Stronger together? The contribution of an organisational development approach to shaping academic...
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Stronger together? The contribution of an organisational development approach to shaping academic culture
AUA Annual Conference
Edinburgh
26th March 2013
Introductions
Dr Rachel Birds
Hunshelf Training and Consultancy Ltd
• 20 years’ experience in the further and higher education sectors
• Universities of Northumbria, Warwick and Sheffield• Company director• AUA Trustee• Associate Tutor – teaching and research
Introductions
Melissa Bradley
Faculty Administration Manager, University of Kent
• 13 years’ experience in the higher education sector. • Universities of Chester, Reading and Kent. • AUA Board of Trustees
You
Session outline
By the end of the session, participants will have:1. Critiqued different interpretations of OD
2. Identified common assumptions and practices within the HE sector in the UK
3. Considered the existence of a common culture across HE
4. Evaluated the potential contribution of OD to achieving greater congruence in structures, processes and practices
5. Formed a personal view on the desirability or otherwise of a congruent approach at institutional or sector level
Interpretations of OD
CIPD: planned and systematic approach to enabling sustained
organisation performance through the involvement of its people
Interpretations of OD• A planned process of change in an organisation’s culture through
the utilisation of behavioural science technology, research and theory. (Warner Burke)
• An effort (1) planned, (2) organisation-wide, and (3) managed from the top, to (4) increase organisation effectiveness and health through (5) planned interventions in the organisation’s ‘processes’, using behavioural science knowledge. (Richard Beckhard)
• A system-wide process of data collection, diagnosis, action planning, intervention, and evaluation aimed at (1) enhancing congruence among organisational structure, process, strategy, people and culture; (2) developing new and creative organisational solutions; and (3) developing the organisation’s self-renewing capacity. It occurs through the collaboration of organisational members working with a change agent using behavioural science theory, research and technology. (Michael Beer)
Interpretations of OD• planned process of change in an organisation’s culture through the
utilisation of behavioural science technology, research and theory. (Warner Burke)
• organisation-wide,managed from the top, to (4) increase organisation effectiveness and health through (5) planned interventions in the organisation’s ‘processes’, using behavioural science knowledge. (Richard Beckhard)
• A system-wide process of data collection, diagnosis, action planning, intervention, and evaluation aimed at (1) enhancing congruence among organisational structure, process, strategy, people and culture; (2) developing new and creative organisational solutions; and (3) developing the organisation’s self-renewing capacity. It occurs through the collaboration of organisational members working with a change agent using behavioural science theory, research and technology. (Michael Beer)
Unpicking OD
Assumptions:
• Culture can be changed• Top-down impetus • External ‘change agent’• Effectiveness through processes
Challenges to assumptions
1. What is organisational culture?
• Is a university different from other organisations?
• What do we value in higher education?• What is academic culture? / Academic Freedom
• Does it only apply to ‘academics’?• Culture or cultures?• (How) can we change culture?
2. Structures, Processes and Practices
How congruent are we already?
The contribution of OD to congruence
Personal reflection
Session outline
By the end of the session, participants will have:1. Critiqued different interpretations of OD
2. Identified common assumptions and practices within the HE sector in the UK
3. Considered the existence of a common culture across HE
4. Evaluated the potential contribution of OD to achieving greater congruence in structures, processes and practices
5. Formed a personal view on the desirability or otherwise of a congruent approach at institutional or sector level
Further reading
Beckhard, R (1969) Organization Development: Strategies and Models. Reading, MA: Addison-Wesley
Beer, M. (1980) Organization Change and Development: A Systems View. Santa Monica, CA: Goodyear
Beer, M., R. A. Eisenstat, and R. Spector (1990) Why Change Programs Don't Produce Change. Harvard Business Review, 68 (6) pp.158–166.
Burke, W. (2011) Organization Change: Theory and Practice 3rd Edition. London: Sage
CIPD (2013) Website. Retrieved from http://www.cipd.co.uk/hr-resources/factsheets/organisation-development.aspx
Cummings, T.G, and C.G. Worley (2005) Organization development and change. 8th ed. Mason, OH: South-Western Publishing.