1. The organizational survey is one of the most prevalent and widely used methods for collecting data and information about employee thoughts (cognitive), feelings (affective), and behaviors (actions) in organizational settings (Falletta, 2008). Survey instruments vary in approach and intent, as some seek to assess training opportunities, learning needs, employee attitudes, and the like.
With this in mind, how can organizations utilize surveys to account for strategic factors that enable or inhibit employee engagement and other important organizational outcomes?
Reference
Falletta, S.V. (2008, June). Organizational intelligence surveys. T&D, 62(6), 53-58.
2. In previous weeks we spoke of the importance of corporate, organizational culture. Brown and Harvey (2006) describe that a corporation's culture can be its major strength when consistent with its strategies. Corporate culture is important because of its relationship to organizational effectiveness. As we also know, changing the corporate culture can be challenging, especially when a firm has achieved past success, but strategic change must be managed to ensure the consistent growth and development of an organization.
From this, how does your organization ensure compatibility between the existing corporate culture and strategic change initiatives? Asked differently, does the culture change to ensure the effective implementation of change initiatives OR does the change initiative massage around the corporate culture? (Be sure to incorporate your learning from this course.)
References
Brown, D.R., & Harvey, D. (2006). An experiential approach to organization development (7th ed.). Upper Saddle River, NJ: Pearson
3. As you settle into Week 6, research the concept of System 4 Management. System 4 Management as a system-wide intervention that can be described on a continuum, with traditional bureaucratic organizations (ineffective) at one end and participative (effective) organizations on the other (Brown & Harvey, 2006).
Review the four systems and decide which system(s) best describes your organization and why.
References
Brown, D.R., & Harvey, D. (2006). An experiential approach to organization development (7th ed.). Upper Saddle River, NJ: Pearson Prentice Hall.
4. As Brown and Harvey (2006) note, employee attitude surveys have two important functions: 1) they are an improvement tool through the identification of opportunities for improvement and the evaluation of the effectiveness of change programs; and 2) they are a communication tool to facilitate dialogue between managers and employees. Survey data segues nicely into the concept of the "learning organization," wherein organizations learn from results of survey research, among other things, in the attempt to lead positive change and growth.
From the information above, please provide feedback to both questions below:
1) Have you ever participated in survey program within your organization? If so, what was the context of the survey and how did the results impact organizational goings-on?
2) Do you consider your organization to be a "learning organization?" If so, provide a detailed example. If not, why not?
References
Brown, D.R., & Harvey, D. (2006). An experiential approach to organization development (7th ed.). Upper Saddle River, NJ: Pearson Prentice Hall.
5. As Brown and Harvey (2006) note, employee attitude surveys have two important functions: 1) they are an improvement tool through the identification of opportunities for improvement and the evaluation of the effectiveness of change programs; and 2) they are a communication tool to facilitate dialogue between managers and employees. Survey data segues nicely into the concept of the "learning organization," wherein organizations learn from results of survey research, among other things, in the attempt to lead positive change and growth.
From the information above, please provide feedback to both questions below:
1) Have you ever participated in survey program within your organization? If so, what was the context of the survey and how did the results impact organizational goings-on?
2) Do you consider your organization to be a "learning organization?" If so, provide a detailed example. If not, why not?
References
Brown, D.R., & Harvey, D. (2006). An experiential approach to organization development (7th ed.). Upper Saddle River, NJ: Pearson Prentice Hall.