Paul,
We don't have an OB course as such but a series of principles, processes
and systems that allow for all of the skills and knowledge needed within
an organisation to achieve the outcomes you've suggested.
In essence these are based around the concept that each individual fills
a function that is part of the organisational effort to achieve its
goals and objectives. (If a function isn't aimed at this outcome then
what is the point in its existence in the first place?) Individuals are
assessed against the competencies required to effectively fill each
function and have their skills and knowledge judged against the
performance standards relevant to the competencies.
Unlike other processes the assessment is aimed at identifying and
recognising competence as it aligns against the organisation's needs,
not those of any particular training or education stream or
qualification. Where individuals are found to have gaps in their
existing skills and knowledge (even those who are currently filling the
function/s), top-up or advanced training/education/development is
provided - but only for those areas in which such interventions are
required.
There are many benefits to this, the most important being that the
organisational goals and objectives drive the strategy, not the other
way around. If it is found that there are people with competencies
beyond those required for the organisation's current objectives then
these may very well influence future organisational moves, however in
the short term the concentration is on ensuring each person has the
required skills and knowledge to achieve immediate objectives.
One important point is that this all hinges on the quality of the
standards identified for each function and the quality of assessment
each person receives. If these are both on target then this process will
support every other OB activity, especially changing values and
attitudes, performance appraisal, succession planning, recruitment,
promotions, plus the training/education etc. programs developed as a
matter of course.
If you want more info just drop me a line
PHIL RUTHERFORD
robnphil@ozemail.com.au
Paul Lyons wrote:
>
> Netters:
> I am in the process of re-focusing my Organizational Behavior course. Your
> reactions, suggestions, musings, etc., to what follows would be much
> appreciated.
> I believe I want to move the course from a focus on concepts/theory/topics
> within the sequence: individual-group-organization, with integration of all
> of it (within reason) at the end of the course---- to a focus as follows:
> the aim is to study, reflect upon, etc., human performance as per --
> HUMAN PERFORMANCE (task achievement, goal attainment, learning, continuous
> improvement, attainment of progress, etc.) WITHIN THE CONTEXT OF
> ORGANIZATIONAL SYSTEMS (for example -- mission-goals, culture,
> rewards-reinforcements, the influence of architecture, functions, and the
> like). As I see it, the topics of motivation, group behavior, leadership,
> etc., are all linked to performance within the systems (above). These are
> the rough ideas.
>
> Do you know of OB courses (or, any courses) that "behave" in ways similar
> to what I have expressed? Do you have any suggestions, ideas, questions?
> Thanks for your help.
>
> Paul Lyons
> Frostburg State Univ. of Maryland