ORGANIZATIONAL DEVELOPMENT PROGRAM

INTRODUCTION AND RATIONALE

          Organizational development is an ongoing, systematic process to implement effective change in an organization. Organizational development is known as both a field of applied behavioral science focused on understanding and managing organizational change and as a field of scientific study and inquiry. It is interdisciplinary in nature and draws on sociology, psychology, and theories of motivation, learning, and personality. 

          Organizational development takes into consideration how the organization and its constituents or employees function together. Does the organization meet the needs of its employees? Do the employees work effectively to make the organization a success? How can the symbiotic relationship between employee satisfaction and organizational success be optimized? Organizational development places emphasis on the human factors and data inherent in the organization-employee relationship. Organizational development strategies can be used to help employees become more committed and more adaptable, which ultimately improves the organization as a whole.

          
          The organizational development process is initiated when there is a need, gap, or dissatisfaction within the organization, either at the upper management level or within the employee body. Ideally, the process involves the organization in its entirety, with evidenced support from upper management and engagement in the effort by all members from each level of the organization.

         
          To launch the process, consultants with experience in organizational development and change management are often utilized. These consultants may be internal to the company or external, with the cautionary understanding that internal consultants might be too entrenched in the existing company environment to effectively coordinate and enforce the action plans and solutions required for successful change. 

GENERAL GOALS

          The goal of "Gabay organization" is to determine which characteristics of an organization cause it to be able to continually learn and adapt to new circumstances. Those that are able to do so are called "learning organizations" because they are uniquely capable of improving themselves by learning from experience.

SPECIFIC OBJECTIVES

•  To bring out the best assets of each individual
• To improve individual behavior on organization
• To expose individual in different methodologies and techniques which will help him improve his skills as a manager.

CALENDAR OF ACTIVITIES

•  February 12        Group A1 and A2 perform                           their learning summary through learning circle

•  February 19         Group B1 perform their learning summary through learning circle

•  February 16         Group B2 perform their learning summary through learning circle.

•  March 5                Group C1 perform their learning summary through learning circle.

• March 12               Group C2 perform their learning summary through learning circle.

• April 4                    Submission of INCOME TAX RETURN

• May 7                     Hiring of New Employees

• June 15                  Assessment of the work performance of every employees

• July 1                      Awarding or the MODEL EMPLOYEES

• August 14-15        Seminar and Training of employees

• November 1          Halloween party

• December 23       Company Anniversary and Christmas Party

ORGANIZATIONAL NORMS

          Norms are the informal rules that groups adopt to regulate members' behavior. Norms are characterized by their evaluative nature; that is, they refer to what should be done. Although they are infrequently written down or even discussed, norms have powerful influence on group behavior.

          The organization conducts learning circles wherein 

NORMS FOR COLLABORATION

The collaborative norms of the group have more influence on the possibility of success than do the knowledge and talents of the group facilitator. Thus, our development energies must go to groups, not to designated leaders of groups. Three components have found to be helpful in groups that achieve high levels of skills in the challenging talk that is required in professional communities:

1. Overview. Provide groups with a rationale and information about two ways of talking (dialogue and discussion). Add details about the seven norms, the four capabilities of effective group members, the purposes of dialogue and discussion, and approaches to constructive conflict. This overview may create dissatisfaction with the current state of team and working-group performance and provide a glimpse of productive ways of working together.
    
2. Inventory. Inventorying members' perceptions of how the group uses the norms reveals beliefs about current operating practices. Groups can select one or two norms to develop and can establish monitoring systems to improve their use of the map and tools. Inventories can be simple rating scales, ranking personal and collective use of each norm, or more detailed questionnaires that explore the subsets of each norm.
    
3. Monitor. Any group that is too busy to reflect on its work is too busy to improve. Every working group has many more tasks to do than time in which to do them and so is naturally reluctant to spend time monitoring and reflecting on its working processes. Many groups commit themselves to a task-process ratio to overcome this tendency; they budget a protected percentage of each meeting for examining how well the group is working and what it might do to improve.

EVALUATION

           Organization Development is the attempt to influence the members of an organization to expand their candidness with each other about their views of the organization and their experience in it, and to take greater responsibility for their own actions as organization members.

          The assumption behind OD is that when people pursue both of these objectives simultaneously, they are likely to discover new ways of working together that they experience as more effective for achieving their own and their shared organizational goals. And that when this does not happen, such activity helps them to understand why and to make meaningful choices about what to do in light of this understanding.

RECOMMENDATION


As a part of the organization collaborating for a common goal, I recommend that feedback from all constituents should be elicited throughout the process and used to make adjustments to the action plan as necessary. Constant monitoring during the entire implementation effort is important for its success and acceptance.

PERSONAL LEARNING SUMMARY


The imperative for improved learning derives from the emerging global, knowledge-based economy, which focuses on collective, entrepreneurial learning to create continual innovations in products, processes, and services. It is driven by the continuing growth of new technological knowledge. This, in turn, leads to newly definable markets for this knowledge and to changing organizational and network structures, thus enabling organizations to apply new technology in both old and new markets. 

Organizational Change

DISCUSSION AND REVIEW QUESTION

1. Why is diagnosis so vital in organizational change programs?

     - through diagnosis, management associates the problem with skill, attitudinal, behavioral, and causes and selects the appropriate intervention. If employee participation is inappropriate because the necessary preconditions don't exist, management must unilaterally define the problem and select the appropriate method. Whether the problem is related to skill or attitudinal, behavioral or structural causes, the strategy must include provision of learning principles.

2.Explain the concept of organizational intervention and why any particular management or organization change can be considered an intervention.

     - An intervention is a specific action that a change agent takes to focus the change process. Although the term has a generally used meaning, it has a specific meaning in the context of organizational development where it refers to a formal activity.

 Why is it important for managers to reduce the resistance to change exhibited or covertly practiced by employees?

3.Might some managers attempt to implement a particular intervention, such as TQM, without first diagnosing whether the intervention would be appropriate for their organization's problem?

      - Without first diagnosing  about the particular intervention that an organization wants to implement might cause a negative result in the entire organization.  If an organization is attempting to change something, this must first be planned carefully.

4. Why is it important for managers to reduce the resistance to change exhibited or covertly practiced by employees?

     - resisting change is a human response, and management must take steps to minimize it. Reducing resistance can cut down on the time needed for a change to be accepted or tolerated. Also, the performance of employees can rebound more quickly if resistance is minimized.

5. Evaluate the ethical issues associated with downsizing an organization by reducing its labor force to increase the organization's long - run chance of survival. What other ethical issues can you identify in the practice of organizational development as you understand it thus far?

     - Declining revenues and increasing cost, merges, and international competition have intensified the need for organization to be more efficient and productive. Many companies have responded to this need by downsizing.  This major action involves reducing the size of the workforce and often closing some operations and consolidating others.

       The core task of the downsizing effort is determining what operations should be closed and which positions should be eliminated in the organization. Once the downsizing decision has been made, the most traumatic aspect of downsizing occurs-- the actual shutdown of operations and employee layoffs. 

       Downsizing is often an essential organizational change for companies striving to remain competitive in demanding external environment. However, the change is necessarily a painful one in many aspects. Effective downsizing requires careful analysis of the companies' operations and a well-planned implementation that minimizes unnecessary human costs.

6. Management must remain committed to the effort throughout all its steps, from diagnosis through implementation and evaluation.

     - In an organizational change it all starts with the diagnosis of the problem to the evaluation, effort is the passion and time given towards the said particular activity. In this case we must commit all of our efforts all throughout so that there can be an assurance in the result of each and every activity that we will do. An organization will not undergo a change for a second so we must be very patience in every step of it. This efforts that we will give will not only account for the success of the organization but also provides such contentment in every member that they have done their job well.

7. How is the appreciative inquiry approach to organizational change different from a problem-solving approach?

     - Appreciative inquiry is a method of focusing on positive or potential opportunities. Appreciation means to value, see the best in others, and recognize positive potential. The concept of inquiry refers to the systematic analysis and the openness to discovery. In essence appreciative inquiry involves a method for bringing about positive change.

8. What would be the characteristics of an organization or situation for which the use of reason would be an effective approach for managing change? Are such organizations and situations relatively rare?

     - As mangers contemplate the futures of their organization as the first decade of the 21st century unfolds, they can't change the inevitability of change. Change is certainly among the most frequently used words on the business pages of every newspaper in the world. Effective managers must view managing change as an integral responsibility rather than as a peripheral one. But we must accept the reality that not all organizations will successfully make the appropriate changes. Those with the best chance for success are relatively small and compete in industries in which research and development expenditures have traditionally been relatively high and barriers to entry are relatively low.

9. Explain the difficulties that you would encounter in attempting to obtain diagnostic information from members of two groups that believe they're competing for scarce resources.

     - The diagnosis of present and potential problems involves the collection of information that reflects the level of organizational effectiveness. Data that measure the current state of production, efficiency, satisfaction, adaptiveness, and development must be gathered and analyzed. The purpose of diagnosis is to trace the cause of the problem. In addition to serving as the basis for problem identification, the diagnostic data also establish the basis for subsequent evaluation of the organizational development.

10. Explain why a change program should be evaluated and why such an evaluation is so difficult to conduct.

     - The last step of the change process is the evaluation procedure. The ideal situation would be to structure the procedure in the manner of an experimental design. That is, the end results should be operationally defined, and measurements should be taken, before and after, both in the organization undergoing development and in a second organization (the control group). If the scope of the program is limited to a subunit, a second subunit could serve as a control group. An evaluation not only enables management to account for its use of resources but also provides feedback. Based on this feedback, corrections can be taken in the implementation phase.

Case for analysis: Bayer’s Major Changes in One plant

     The plant had changed ownership three times and the workforce seemed to have dissolved as fast as the     analgesic tablets rolling off production lines - down from 800-360 workers in less than a year.  That was a lot of change to absorb in a facility that had been steadily producing over-the-counter and prescription pharmaceuticals for more than half a century. But there's more: employees were uncertain about what it would be like to work for Bayer, a German-owned company, and the plant manager post had been vacant for a while. Morale among workers plummeted, and job security became a running joke.

     Before Bayer's acquisition, the management style at the facility was top-down rather than collaborative and reactive instead of proactive. Knowing that Myerstown employees were skeptical of new management programs because of past failure, plant manager John O' Neil and the HR team addressed workers at an all-out employee meeting about the first initiative -- developing a site strategy and goals. Myerstown employees felt that communication was so important in getting and receiving information about site performance, department projects, and rumors that they initiated the "Myerstown Information exchange."

     The thing that is appreciative in the process was that managers listened to what everyone had to say, treating them equals, and really valued their opinions. Resistance to change can be overcome by acknowledging not only the business rationale for change but also the hopes, fears, and dreams of those  affected. In the race to make change happen, organizational leaders are often fail to tell the straight story to people who then write their best scripts. Progressive companies go to great lengths to involve people in a transformation that affects them, which sends critical messages about validation and involvement.

The Structure and Design of Organizations

Job Design

                The process by which managers decide individual job tasks and authority.

Designing Jobs to Allow Work/Family Balance

                Flexible work design:

1.       Reduced hours – employees can take advantage of part-time and job sharing arrangements. Job sharing occurs when two individuals share the responsibilities of one position.

2.       Reduced workload - high-performing senior level individual work reduced schedules for a defined period to pursue an advanced degree, care for a newborn or a sick parent, and the like.

3.       Flextime - full-time professionals are allowed to design their work schedules to fit their particular needs. Typically, this includes variations in starting and ending times or in the number of hours worked per day.

4.       Telecommuting - full-time professionals can elect to work from home for part of the week (no more than 50 percent) to accommodate family or personal needs.

5.       Extended leave of absence – employees who want time off for family and other personal reasons can apply for a leave up to 5 years in duration. During this period, they don’t receive pay or benefits but they are able to stay connected through mentoring, short and hoc projects, and training opportunities.

Job Performance

                The outcomes of jobs that relate to the purposes of the organization such as quality, efficiency, and other criteria of effectiveness.

Job Performance Outcomes

·         Objective Outcomes

Quantity and quality of output, absenteeism, tardiness, and turnover are objective outcomes that can be measured in quantitative terms.

·         Personal Behavior Outcomes

The jobholder reacts to the work itself. She reacts by either attending regularly or being absent, by staying with the job or by quitting.

·         Intrinsic and Extrinsic Outcomes

Intrinsic outcomes are an object or event that follows from the worker’s own efforts and doesn’t require the involvement of any other person.

Extrinsic outcomes are objects or events that follow form the worker’s own efforts in conjunction with other factors or persons that directly involved in the job itself.

·         Job Satisfaction Outcomes

Depends on the level of intrinsic and extrinsic outcomes and how the jobholder views these outcomes.

Describing Jobs through Job Analysis

Job Analysis

                Providing a description of how one job differs from another in terms of demands, activities, and skills required.

Job Content

                Specific activities required in a job.

Functional Job Analysis (FJA)

                Method of Job analysis that focuses on specific activities, machines, methods, and required output.

Job Requirements

                The education, experience, licenses, and other personal characteristics an individual needs to perform the job content.

Job Designs: The Results of Job Analysis

Job Range

                Number of tasks a person is expected to perform while doing a job. The more tasks required, the greater the job range.

Job Depth

                Degree of influence or discretion an individual possesses to choose how a job will be performed.

Job Relationship

                Interpersonal relationships required or made possible on the job.

The Way People Perceive their Jobs

Perceived Job Content

                Specific job activities and general job characteristics as perceived by individual performing the job. Two individuals doing the same job may have the same or different perceptions of job content.

Job Characteristics

1.       Variety – degree to which a job requires employees to perform a wide range of operations in their work, and/or degree to which employees must use a variety of equipment and procedures in their work.

2.       Autonomy – extent to which employees have a major say in scheduling their work, selecting the equipment they use, and deciding on procedures to be followed.

3.       Task identity – extent to which employees do an entire or whole piece of work and can clearly identify the results of their efforts.

4.       Feedback – degree to which employees, as they are working, receive information that reveals how well they are performing on the job.

5.       Dealing with others – degree to which a job requires employees to deal with other people to complete their work.

6.       Friendship opportunities - degree to which a job allows employees to talk with one another on the job to establish informal relationships with other employees at work.

Individual Differences

                Individual differences in need strength, particularly the strength of growth needs, have been shown to influence the perception of tasks variety.

Social Setting Differences

                Differences in social settings of work also affect perceptions of job content. Examples of social setting differences include leadership style and what other people say about the job.

Designing Job Range: Job Rotation and Job Enlargement

Job Rotation

                Practice of moving individual from job to job to reduce potential boredom and increase potential motivation and performance.

Job Enlargement

                Practice of increasing the number of tasks for which an individual is responsible. Increases job range, but not depth.

Designing Job Depth: Job Enrichment

Job Enrichment

                Practice of increasing discretion individual can use to select activities and outcomes. Increases job depth and accordingly fulfills growth and autonomy needs.




Creativity
                Many organizations feel that creativity and innovativeness are not only desirable but also should be core competencies and a consistent feature of their cultures. Creativity is the generation of novel ideas that may be converted into opportunities. It is the first step in the innovation process.


              Creativity may be viewed in many ways. First, you may consider the creative person as mad. Creative people have been found to have superior ego strength and handle problems constructively. Second, you can see the creative person as being disconnected from the art of creativity. Creativity in this view is a mystical act.
Prepared by B1 of Bsoad-3a


Cavestany, Jenny Lyn M.
Bellosillo, Analyn D.
Fortich, Glyn T.
Guiriba, Mark Jay-arr
Tare, Venard D.