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.