Organizational development and innovation

The whole course (100% lectures) is available via Internet as Digital Teaching Tools.

Each Digital Teaching Tool consists of:
• a video-based lecture (Flash Player, if you do not have this software, Digital Teaching Tool offer it automatically version free of charge)
• the slides shown during the lecture (PDF format, Digital Teaching Tool offer it automatically Acrobat Reader version free of charge)
• some written material for student reading and student self-tests
• a MP3 audio version of the lecture (MP3 format)

Individuals working together and leadership – individual working style, emotions and leadership; Groups and teams – collaborative working, and how to encourage effective working and creativity; Organizations, supply chains, and culture – org. forms, partnerships and facilitators of effective working in current markets. Organizational change – theories and adapting to new markets; Coaching and mentoring – developmental strategies to enable staff to make effective decisions; Open forum – discussion of current work issues to develop action learning projects enabling change. Organizational innovation – definition, innovation and change, the benefit of an innovative organization, the value of learning and knowledge, steps to innovation, organizational innovation in historical perspective, organizational innovation as duality management, units in a process of steering and self-organization.

We welcome you to the 21st century and digital epoch!


1st Lecture - INTRODUCTION: Individuals working together and leadership; Work motivation – varies; Thinking style; Work preferences; Job change; Leadership styles; The benefits of good work emotions and well-being.


Ten minutes discussion in groups of five or think oneself:

• Particular interests in Org. Development;
• Issues that you want to focus on;
• Changes you would like to make YOUR workplace.


2nd Lecture - GROUPS, TEAMS and COLLABORATIVE WORKING – HOW TO ENCOURAGE EFFECTIVE WORKING and CREATIVITY: Working with groups of people – the building blocks; Individual versus the pair; Work groups; Work teams; Essential to being a team; Complex systems; But TEAMS or systems DON’T STAND STILL! Team Development; Gersick’s Model of Punctuated Equilibrium; Tuckman’s (1965) Model; Story of organizational development; SUPPORT FOR TEAMS Threes Cs, Salas et al., 2009; Processes that influence Effective working relationships; Summary.


Mapping exercise:

• Working alone or with one/two others;
• Describe the working relationships of a group of people that may CHANGE
• Map the current relationships


3rd Lecture - ORGANISATIONS, THEIR CULTURE AND SUPPLY CHAINS (complex systems): Types of business – simple facts; Type of organization; Types of business in Estonia; Purpose – strategy – key roles of management; Systems that underpin performance; Performance appraisal; PA and well-being Carter et al. 2000-2007; Developmental strategy; Culture; Organizational culture; Characteristics of current markets; Characteristics of current markets; Heart Attack Pathway Carter et al., 2010; Working with other organizations? Coordinating Stars;


Last thoughts for today

• Where is your organization now?
• What evidence of performance?
• What do you need to change?
• What do you need to develop?


4th Lecture - ORGANIZATIONAL DEVELOPMENT: : What is organizational change? Content of organizational change? Drivers of change; Lewin’s Force Field Analysis; Blockers; Useful conceptions of change; Change involves many people; Drivers of team change; Challenge of adapting to new markets and cultures; Variation of managers/HR roles.


Back to your example of change:

• What is not covered?
• Considered micro/macro changes

Reflect on your example:

• What are the drivers of change (int. vs. external)
• Who is the champion / change agent and what are they doing?
• Is a BIG BANG needed or a BIT BY BIT approach
• Are peoples’ roles clear
• Are people sharing the workload or is it “as usual”
• What will you DO DIFFERENTLY


5th Lecture - COACHING AND MENTORING - Strategies to enable staff to make effective decisions: Context – the current challenge; Strategies for learning; Mentoring/coaching; Upsurge in mentoring; Principles of mentoring; What does (formal) mentoring look like? Psychological theories; Implementation variation; Does it work? Successful implementation; Value of mentoring through change; Winners need support; Mentoring.


Your experiences of coaching & mentoring:

Work in groups/alone and make notes on:

• Who has supported you in a work environment?
• What did they do? What was the outcome?
• Have you helped to develop someone/people at work – how did you do it and what was the outcome?

Your experience of mentoring:

• What was done?
• What was the outcome?
• Who was “in charge”
• Did it work?

Your experience of mentoring:

• What was the outcome?
• Did it work?


6th Lecture - ORGANIZATIONAL INNOVATION – Definition; Innovation and change; The benefit of an innovative organization; The value of learning and knowledge; Steps to innovation; Organizational innovation in historical perspective; Organizational innovation as duality management; Units in a process of steering and self-organization.


Your experience of organizational innovation:

• What innovation means?
• What is difference between innovation and change?
• What is creativity?

Think about the steps of organizational innovation at your organization:

• What was done?
• What was the outcome?
• Who was “in charge”
• Did it work?


• Techniques for coaching and mentoring – David Megginson & David Clutterbuck, 2005;
• Toxic emotions at work – Peter Frost, 2003
• Work psychology - John Arnold and, 2010
• International Human Resource Management – Anne Wil Harzing & Ashly Pinnington, 2011


The seminars will be organise as ordinary face-to-face seminars at university.


7th Lecture - work, well-being and effectivenss Happiness and unhappiness is in the news; Happier countries; What makes us happy? “Vitamin model”; Stress in the NHS – FT 2006; Teamworking and well-being; Working with complex systems; Environmental features of happiness and unhappiness when NOT working; How to measure well-being; The workplace in changing.


8th Lecture - Managing individual and organizational performance Individual and organizational measurement; individual performance appraisal; Work psychology theory; opportunity for a good work; Performance appraisal: purpose, methods, issues and design; Feedback; Objectives of performance appraisal; Job satisfaction and performance appraisal; Methods of performance appraisal.


9th Lecture - Organizational performance How it measured? Organizational performance and organizational effectiveness; Better ways to measure org performance; Complications of modern business or service; For work science not to “lag behind” org development but to assist developme