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Organization Development & Change
11 edition Thomas G. Cummings ?¢ Christopher G. Worley
CHAPTER
19
Transorganizational Change
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives
Explain the rationale and logic behind organization collaboration.
Describe and apply OD interventions that enable mergers and acquisitions.
Discuss and apply the OD process to strategic alliance formation and development.
Describe the process of network formation and transorganizational development as well as how networks change.
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Transorganizational Rationale
Transorganizational strategies allow organizations to perform tasks that are too costly and complicated for single organizations to perform
Goods and services are exchanged between organizations and transactions occur
Transorganizational strategies work best when transactions occur frequently and are well understood
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Transorganizational Systems
Members maintain their separate organizational identities and goals
Tend to be underorganized and member organizations are loosely coupled
Different from mergers and acquisitions
Network interventions may be appropriate
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Mergers and Acquisitions
Merger – the integration of two previously independent organizations into a completely new organization
Acquisition – the purchase of one organization by another for integration into the acquiring organization.
Distinct from transorganizational systems, such as alliances and networks, because at least one of the organizations ceases to exist.
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Merger and Acquisition Rationale
Diversification
Vertical integration
Gaining access to global markets, technology, or other resources
Achieving operational efficiencies, improved innovation, or resource sharing
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Organization Development & Change
11 edition Thomas G. Cummings ?¢ Christopher G. Worley
CHAPTER
20
Organization Development for Economic, Ecological, and Social Outcomes
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives
Describe OD interventions that help organizations balance economic, social, and environmental objectives.
Describe sustainable management organizations (SMOs) and how OD can assist in their design and development.
Describe global social change organizations and how to adopt OD practices to develop them.
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Sustainable Management Organizations
Sustainable Management Organizations (SMOs) are designed to achieve sustainable effectiveness. They can perform in three areas??people, planet, and profit??and are agile enough to remain effective over time .
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Strategies that Support
Sustainable Effectiveness
Breadth
Multiple countries, markets, technologies or products and services increase the complexity of a firm??s carbon footprint and social impact
Aggressiveness
In general, SMOs are wary of too much aggressiveness too often and have growth objectives that are reasonable and reasoned.
Differentiation
SMOs understand why customers make purchasing decisions and how the organization??s product and service features align with those choices.
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Objectives that Support
Sustainable Effectiveness
Create positive economic outcomes while rejecting the goal of maximizing profit or shareholder returns.
Create positive ecological outcomes with awareness of carbon footprints and the planet??s ecology.
Create positive social outcomes that contribute to human and cultural well-being with a clear perspective on social values and issues.
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Components of Organization Identity
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©2019 Cengag
Organization Development & Change
11 edition Thomas G. Cummings ?¢ Christopher G. Worley
CHAPTER
21
Future Directions in Organization Development
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives
Explore OD??s current state and several trends in its larger context.
Explore several implications for how OD will be practiced in the future
©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Current State of Organization Development (1)
OD continues use of long-standing interventions widely accepted as best practice
Team Building
Process consultation
Survey feedback
Work design
Leadership development
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Current State of Organization Development (2)
OD practice continues to be based on development of organizations that value human potential, trust, and collaboration
OD is experiencing rapid, expansive growth in interventions that help organizations facing complex and rapidly changing environments; e.g. change management
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Current State of Organization Development (3)
OD knowledge and practice base are constantly refreshed with active research
Researchers at universities and applied research center??s test the efficacy of different OD interventions
Action research activities
Evidence-based management practices
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Economic Trends in the Context of OD
Globalization
Concern for social and ecological consequences
Increased concentration of income and wealth
Climate change and global warming threats
Geopolitical instability and geostrategic risks
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©2019 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Technological Trends in the Context of OD
Consequences of technology
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