problem of Minority Performance in Organisations Tackey ND, Tamkin P, Sheppard E IES Report 375, 2001. ISBN 1 85184 304 3 Succession Planning Demystified Hirsh W IES Report 372, 2000. ISBN 1 85184 302 7 Free, Fair and Efficient? Open internal job advertising Hirsh W, Pollard E, Tamkin P IES Report 371, 2000. ISBN 1 85184 301 9 Performance Review: Balancing Objectives and Content Strebler M T, Bevan S, Robinson D IES Report 370, 2001. -
Influence of Collaboration As a Conflict Management Style on Academic Performance in Secondary Schools in Makueni Sub-County, Makueni County, Kenya
International Journal of Education and Research Vol. 5 No. 2 February 2017 Influence of Collaboration as a Conflict Management Style on Academic Performance in Secondary Schools in Makueni Sub-County, Makueni County, Kenya Authors: (1) Elizabeth Ndunge Muindi, (2) Dr Jonathan Muema Mwania & (3) Dr Joseph K. Metet Abstract The study sought to explore the impact of collaboration as a conflict management style on academic performance in secondary schools in MakueniSub-county of Makueni County. It was guided by the poor performance of secondary schools students in their KCSE in Makueni sub-county despite the high marks the students scored in their KCPE. The population includes 18 principals and 54 teachers in the named sub-county. A random sample of 18 schools out of the 46 schools in the sub-county was selected for the study , that is, 18 schools where the 18 principals of the selected schools and 3 teachers from each of the 18 schools to make a total of 54 teachers. This was achieved through probability and porposive sampling respectively. The study employed the use of questionnaires to collect information on the impact of collaboration as a conflict management style on Academic performance.The findings indicated that most of the principals advanced their conflict management strategy by collaborating with others to make the performaqnce of their schools a success since collaboration as a conflict management style significantly influences students’ performance in secondary schools. This is because as the study indicated, there is no statistically significant difference between the mean responses of the respondents on the influence of collaborating as a conflict resolution style and students’ performance. -
Planning for Organization Development in Operations Control Centers
Federal Aviation Administration DOT/FAA/AM-12/6 Office of Aerospace Medicine Washington, DC 20591 Planning for Organization Development in Operations Control Centers Linda G. Pierce Clara A. Williams Cristina L. Byrne Darendia McCauley Civil Aerospace Medical Institute Federal Aviation Administration Oklahoma City, OK 73125 June 2012 Final Report OK-12-0025-JAH NOTICE This document is disseminated under the sponsorship of the U.S. Department of Transportation in the interest of information exchange. The United States Government assumes no liability for the contents thereof. ___________ This publication and all Office of Aerospace Medicine technical reports are available in full-text from the Civil Aerospace Medical Institute’s publications Web site: www.faa.gov/library/reports/medical/oamtechreports Technical Report Documentation Page 1. Report No. 2. Government Accession No. 3. Recipient's Catalog No. DOT/FAA/AM-12/6 4. Title and Subtitle 5. Report Date Planning for Organization Development in Operations Control Centers June 2012 6. Performing Organization Code 7. Author(s) 8. Performing Organization Report No. Pierce LG, Williams CA, Byrne CL, McCauley D 9. Performing Organization Name and Address 10. Work Unit No. (TRAIS) FAA Civil Aerospace Medical Institute P.O. Box 25082 11. Contract or Grant No. Oklahoma City, OK 73125 12. Sponsoring Agency name and Address 13. Type of Report and Period Covered Office of Aerospace Medicine Federal Aviation Administration 800 Independence Ave., S.W. Washington, DC 20591 14. Sponsoring Agency Code 15. Supplemental Notes Work was accomplished under approved task AM-B-11-HRR-523 16. Abstract The first step in a proposed program of organization development (OD) was to assess organizational processes within the Technical Operations Services (TechOps) Operations Control Centers (OCCs). -
The Impact of Training and Development on Knowledge Management
Vol-5 Issue-1 2019 IJARIIE-ISSN(O)-2395-4396 The Impact of Training and Development on Knowledge Management Mrs.L.D.Victor 1 K.C.D. Kathaluwage 2 1Senior Lecturer,Department of Management,Faculty of Commerce & Management,Eastern University, Sri Lanka 2Temporary Assistant Lecturer,Department of Management,Faculty of Commerce & Management,Eastern University, Sri Lanka Abstract This study aims to explain and empirically test the impact of Training and Development on Knowledge Management (KM) in selected commercial banks in Kandy District. Accordingly, data were collected through open ended questionnaires from 196 employees in 12 Licensed Commercial Banks (LCBs) branches in Kandy District. Hence, quantitative research approach was used in this study. The research method was descriptive correlative type and it was based on the objective of the method applied. The stratified sampling method was used to make the sampling frame work of the study. The data were analysed by using univariate, multivariate analyses to take the descriptive and inferential statistics. The results indicated that the levels of Training and Development and KM exist in selected commercial banks in Kandy District was high level and had significant positive impact on KM. The findings of the study provided several important implications for managers and decision makers of the banks. The study was contributed to the body of knowledge by filling the gaps in the management literature and by substantiating the findings of previous research while the study generates considerable theoretical and practical contributions. Keywords: Training and Development, Knowledge Management, Ability-Motivation-Opportunity (AMO) Theory I. INTRODUCTION Nowadays, business environments have become much more complicated due to the rapid development of information and communication technologies, growing globalization, the acceleration in the rate of technological change, and the need to share best practices. -
LEADERSHIP for CHANGE. CMI’S Management Manifesto
LEADERSHIP FOR CHANGE. CMI’s Management Manifesto. June 2017 FOREWORD The 2017 General Election While the UK can be proud of many world-leading businesses, it has has been defined by a long tail of poorly managed and Brexit and the forthcoming unproductive organisations. The UK-EU negotiations. UK lags behind its G7 competitors’ average productivity levels by some Whatever political deals 18%. Poor management costs UK emerge, Brexit throws into employers some £84bn a year and sharp relief several urgent it is, according to authorities like the OECD, one of the biggest factors in questions about the UK’s our competitive weakness. Compare economy, education and that cost to the IFS estimate of a skills. They each demand £75bn annual hit to the economy if the answers if the UK is to UK leaves the EU single market. thrive. They are linked by So while debate rages over the future one underlying issue that is of the UK’s trading rules, we risk losing sight of the prize. Improving too rarely talked about: an management and leadership across imperative to improve the the UK and closing the productivity gap quality of management could be even more important to the and leadership in the UK. country’s future. Yet closing that gap will be impossible while many companies remain choked by outdated management cultures. Too many people – including middle managers – are disengaged from their work, lack trust in their leaders, and go unheard when it comes to management decision-making. We need to radically overhaul business cultures and work in ways that blend better with people’s lives, give people more power to perform, and make flexibility a reality on both sides of the employment relationship. -
Supply Chain Intelligence
Vision Supply Chain Intelligence Michael P. Haydock SAS Institute Supply chain intelligence reveals opportunities to reduce costs and units. Managers responsible for the results stimulate revenue growth and it enables companies to understand want control over most, if not all, supply chain functions producing those results. the entire supply chain from the customer’s perspective. Procurement is a good example, where the trend for each division to do its own strate- SAS Supply Chain Intelligence is a new Driving Forces Create the Need gic sourcing began to emerge. Logistics is initiative that provides the capability to For Supply Chain Intelligence another example, where each division extract, sense, and analyze information A prominent management style throughout moved its own goods from manufacturing about a supply chain. It enhances an exec- the 1990s was to drive down into an organ- through to the consumer. To help these utive’s ability to reason through business ization the responsibility and authority to autonomous divisions do their jobs, compa- outcomes and prescribes the best course drive a division’s profits. The smaller the nies purchased enterprise resource planning of action for focusing an organization on division, the further down into the organi- (ERP) systems and supply chain manage- the highest impact activities. Modeling a zation one could drive the responsibility ment systems highly targeted to solve a few supply chain is, at best, a complex for profits. In organizations effective at specific challenges, such as inventory man- endeavor, because in doing so we model using this management style, each agement, materials requirements planning, an organization’s processes, costs, and employee felt responsible for the success invoicing, transportation routing systems, objectives. -
A Healthcare Supply Chain Context
Georgia Southern University Digital Commons@Georgia Southern Electronic Theses and Dissertations Graduate Studies, Jack N. Averitt College of Spring 2015 The Effect of Executive Style on Risk Management: A Healthcare Supply Chain Context Stephen R. Spulick Follow this and additional works at: https://digitalcommons.georgiasouthern.edu/etd Part of the Operations and Supply Chain Management Commons Recommended Citation Spulick, Stephen R., "The Effect of Executive Style on Risk Management: A Healthcare Supply Chain Context" (2015). Electronic Theses and Dissertations. 1287. https://digitalcommons.georgiasouthern.edu/etd/1287 This dissertation (open access) is brought to you for free and open access by the Graduate Studies, Jack N. Averitt College of at Digital Commons@Georgia Southern. It has been accepted for inclusion in Electronic Theses and Dissertations by an authorized administrator of Digital Commons@Georgia Southern. For more information, please contact [email protected]. THE EFFECT OF EXECUTIVE STYLE ON RISK MANAGEMENT: A HEALTHCARE SUPPLY CHAIN CONTEXT by STEPHEN RONALD SPULICK (Under the direction of Steve Rutner) ABSTRACT This dissertation attempts to determine the effect of managerial Executive on healthcare supply chain risk management maturity. The healthcare industry is faced with constant risk to its supply chain and operates under the expectation that healthcare will continue to be delivered even under the most severe and disruptive of conditions. The effect of a manager, who operationalizes firm strategy, may impact the maturity level of a hospital’s risk management efforts. Through multi- method research, this study seeks to understand the effects of management on healthcare risk management maturity. Survey and interview methods were used to understand the relationship between healthcare supply chain managers and the effect they have on a firm’s risk management efforts in their supply chain. -
Psychometrics: the Relationship Between Recruitment and Development 1P.Leo Dominic and 2S
International Journal of Pure and Applied Mathematics Volume 119 No. 12 2018, 14929-14933 ISSN: 1314-3395 (on-line version) url: http://www.ijpam.eu Special Issue ijpam.eu Psychometrics: the Relationship between Recruitment and Development 1P.Leo Dominic and 2S. Praveen Kumar 1Bharath Institute of Higher Education and Research. 2Department of Management Studies, Bharath Institute of Higher Education and Research. [email protected] Abstract In today’s world economy, it is generallyacknowledged that the performance of the any concern, and also the key differentiator between administrations, is the competence of the labour force. Psychometric assessment acts as an agent to bring the right people to the right job. Psychometric tests, when cautiously selected for their relevance to the context and when used rigorously and properly, are a reliable and effective business tool. They have the capacity to improve the eminence of choices about people. In many companies, the HR role is divided into a team responsible for selection and a team responsible for development - but is that a rational divide? There is no such thing as a candidate at selection. The company has face a problem the candidate may have the essential characteristics but not all of the desirable characteristics and those are the ones that have a potential development. In this article how psychometrics create an link or a bridge between recruitment and development and how it is reduce the recruitment cost and training cost1. Key Words: Psychometrics, Training and Development, Recruitment. 14929 International Journal of Pure and Applied Mathematics Special Issue 1. Introduction Most of the organizations are using psychometric testing as a tool of recruitment and selection process. -
Performance Management at R&D Organizations
MTR090189 MITRE TECHNICAL REPORT Performance Management at R&D Organizations Practices and Metrics from Case Examples Carolyn Kahn Sheila McGourty In support of: • FY 2009 Sponsor Performance Management Investigations (POCs: K. Buck and M. Steinbach) • FY 2009 CEM Stakeholder-Driven Performance Management MOIE (POCs: L. Oakley-Bogdewic and K. Buck) April 2009 This page intentionally left blank. MTR090189 MITRE TECHNICAL REPORT Performance Management at R&D Organizations Practices and Metrics from Case Examples Dept. No.: E520 Carolyn Kahn Project No.: 1909M140-AA Sheila McGourty The views, opinions and/or findings contained in this report are those of The In support of: MITRE Corporation and should not be construed as an official government position, • FY 2009 Sponsor Performance Management policy, or decision, unless designated by Investigations (POCs: K. Buck and M. Steinbach) other documentation. • FY 2009 CEM Stakeholder-Driven Performance Approved for public release; Management MOIE (POCs: L. Oakley-Bogdewic and distribution unlimited. K. Buck) Case #09-2188 ©2009 The MITRE Corporation. April 2009 All Rights Reserved. 3 Abstract Performance management supports and enables achievement of an organization and/or program's strategic objectives. It connects activities to stakeholder and mission needs. Effective performance management focuses an organization or program to achieve optimal value from the resources that are allocated to achieving its objectives. It can be used to communicate management efficiencies and to show transparency of goal alignment and resource targeting, output effectiveness, and overall value of agency outcomes or progress toward those outcomes. This paper investigates performance management from the perspective of research and development (R&D) organizations and programs. -
Meanings of Management Development
Mabey-ch-02.qxd 8/16/2007 7:38 PM Page 28 2 Meanings of management development We educate children. We train monkeys, dentists and doctors. But we develop managers and there are important differences between these three verbs. (Paauwe and Williams, 2001: 91) After reading this chapter you will be able to: • Problematize the distinction between managers and leaders • Define what is meant by management development and how it relates to the fields of management training, education and management learning • Identify some contrasting historical/cultural conceptions of managers and leaders and the implications of these for management development • Explain why the development of leaders and managers is so important • Describe a number of guiding principles that are needed to deepen our understanding of management development Introduction In the first chapter we established that due to the fascinating confluence of sev- eral historical debates and current trends, management and leadership develop- ment has become a centre-stage activity or project for those working in and researching organizations.We went on to propose an analytical strategy for exam- ining this project in more depth, a strategy that does justice to the subtle and shift- ing nature of how,why and to what effect managers are developed. Before we get started on this quest in earnest, we need to define terms. Many make a point of differentiating between the development of leaders and managers.This supposed distinction deserves explanation and we deal with this issue first. Next, given the burgeoning fields of learning, education and training, we need to be clear how we are using the concept ‘management development’.The term ‘manager’also requires some scrutiny as this too means different things to different audiences.Assisted by these reference points we can begin to examine management development more precisely.In addition to the value gained by taking a multi-discourse approach, the third section in this chapter outlines four further principles which we believe should guide such analysis. -
Beyond Motivation: Job and Work Design for Development, Health, Ambidexterity, and More
PS65CH24-Parker ARI 31 October 2013 16:54 Beyond Motivation: Job and Work Design for Development, Health, Ambidexterity, and More Sharon K. Parker The University of Western Australia, Crawley, Perth, Western Australia 6009, Australia; email: [email protected] Annu. Rev. Psychol. 2014. 65:661–91 Keywords First published online as a Review in Advance on job design, autonomy, job enrichment, job characteristics, self-managing September 6, 2013 teams The Annual Review of Psychology is online at http://psych.annualreviews.org Abstract This article’s doi: Much research shows it is possible to design motivating work, which has 10.1146/annurev-psych-010213-115208 by University of Minnesota - Twin Cities on 09/30/14. For personal use only. positive consequences for individuals and their organizations. This article Annu. Rev. Psychol. 2014.65:661-691. Downloaded from www.annualreviews.org Copyright c 2014 by Annual Reviews. reviews research that adopts this motivational perspective on work design, All rights reserved and it emphasizes that it is important to continue to refine motivational theories. In light of continued large numbers of poor-quality jobs, attention must also be given to influencing practice and policy to promote the effective implementation of enriched work designs. Nevertheless, current and future work-based challenges mean that designing work for motivation is necessary but insufficient. This review argues that work design can be a powerful vehi- cle for learning and development, for maintaining and enhancing employees’ physical and mental health, and for achieving control and flexibility simulta- neously (for example, in the form of ambidexterity); all these outcomes are important given the challenges in today’s workplaces.