Management/Administration

History
ScientificManagementTaylor
HumanRelationsLewin,McGregor,Maslow
OpenSystemsTrist

PoliticsofOD(MichaelBeer)
SixsourcesofpoweranODgroupcanconsciouslydevelop[internal]:
1. Competence
2. Politicalaccessandsensitivity
3. Sponsorship(pastclientswhobecomechampion)
4. Statureandcredibility(linemngt.believesODeffortsworthwhile)
5. Resourcemanagement(developpooloflineandstaffpeoplecapableofdoingODsocandirect
effortstonewareas)
6. Groupsupport(strongdept.)
PeterVailHighPerformingTeams
Clearonpurpose/mission
teamworkisfocusedontask
leadershipisstrongandclear
theyreoftenseenasproblemsbyotherpartsoftheorganization
Mystery/Mastery
managersinorganizationscreateamystiquetokeeppeopleawayandkeeptheirjobs
masteryistheuseofconfrontation:whatsgoingonhereuseinquiryandcollaborationto
identifyandsolveproblems
Managerssaytheproblemis:
1. theperson
2. thebureaucracy
3. politics(scarceresources)
Yougivethemfacts,andtheyresistwiththesesamereasons
Schein
Definition:Anorganizationisthe
plannedcoordinationoftheactivitiesofa
numberofpeopleforthe
achievementofsomecommonexplicitpurposeorgoal,through
divisionoflaborandfunction,andthrougha
hierarchyofauthorityandresponsibility
(OrganizationalPsychology,p.15).
Wheatley
1. Chaosprovidedorganizationalrenewal
2. Sharedinformationistheprimaryorganizingforce
3. Diversityenergizesteams

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4.

Visionistheinvisiblefield

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GardnerSelfRenewal
Refersto
Avoidanceoforganizationaldecayandsenility
Furtheranceofflexibilityandadaptability
Establishmentofconditionsthatencourageindividualmotivation,developmentand
fulfillment
Processofbringingresultsofchangeintolinewithpurposes
Eachgenerationhastolearnthelessonsoflifethemselvesbecausepeoplecreateritualsaroundmajor
lifeeventsthataremeaningfulonlytotheoriginalparticipants.Theritualsaremeaninglesstothe
nextgeneration.
GeneralManagerFunctions(Gilley&Eggland
Plan
Organize
Staff
Direct(notinGilley&EgglandincludedinControl)
Control
Market
HRDManager(L.Nadler&Wiggs
Developrelationships
ManagerRole(Campbell)
EvaluatorofHRDimpact
Manageroflearningsystem
Produce,Buy,&DeliverTraining
Consult
Market&SellHRD

Operationalmanager
Managepeople
StrategisttointegrateHRDintoorganization
AlignHRDwithcorporategoals,plans,actions
Strategicplanning:
functionsandoutputsinthefuture
Forcesandtrendstechnical,social,economic,politicalaffectingHRDinthefuture
alsoaffectingtheorg
Implementationplanforlongrangegoals
Marketingspecialist

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HRDAreasofCompetence
StrategicManagement(linkbusinessunitstrategywithoverallcorp.mission)
BusinessPerspective(interpretingmeasuresoffinancialperformance)
InternalConsultingSkills(understandscorp.cultureandlinkagew/businessstrategy)
HumanResourcesFunctionalCompetence(regulatoryissues,labor,incentivesystems,trainingand
development)
HumanResourcesPlanningPerspective(identifykeyresultareasandsetsobjectivestoachievethose
results)
DesignandImplementPrograms(analyzecostsandbenefitsofalternativeprojects,canmanagea
programwithinbudget,cansellsolutionsthroughoutorganization)
ManagementandLeadershipSkills(communicate,motivate,etc.)
WarrenBennis,WhyLeadersCantLead
Routineworkdrivesoutnonroutineworkandsmotherscreativeplanningandchange.Americanorganizations
areunderledandovermanaged.Thisisaformofcollusion(unconsciousconspiracy).Relatedtonotwanting
totakeresponsibilityfordecisions,sopushdecisionsup.Leadersdotherightthings;managersdothings
right.
Leaderhasentrepreneurialvisionaboutforcesthatwillaffectdestinyoforganization.Canconsolidatethis
intoclearcutandmeasurablegoals.
Pushvs.Pullstyleofleadership:pushbasedonrewardsandpunishments;pullbasedonenergizing
peopletomovetowardthevisionofthefuture.
Whatmakesaleader
ManagementofAttention(throughcompellingvisionoutcome,goal,direction)
ManagementofMeaning(makevisiontangibleandreal;useofmetaphor)
ManagementofTrust(reliable,consistent,congruent)
ManagementofSelf(knowingyourskills/strengthsandusingthem)
MissionStatements/StrategicPlanning/Alignment
Aligningmissionwithstrategicobjectives
1.

ClarifyingcompanymissionMorrisey
Setofquestionstoask
Processismoreimportantthantheproduct

2.

Pitfalls(Davis,ManagingCorporateCulture,1984,inZemke
nonevent
lipservice
pleasingtheboss
cynicism
quickhitnowthatwevegotit,itsdone
tailwaggingthedog
processwithoutproduct
productwithoutprocess

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blandness
witchhunt

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AlignHRDfunctiontosupportbusinessstrategy
QuestionstoalignHRwithcompany
HRsroleintraining,education,anddevelopment
intendedrelationshipbetweenHRandtheorganizationsinternalandexternalenvironments
HRscontributiontoorganizationalstrategicplans
HRsrolewithspecialissuesthataffectprofessionsoroccupationswithintheorganization
Ohmaestrategicanalysisdontfocusonthecompetitionfocusoncustomersatisfaction
Buy/MakeDecisions
Make
decreasedcost
increasedcredibility
increasedcommunicationability(knowitbetter)
increasedconfidentiality

Buy
lesstime
moreuppermgtcredibility
moreflexibilitymaterialsandstaff
higherqualityprogram

Evaluation/
Cost/BenefitAnalysisHassett

(BenefitCost)/Cost=ROI
KISS
determinewhattheinfoyourorgneeds
usethesimplestandleastexpensivemethodpossibleforfindingtheinfoyouneed
dotheanalysisasquicklyaspossible
publishandcirculatetheresults

Sourcesofprofitabilityimprovement
increasedsales
higherproductivity
reducederrors
clientretention
employeeretention
reducedcosts(myaddition)

InGordon(TrainingAugust1991,p.19)
Kirkpatrick
SoftskillsmaynotwanttogobeyondLevel2
everythingdoesntworkforeveryone(Level4)
tamperingwithpersonalityiftrytoforce(Level3)
Robinson

tieresults(meetspecificbusinessproblem)totrainingthroughneedsanalysis

Gilbert

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evaluationisonlymeaningfulifitsconductedwithinthebroadercontextofacoherent
performanceimprovementsystem

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