Reporter: UMMU KARTHUM A.

ALIH, RN, ShC

Introduction to Organizational Development
Learning Objectives:
 To remember and understand the definition and value/importance of organization and
development
 To discover the origin, developments, and scope of organization development

I. Definitions & Importance of OD

1. What do we mean by Organization?
An organization is a social unit with a specific and unique purpose(Litterer 1980)
 A number of people have to fill in roles, offices or positions

 Two(2) kinds of outputs or purposes/goals that must be delivered by an organization

 1. the technical or economic product that the society, community, or larger

organization will find useful; and
 2. the satisfaction of gthe needs of the members of the organization.(Roethlisberger &
Dickson 1980)
 The most significant efficiencies come from specialization through the division of
work(Litterer 1980)
2. What is Development?
 It means to advance, to promote the growth of, to evolve the possibilities of, to
further, to improve, or to enhance something.
 Organization Development is a means to further improve the organization.
 OD is the name attached to total system,planned change efforts to increase
organization effectiveness.It plays an increasingly significant role in helping
organizations manage themselves.
 It helps Organizations assess themselves and their environments
 2.It enhances their strategies, structures, systems and processes,alongside the skills
and competencies of individuals and groups based on the assessment results.
 It helps organization members go beyond surface changes to transform the
underlying assumptions and values governing their behaviors.
Organization development is an effort (1) planned, (2) organization-wide,and (3) managed
from the top, to (4) increase organization effectiveness and health through (5) planned
interventions in the organization’s “processes”, using behavioral-science knowledge. Richard
Beckhard

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OD is a system-wide process on data collection, diagnosis, action planning, intervention, and
evaluation aimed at: (1) enhancing congruence between organizational structure,process,
strategypeople, and culture;(2) developing new and creative organizational solutions;and (3)
developing the organization’s self-renewing capacity. It occurs through collaboration of
organizational member working with a change agent using behavioral scienc theory, research,
and technology. Michael Beer

OD refers to a long-range effort to improve an organization’s problem-solving capabilities and it

ability to cope with changes in its external environment with the help of external or internal
behavior. Wendell L. French

The following provides a novel idea of OD

 “OD 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 this, when people pursue both of these objectives simultaneously,
they are likely to discover new ways of working together as more effective to achieve
their own and their shared(organizational) goals.When this does not happen, it helps
them to understand why and to make meaningful choices about what to do in light of
this understanding.”(Neilsen 1984)
History of Organization Development
 Though the formal history of OD dates only from 1957 to 1958, its origins can be traced
directly to post World War II organizational needs and practice (McGill 1977)
 In 1945, a new concept-training as an integrated managerial program of individual and
organizational growth-was introduced (Bradford 1945)
 Throughout the 19th Cerntury, enterprise managers worldwide were so pre occupied in
the development of their organizations to better cope with and shape the environment
in which the enterprise operates.
Kurt Lewin (1898-1947) is widely recognized as the founding father of OD, although he died
before the concept became current in the mid-1950s.From Lewin came the ideas of
group dynamics and action research which underpin the basic OD process as well as
consultant/ client providing its collaborative consultant/ client ethos.
Douglas Mc Gregor while consulting together with Richard Beckhard at General Mills in the
1950s, the two coined the term Organization Development (OD) to describe an innovative
bottoms-up change effort that fit no traditional consulting categories”.

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Reporter: ADIMAL S. ALSHARIF

INTRODUCTION TO ORGANIZATION DEVELOPMENT

ORGANIZATION DEVELOPMENT AS A TOOL FOR ORGANIZATION EFFECTIVENESS AND

PERFORMANCE
--Organization Development evolved into the following definitions:
“Organization Development is an effort (1) planned, (2) organization-wide, and (3)
manage from top, to (4) increase organization effectiveness and health through (5) planned
intervention in the organization’s “processes”, using behavioural science knowledge (Beckhard
1969).
--With today’s pace of global, economic, and technological development, change is expected
and always experienced in any organization.
--The responsibility of any organization is to bring about conditions that satisfy to a certain
degree, the goals of the various parties involved and interested so they can give their utmost
support toward the fulfilment of its unique purpose and the attainment of its desired goals.
--OD is not only planned organization change but also managed transformation change.
--An effective organization has the ability to solve its own problems. Organization Development
helps organization members gain the knowledge and skills required to conduct their tasks and
roles and involve them in the process.
--An effective organization has high performance and high quality of work life for its members.
-- It involves a systematic diagnosis of the organization. It is related to a total organization
change, a system which is relatively free to determine its own plans and future and innovation
with adaptation to its given environment.
--An effective organization is self-renewing (Gardner 1965) and can effectively adapt and cope
with the changes in its environment (Schein 1980)
--Organization Development starts with the assessment and analysis of the present situation
(‘’Where are we now”). The assessment results become the bases for the design and
development of intervention (“How do where go there”).

Conditions that call for OD efforts are as follows:

1) The change in leadership which gives rise to a change in vision, strategies, system and
procedures, and culture.

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 2) The leader sees a new vision for the organization. It is either to expand the desired state
for the future or shift to a different direction.
3) The need for creativity and innovativeness for the organization to compete in the
industry and to adapt to the ever-changing environment. The leader does not want to
act only if there is something broken to be fixed.
4) The need to change structure and roles which will surely affect the other aspects of the
organization.
5) The need to open up communication system and to improve inter group collaboration.
6) The need for better planning and monitoring and evolution of plans.
7) The need for correct performance failure and/or the need for a more performance-
based rewarding of groups and individuals.
8) The need to make the organizational climate consistent with both individual needs and
the changing needs of the environment.
9) The need to change or redefine the culture of the organization.
10) Employee situation which affects the whole organization and/or the need to
change/enhance work force motivation.
11) The need to cope with mergers and acquisitions.

Some Goals and Objectives which Achieved in an OD:

1) To develop a practical and workable system that can be flexible enough in terms of its
operation depending on the nature of tasks.
2) To introduce a built-it continuous improvement mechanism regarding how a system or
sub-system operates.
3) To provide an environment where stakeholders learn continuously from every situation
and operation in the organization.
4) To attain higher collaboration and low competition between interdependent units.
5) To create conditions where conflicts are discussed and managed.
6) To reach a balance between the authority of knowledge where decisions are made on
the basis of information source, as well as authority of role where decisions are made on
the basis of organization role.

THE ROLE, REQUIRED KNOWLEDGE, SKILLS, VALUES, AND ETHICS OF AN ORGANIZATION

DEVELOPMENT CONSULTANT/PRACTITIONER
--OD practitioner or consultant takes on the task of initiating and managing planned change in
an organization, can be an internal member of the organization or can be an individual outside
the organization.

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--There are different categories of OD practitioners as follows: OD consultant, specializing in OD
as a profession; people specializing in fields related to OD; managers and administrators who
have gained knowledge, skills and competencies in OD.
--Table below show some of the advantages of using each type of consultant; internal and
external

INTERNAL
 Already has familiarity with the
organization and how it works
 Knows the organizational culture
better than any external can ever
know it
 Has relationships established that can
get cooperation more quickly
 Has a trust level already established
 Lower cost by project of
organization’s long term commitment
to employment
 Organization takes less risk of
confidential information being leaked
 Less emphasis on getting already job
done quickly as salary is already paid
 Greater accountability
EXTERNAL
 Does not have pre-knowledge of the
organizational culture, so does not
enter the process with any
preconceived notions
 Often given more respect by insider
because he/she is not known except
by reputation
 More freedom to say ‘’say it like it is’’
because he/she has less at risk
politically
 Organization makes less long-term
commitment for pay and no
commitment for benefits
 Organizational members may be
more willing to trust in confidentially
in sharing information with the
consultant


--The OD practitioner establishes and maintains a collaborative relationship with the client
system.
--As a profession, OD as always shown a concern for the ethical conduct of its practitioners.
Several ethical code for OD practice have been developed by various professional associations
(Cumming & Worley 2001), one such professional association is (www.odnetwork.com)
--SAIDI (Southeast Asia Interdisciplinary Development Institute) is the pioneer and only
institution in the Philippines specializing in OD aim to provide leaders, practitioners, and
executives with integrative frameworks and tools essentials to face the various issues and
concerns challenging organization today. (www.saidi.edu.ph)

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Competencies of an Effective OD Practitioner
--To be an effective OD practitioner, one requires a combination of personality traits,
experience and certain types of knowledge and skills (organizational skills, people skill,
direction-setting skills, and process skills).
--Organizational skills include the ability to analyse and come up with enhanced structure to
improve productivity and accountability of people and teams in the organization.
--People skills involve coming up with systems that enhance trust between and among
members which would lead to improved performance.
--Direction-setting skills include the adeptness to analyse and assess the organization’s
approach to leadership and creating the desired future.
--Process skills include the ability to realign processes with the organizational strategies toward
a more quantifiable improvement.

The role of OD Practitioners

--People commonly have different goals, values, and behavioural patterns. The marginal or
borderline role of an OD practitioner is to reconcile these viewpoints between and among
organizational members and units.
--In the past, the OD role always falls at the client’s end. Recently, however, OD interventions
have expanded toward the consultant end of the continuum. Today, the modern approach
prevails, OD practitioner takes on the role of expert, with the consent and collaboration of
organization members.
--The role of an OD practitioner encompasses that of a facilitator, catalyst, problem-solver, and
educator.

OD Practitioners’ Values and Ethical Conflicts

--The issue of misrepresentation specifically twisting or distorting proposed intervention result
and extrapolating unrealistic outcomes.
--Misuse of data which may occur when confidential and sensitive information is used as basis
for punishment of individuals and groups.
--Coercion or putting pressure on the organization members can result in excessive
manipulation by and dependency on the OD practitioner.
--Conflict in values and Goals between the OD practitioner and the client.

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--Lack of professional and technical skills to implement the change program on the part the
practitioner or organization members.

References:

- APPRECIATING ORGANIZATION DEVELOPMENT by Alzona, Rosario C., PhD; Beload, Ma.

Desiree D., PhD; Pick, Jocelyn R., PhD.
- ORGANIZATION DEVELOPMENT PRINCIPLES, PROCESSES, PERFORMANCE by Gary N.
McLean
- https://www.bkconnection.com/static/mcleanexcerpt.pdf
- https:// www.saidi.edu.ph

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REPORTER: FATHRAENA TADUS AMIL

ORGANIZATIONAL DEVELOPMENT (OD) TOOLS

OD tools is a patented set of assessments that provides HR with quantitative and qualitative
data to drive change, organizational development, and self-awareness. Provides for analytic
functions that will help HR and senior managers to check the pulse of their organizations and
their teams.

Featured OD Tools
1. OD Map
The organizational diagnostics survey for assessing the people side of organizational
effectiveness. It gathers employee opinions about Employee Engagement and its main
driving factors. It measures the intangible soft factors that are vital to the organization.
Anonymous survey that captures quantifiable data. It’s been designed to facilitate
change and improvements in the workplace. Using statistical data that will pinpoint
what your organization needs to address.

2. Leadership Core 360

Leadership core 360 is a multi rater assessment program. It includes respondents who
are your direct reports, peers, superiors, and your own self rating. The report that is
generated encompasses assessment of 7 leadership competencies (Sharing the vision,
Influence, Team building, Supporting others, Innovation, Delivering results, and Business
acumen). It provides an overview of your strengths and improvement needs. Your score
tabulated against the respondents is compared to demystify instances of high self-
perception scores. It allows you get feedback from up to 8 colleagues.

3. Motivation Questionnaire
The OD-Tools Motivation Questionnaire (MQ) is designed to increase self-awareness of
your intrinsic and extrinsic motivation at work. It helps individuals clarify their values
and priorities, and it helps employers better retain and motivate their employees. Based
on 15 work-related needs – called motivational factors – the questionnaire outlines a
comprehensive job motivation/satisfaction profile for each participant and enables
companies to proactively retain their key talent. This report is developed by Petra
Zander, Certified Psychotherapist, Economist and certified Health Master coach.

4. Traits Map

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 Personality is defined by Trait-Map® as preferred or habitual tendencies in one’s
thinking, feeling and behavior resulting from the unique composition of underlying
traits. By better understanding the personality tendencies of employees, organizations
can optimize job-fit and employee development. Trait-Map® is a combination of “the
greatest single break-through in personality psychology” – the Big Five model
(extraversion, agreeableness, openness, conscientiousness and neurotism) – and the
latest trends in questionnaire design.

5. Health meets Work

Health meets Work™ originates from the realization that employee health and
organizational performance are highly interconnected. An obvious connection would be
for example that healthy employees tend to be more productive than employees who
often take sick leave. But the connection runs much deeper. A suboptimal, inefficient
process not only makes the organization less efficient and less profitable but also
increases employee stress. We owe it to our employees to make sure they passionately
thrive in the work they do.

6. Management and Organizational Sustainability Tool

This is a group assessment tool designed to be used with whole systems and assess the
organization’s development level in major system areas, such as finance and human
resources.

7. Workgroup Climate Assessment Tool and Guide for Facilitators

The Workgroup Climate Assessment is a simple, reliable, and validated tool designed to
measure climate in intact workgroups at all levels of an organization.

8. Employee Satisfaction Survey

This tool assesses the employees’ sense of well-being in any organization and can be
used by organizations of any size where confidentiality can be maintained.

REFERENCES:
https://www.teamworkbound.com/odtools
https://www.measureevaluation.org/resources/tools
Subject Course: PA 217 (Organizational Development)

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Presenter: Ms. Saloma D. Habil

ORGANIZATIONAL DEVELOPMENT INTERVENTIONS

OD Targets the total enterprise from the organizational community to the individual, as the
fundamental unit of the organization. The center of its efforts is change through planned
interventions in the organizational processes. Ideally, this should be introduced with
understanding of its implication, acceptance and sanction from the top level of the
organization, its first activities should be at that level, since top management sets the style for
the organization.
Overview of OD intervention
OD interventions refer to the range of planned programmatic activities participated in by clients
and consultants during the course of an OD program. A more universal definition of OD
intervention is that it is any process or technique relevant to the development of organizational
effectiveness.
The foundation and characteristics of the OD process are as follows;
1. It is data and experience -based with emphasis on action, diagnosis and goal setting
2. It frequently utilizes work teams as target groups
3. It rests on a system approach to organizations.
4. It is a normative, reductive strategy of changing
5. It is an ongoing process
Any OD intervention should be structured according to the following guidelines;
1. Structure the activity so that the relevant people are there
2. Structure the activity so that it is problem or opportunity oriented, thus, it is oriented to
the problems and opportunities generated by the clients themselves
3. structure the activity so that the goal and how to reach it are clear
4. Structure the activity so that there is a high probability of a successful goal attainment
5. Structure the activity so that it contains both experience and conceptual/theoretical
based learning
6. Structure the climate of the activity so that individuals “ Freed up” rather than anxious
7. Stucture the activity so that the participants learn both how to solve a particular
problem and “ to learn” at the same time.
8. Structure the activity so that individuals can learn about both task and process.
9. Structure the activity so that individuals are engaged as whole persons, not segmented
persons

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GENERAL CLASSIFICATION OF OD INTERVENTIONS
A. Levels of OD Intervention
1. Level 1 type of intervention focuses on the organizational structure
2. Level II type focuses on functional policies and practices and its primary objectives is to
develop more rational planning and control.
3. Level III type focuses on personnel policies and practices: the nature and effectiveness of the
policy procedures: the nature and effectiveness of the policy procedures system and the
management of its human resources. This is often called the organizational reward/punishment
mechanism ( the R/P system).
4. Level IV type focuses on task performance appraisal and improvement for better task
effectiveness. This is to enhance performance by appraising it’s based on publicly observable
measurements established in advance.
Examples: time and motion studies, work flow studies, formal communication network
analysis
5. Level V type focuses on management development aimed at directly helping the individual
manager by upgrading his conceptual understanding.
Examples: requisition of skills in delegation, communication, time management, control
6. Level VI type focuses on job enrichment aimed at a direct and intentional satisfaction of the
individual worker’s needs. This answers that task changes are best made in accord with the
psychological needs of the employees affected.
7. Level VII type focuses on intergroup behavior which aims to change attitudinal and
behavioral factors contributing to functional or dysfunctional working relationships among
groups in an organization. This is to help the groups develop greater effectiveness by
concentrating on their intergroup working relationship and improving their ability to deal with
issues.
Example: Managerial grid approach
8. Level VIII type focuses on the intergroup behavior. This aims to effect change in the actual
behavior of members within a functional work group and to improve the interactions necessary
to facilitate the group’s effective joint activity and problem-solving activity. Likewise this targets
to develop each group member’s internal capacity to base his actions upon more carefully
collected and analyzed data about the group’s behavior.
Example: Action research creating data which can be incorporated into learning and
resulting into social change.

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9. Level IX type focuses on non-group behavior or individual sensitivity. It targets the
unprogrammed, open, and social situation rather than either a person’s behavior within his
work group or the behavior between two or more groups.
10. Level X type focuses on family group behavior or family.
These ten levels of OD intervention must be understood and considered as separable
parts of a total process and its single application must be systematically applied within the
context of the outcome possible with other kinds of intervention.
Moreover, OD intervention is not limited to these ten levels. Any intervention that can
be used to produce organizational effectiveness can be called OD intervention.
B. Depth of Penetration into Organizational Performance
1. Change strategies which confront the hidden aspects of the individual and his interpersonal
relationships are viewed as falling toward the deeper end of the continuum. The development
efforts deal more specifically with the organization’s social/psychological aspects critical to
interpersonal behavior.
2. Change strategies which deal with the more structural and external aspects of the individual
and focus upon his more formal and public relationships are seen at the shallow end of OD
activity. Technical or operational, task-oriented interventions are conducted. These are
cognitively-based and influenced more by reason than by feelings.
C. Maintenance/Improvement of Organization’s Health
1. Sensing. This is an OD practice where management monitors the feelings and modes of its
people, and remains in touch with the degree of frustration or contentment characterizing its
critical subgroups. It involves mobilizing representative subgroups of the work force by passing
intervening levels of supervision to responsible managers who can understand the social
dynamics of their employees.
2. Mutual Coaching. It is an individually oriented OD technique commonly done among
professional employees so that good things are encountered, doubtful things are questioned,
and wrong things are corrected.
3. Organizational Display. Through this intervention, organizational deficiencies are searched for
and then displayed. Likewise, it displays indication of health to map the territory, illuminated
the problems, and reinforce the participants’ assets which permit them to make internally
motivated choices on their development course.
D. Underlying Themes
1. Discrepancy Intervention. It calls attention to a contradiction in action or attitude which leads
to exploration.

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2. Theory Intervention. Behavioral science knowledge and theory are used to explain present
behavior and assumptions underlying the behavior.
3. Procedural OD Intervention. It studies how things are being done to determine whether the
best methods are being used.
4. Relationship Intervention. It focuses attention on interpersonal relationship ( Particularly
whrere there are strong negative feelings) and brings out issues that need to be resolved.
5. Experimentation Intervention. Two different action plans are tested for their consequences
before a final decision is made.
6. Dilemma Intervention. It uses an imposed or emergent dilemma to force close examination
of the possible choices involved and the assumption underlying them.
7. Perspective Intervention. It draws attention away from immediate actions and demands and
allows a look at historical background, context, and future objectives in order to assess whether
or not the actions are “ still on target.”
8. Organization Structure Intervention. This calls for examination and evaluation of structural
causes of organizational ineffectiveness.
9. Cultural Intervention. It examines traditions, precedents, and practices in a direct and
focused approach.
E. Activities/Processes
1. Diagnostic activities are fact-finding activities such as projective devices. Interviews,
questionnaires, surveys which are designed to ascertain state of the system and the ways things
are.
2. Team-building activities are related to task issues and quality of relationships among team
members or between members and leader.
3. Intergroup activities are focused on joint activities and the groups’ output.
4. Survey-Feedback activities are centered around survey data and designing action plans based
on the data.
5. Education and Training activities aim to improve skills and knowledge of individuals.
Examples are T-groups, human relations, leadership, decision-making, problem-solving, and
other related activities.
6. Techno structural activities are activities such as experimentation with new organizational
structures or devising new ways to bring technical resources to improve the effectiveness of the
technical or structural input.

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7. Process consultation activities are activities such as communication processes on the part of
the consultant which help the client understand the events occurring in his environment.
8. Grid Organizational Development activities comprise several phases changes model involving
the total organization.
9. Third-Party Peacemaking activities such as intervention of a mediator consultant in a labor-
management problem are conducted by a third party ( e.g., a skilled consultant).
10. Coaching and Counseling’s activities involve the consultant or organization members
working with individuals to help them define learning goal and learn new modes of behavior.
11. Life and career planning activities enable individuals to focus on their life and career
objectives.
12. Planning and Goal setting activities include theory and experience in planning and goal
setting, problem-solving models, and the likes to improve skills of employees.
F. Target Groups
1. OD interventions designed to improve effectiveness of individuals are:

 Life and career planning activities

 Role analysis technique
 Coaching and counselling
 Sensitivity training
 Education and training to increase skills and knowledge in the areas of technical task
needs, relationship skills, process skills, decision-making, problem-solving, and planning.
2. OD intervention designed to improve the effectiveness of DYADS/TRIADS (OD Intervention
exercises) are:

 Process consultation
 Third-party peacemaking
3. OD interventions designed to improve the effectiveness of teams and groups are:

 Team building which is task and process directed

 Family T-Group
 Survey feedback
 Process Consultation
 Role analysis technique
4. OD interventions designed to improve the effectiveness of intergroup relations are:

 Intergroup activities which are process and tak directed

 Organizational mirroring

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  Techno structural intervention
 Grid OD phase
5. OD interventions designed to improve the total organization are:

 Confrontation meetings
 Strategy planning activities
 Grid OD phase
G. Principal Emphases in Relation to different Hypothesized Change Mechanisms

1. Feedback

 Survey feedback
 T-group
 Process consultation
 Grid OD instruments
2. Awareness of changing sociocultural norms

 Team-building
 Intergroup interface sessions
3. Increased interface sessions

 Third-party peacemaking
 Management by Objectives (MBO)
 Techno structural changes
4. Confrontation and resolving differences

 Third-party peacemaking
 Intergroup interface sessions
 Coaching and counselling individuals
 Confrontation meetings
5. Education through new knowledge and skills practice

 Career and life planning

 Goal setting
 Decision making
 Other planning activities
 Process consultation

TECHNOSTRUCTURAL INTERVENTION IN THE PHILLIPPINE COMPANIES

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In OD, techno structural interventions are activities designed to improve effectiveness of the
technical or structural input and constraint in the organization affecting individuals or groups.
These activities may take the form of experimenting with new organization structures and
evaluating their effectiveness in terms of specific goals. They can also take the form of devising
new processes or ways to bring technical resources to bear on problems previously identified.
A Classic example of an experiment in structure is prevalent in project-oriented companies
where the matrix type of organization is popular. Companies have created project organizations
designed to be solely functioning and responsible for each contract or project site. In each case,
the goal is to implement efficiently their contracts and to essentially see their respective
profitability by considering them as separate profit centers. The tax angles is also one of the
major considerations.
New Processes, new practices and procedures, and other technical interventions have been
introduced by Philippine companies to improve organizational health as in the case of
Telephone Company who shifted from manual billing system to computerized system when it
expanded operations and realized that the manual billing system was unable to service the
needs of the company.
Techno structural changes are dictated by the current problems experienced by organizations
and are inherent and unavoidable in the process of organization growth.

THE ORGANIZATION DEVELOPMENT PROCESS

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 Reporter: SF Thalia A. Kashim

Handout of the Report

The organizational development process is an action-based research model designed to help
the user understand known problems, set measurable goals, implement changes, and analyze
results. Organizational development has been something that many businesses have taken
seriously since at least the 1930's.

To implement this framework, companies analyze each of the seven S's — shared values,
strategy, structure, systems, style, skills, and staff — and come up with solutions for
improvement. The key factor is shared values, which are the organization's main priorities.

The Process of Organizational Development

The organizational development process is a systematic, research-based series of steps.
Common implementation steps include the following:

 Identifying an area of improvement. Organizational change begins with identifying a need that

aligns with business goals. Companies often know that need right away, but they may consider
a data-driven approach to identify problems through formal surveys and feedback. This
approach allows for a more thorough understanding of the area for improvement. Companies
should ask themselves what they want to change, and why that change is necessary.
 Investigating the problem. Once the area for improvement is identified, companies conduct an
investigation to learn why the problem exists, what the barriers to improvement are, and what
solutions have previously been attempted. This step can also include surveys or focus groups
and individual consultations.
 Creating an action plan. The company then creates a plan with allocated resources and clearly
defined employee roles. This plan will include specific support for individuals involved and

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 identify a measurable goal. During this step, companies should think about how they’ll
communicate changes to staff and manage feedback.
 Creating motivation and a vision. Once the company has clearly defined and communicated a
plan, its leaders must motivate their employees to share in a vision. This step involves leaders
acting as enthusiastic role models while helping employees understand the plan’s big-picture
goals and desired impact.
 Implementing. While stability is necessary during implementation, supporting employees
during the transition with mentoring, training, and coaching is equally important. When
thinking about such support, management should consider what new skills employees will need
and what delivery methods will be most effective. Ongoing feedback and communication can
help make the change process easier.
 Evaluating initial results. Once the company has implemented a plan, its leaders may create
space for shared reflection, asking themselves and their employees if the change effectively
met the business goals. They’ll also evaluate the change management process and consider
what could be done differently. This step can’t be overlooked; if the company doesn’t evaluate
the changes, it won’t know whether interventions have been effective.
 Adapting or continuing. Depending on the evaluation of the initial results, the company may
choose to adapt its plan. If the results show success, it may continue with the current plan to
keep improving.

OD Strategy: Five Phases

TD professionals should integrate OD skills with the growing number of L&D, performance
improvement, and talent management solutions focused upon increasing organizational
effectiveness. The process used by OD practitioners to design and implement organizational
development strategies is structured in five phases:
1. Entry represents the initial contact between consultant and client in which they present,
explore, and identify the problem, opportunities, or situation. The output of this phase
is an engagement contract or project plan that establishes mutual expectations and
preliminary agreements about project scope (such as time, money, and resources).

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 2. Diagnosis (assessment) represents the fact-finding phase. It is a collaborative data
gathering process between organizational stakeholders and the consultant in which
relevant information about the presenting problem is gathered, analyzed, and reviewed.
3. Feedback represents the return of analyzed information to the client or client system;
exploration of the information for understanding, clarity, and accuracy; review of
preliminary agreements about scope and resource requirements; and the beginning of
ownership of data by the client. The output of this phase is typically an action plan that
outlines the change solutions to be developed, along with defined success indicators
based on the information and data analysis.
4. Solution represents the design, development, and implementation of the solution or set
of solutions meant to correct the problems, close gaps, improve or enhance
organizational performance and effectiveness, or seize opportunities. Outputs may
include a communication plan, a role-and-responsibility matrix, a training plan, a
training curriculum, an implementation plan, a risk management plan, an evaluation
plan, or a change management plan.<.li>
5. Evaluation represents the continuous process of collecting formative and summative
evaluation data to determine whether the initiative is meeting the intended goals and
achieving defined success indicators. Outputs generally include an evaluation report
with recommendations for continuous improvement.

Challenges to Organizational Change and Development

Organizational change and development can present some impediments to success. Resistance
to change is normal, as people become set in their ways. To minimize resistance, leadership
should consider a slow, incremental rollout rather than making massive changes all at once.
Since change is often difficult to navigate, companies should hire leadership experts to execute
high-level changes. Education and communication are vital in implementing change; employees
are much less likely to resist if they have a clear understanding of what’s happening and why.
Effective management can guide the process and offer team members clarity.
Common challenges that come with organizational development processes include the
following:

 Fear of the unknown. Some employees are afraid to implement new plans because they’re
afraid of failure or reluctant to enter uncharted territory. They may be cynical about change if
past initiatives failed, or they may think the organization is fine as it is. Employees may directly
express this fear by complaining about new initiatives or passively by neglecting their part in
the process, for example, by arriving late to key process improvement meetings.
 Conflicting goals. Sometimes, leaders disagree about a company’s ultimate goals. This conflict
often pertains to finances and allocation of resources, sometimes stemming from poor
communication between management branches. These issues can be handled proactively by
instituting clear communication channels before beginning new initiatives.
 Burnout. Change can be exhausting, and employees may experience burnout if proper supports
are lacking. To avoid employee burnout, companies should keep the question “Is this realistic?”
at the forefront of all steps of the process and ensure that employees are maintaining an
appropriate work-life balance.

19
 Lack of leadership. Key leaders may leave an organization, forcing the remaining employees to
scramble to fill the gaps. Additionally, current leadership may lack effective communication or
teambuilding skills. Each scenario can make organizational change more difficult.
 Lack of understanding of planned changes. Employees expect well-planned and predictable
changes, so when surprises or missteps occur, they can lose faith in the process. Creating a
timetable for the changes and clearly articulating the problems that may occur can help avoid
these issues.
 Difficulty changing the mission or values. During periods of change, some employees may feel
that the company’s mission doesn’t align with the new initiatives. This may cause resistance to
change.

The Core Values for Organizational Growth and Development

Many people assume organizational development is the same as the human resources
department in a business. While they do share some of the same humanistic values in terms of
people, they are slightly different in the way they operate.

In short, human resources is concerned with business operations and how the workers and
management interact with each other. Operational development is more concerned with the
wholistic improvement of the employees.

Speaking of humanistic values, there are six that OD uses:

1. Workers must be treated as people rather than resources to create a productive

process.
2. Opportunities must be provided for each organization member and the organization
itself to reach its full potential.
3. Seeking improvement must always be happening to reach the organization’s goals.
4. Create an environment that produces work that is both exciting and challenging.
5. Provide worker opportunities that influence the ways they relate to tasks, the business,
and the environment around them.
6. Realizing that every worker has a unique set of needs that are all important for their
lives and how they work.

These values are essential to know if your company is looking to make the change. Deeply
understanding the concept can help you be more successful in your organizational
development goals.

The Essential OD Objectives

Just like with any workplace improvement strategy, there are a set of objectives that the

20
company wishes to achieve. However, they are also usually modified a small amount to fit the
company’s needs as well.

The following is a basic list of objectives for participating, and succeeding, in implementing
organizational development:

1. Improve inter-personal trust among employees.

2. Increase satisfaction and commitment.
3. Confront problems immediately instead of ignoring them.
4. Manage conflict effectively.
5. Improve cooperation and collaboration.
6. Increase the rate of problem-solving.
7. Consistently establish processes that assist in improving the continuing operation of an
organization.

Management strategies like OD cannot be successful without a clear vision in mind. Do the
work involved in understanding the values, to then be able to meet these objectives and exceed
companywide goals.

The Benefits Associated with Organizational Development Methods

Employers that choose to implement organizational development strategies are actively

choosing to improve productivity and efficiency in the workplace. In fact, OD exists to
specifically ensure a company can quickly adapt to ever changing markets and do so in a way
that is positive for the organization, as well as their customers.

But what exactly comes out of a more efficient and productive workplace? Let’s explore.

The need for a continuous improvement culture is established. The organizational

development process is very cyclical in nature. That said, companies that embrace change like
those who use OD, are more willing to find more improvements whether that be relating to
safety, a manufacturing procedure, or exploring other Lean manufacturing tools to help
improve specific aspects of a workplace.

There is an increased level of communication. The only way for an organization to improve on
its business model is to establish healthy communication between other employees on the
same level as well as up the leadership ladder. Communication can include feedback from
customers, other employees, and management, as well as communication in the form of
different departments collaborating. 

21
Employees experience a chance to grow their skills. By embracing change and improving
communications between all members of a facility, employees will experience a level of growth
that can help them feel more fulfilled and valued at their workplace.

Products and services become more valuable. We are moving right up the ladder here. All the
previous steps add to creating a workplace that is full of innovative people actively seeking
improvements that in the end help improve the company’s main objective, whether that be
providing something such as a catering service or a product like running shoes.

More value equals better profit margins. Improvement kickstarts communication, which helps
with innovation, and therefore creates a product that companies can lead the market with. A
company that makes changes for the better will be able to see an increase in profits over a
long-term period.

References:

1. https://www.creativesafetysupply.com/articles/organizational-development-process/
#:~:text=The%20organizational%20development%20process%20is,since%20at%20least
%20the%201930's.
2. https://online.maryville.edu/online-masters-degrees/management-and-leadership/
resources/organizational-development-guide/
3. https://www.td.org/talent-development-glossary-terms/what-is-organization-
development
4. https://www.aihr.com/blog/organizational-development/
5. https://schoolworkhelper.net/the-organisation-development-od-cycle/

22
 THE NATURE OF PLANNED CHANGE
Reporter: Engr. Nurphy H. Ayub, PABE

Learning Objectives:
• To determine and understand the theories of planned change in Organization Development
• To learn and analyze the general model of planned change
Introduction
Imagine how life would be without change! Let’s say, you are always attending the same
subject with the same topic over and over again and the same type of teaching methodology by
the same teacher in one semester. Wouldn’t it be so boring?
The same is true with organizations. Yes, we all live in a volatile, unpredictable, complex, and
ambiguous world and companies need to change to ensure their competitiveness.
Theories of Planned change
Change is a movement from present situations, conditions, beliefs, or attitudes to a
desired goal or state of the future (whether short or long term).
It is also defined as any planned or unplanned alteration in the status qou in an
organism, situation or process (Lippitt 1973).
Two types of change
1. Planned Change – is done consciously, deliberately and with the purpose to effect
improvement in an individual, groups, organization or society as a whole.
2. Unplanned Change – it happens as an immediate reaction or response to a situation or
condition in the environment without any deliberate effort.

Change management involves

- Planning, implementing, monitoring, evaluating and institutionalizing to achieved the
desired goal of the organization.

Furthermore
- Enhancing the strategy, structure, systems, processes and procedures, technology and
people in synergy with each other to help organization achieve effectiveness.

23
Key Factors when taking advantage of the crisis
- It must be perceived by employee as clear and irrefutable
- The crisis must be perceived as urgent enough to stimulate employees to immediate
action, but the timeframe must be long enough to allow positive accomplishments.
- The discussions of the crisis cannot be too hot or too cold.
- Employees must be clearly perceive that action is possible, and thatDesired
tasks must be
quickly assign or undertaken by them
Goal
Status
Three theories of Planned Change New
Quo
A. The Lewin’s Change Status Model
________
Movement Quo
_ Movem ________
Present ent _____
Condition
New
s, Beliefs,
Condition
attitudes
Unfreeze Change s, Beliefs,
Refreeze
Attitudes

B. Action Research Model

24
 Data gathering
Problem Identification
Presentation and
Discussion Results

Request for Proposal and

Contract Nego

A
C
Assessment and Diagnosis
T
Cause Analysis I
O
Results Presentation and N
Discussion R
E
S
Intervention Design and
E
Development
A
Action Planning R
Org. and Individual C
Readiness Check H

C
Y
Reporting of Results
C
Implementation and L
Monitoring E
Analysis
Plan vs. Actual

Change and Outcome

Evaluation
Evaluation and
Reinforcement
Reinforcement of New
Condition

25
 C. Contemporary Adaptations of Action Research

General Model of Planned Change

- Phase 1. Planning for Change
Entering and Contracting, Diagnosing, Designing Interventions
- Phase 2. Implementing and Monitoring Change
Implementing the Planned Change
- Phase 3. Evaluating and Institutionalizing Change
Evaluating the OD Interventions and Results, Institutionalizing the OD Intervention

Implementing Evaluating and

Planning for
and Monitoring Institutionalizin
Change
Change g Change

Phase 1 Phase 2 Phase 3

26
 Conceptual Bases of Organizational Development
Presented by: Yashier D. Sali and Merzalyn P. Lagayan

Organization –

- Defined as a structure that enables people to work effectively together.

- A product of relationship between people, work, and resources to achieve a result.
- Modern organization has roots in prehistoric time – men organized themselves for a
hunt, security reasons, and/or fighting common enemies.
- It has to do with goals, management, and individual performance although they differ in
objectives.
- The act or process of organizing or of being organized of his material into a speech; the
condition or manner of being organized a group with a high degree of organization;
association, society, charitable organization

Schools of Management Theory

1. Management Process School – believes that management is a process of accomplishing

the purpose of the enterprise through organized groups. The Management functions
are: planning, organizing, staffing, directing, and controlling.

-It seeks to analyze the nature, purpose, structure and underlying process of each of
these functions.

2. Decision Theology School – the core re of management practice rest on making decision
and the best decision results from rational choice among alternatives which are
studied through assessment of economic variables, game theory, etc.
2. Decision Theology School – the core re of management practice rest on making decision
and the best decision results from rational choice among alternatives which are
studied through assessment of economic variables, game theory, etc.

3. Mathematical School – sees management as a method based on the use of

mathematical models and processes

27
 4. Empirical School – Body of knowledge can be built through the study of successes and
failures in the application of management techniques to guide the manager successfully
in his practice.

5. Social System School – believes that the organization is essentially a cultural system
comprised of people who must work cooperatively to achieve the purpose of the
organization.

6. Human Behavior School – that organization are people working individually, in pairs, in
triads and in larger groupings. The quality of relationships among members of
organization gauges the effectiveness of the organization.

Organization - consist of a number of significant interacting variables such as goals, technology,

human-social organizations, structure, and external interface relationship. It is also consist of
several subsystem, a follows;
1. Goal Subsystem – one or more superordinate objective set in the organizations charter.
2. Technical Subsystem – tools, machines, procedures, methods, and technical knowledge
to produce.
3. Structural Subsystem – task groupings, such as units, department or division. This
include work flow, work rules, authority systems, procedures, and practice relative to
communication, planning control, and decision-making.
4. Human-social subsystem – four aspect to be consider – skills and ability of
organizational members, the leadership philosophy and style, a formal subsystem, and
an informal subsystem.
5. External Interface subsystem – data sensing and gathering (i.e. market or public reaction
survey): resource procurement: output placement: exchange of outputs for resources:
environmental influence: and response to external demands.

6. External Interface subsystem – data sensing and gathering (i.e. market or public reaction
survey): resource procurement: output placement: exchange of outputs for resources:
environmental influence: and response to external demands.

Presenter: Ms. Merzalyn P. Lagayan

28
 ORGANIZATION AS SYSTEM
Organization consist of a number of significant interacting variables such as goals, technology,
human-social organizations, structure, and external interface relationship. It is also consist of
several subsystem, a follows;
1. Goal Subsystem – one or more superordinate objective set in the organizations charter.
2. Technical Subsystem – tools, machines, procedures, methods, and technical knowledge
to produce.
3. Structural Subsystem – task groupings, such as units, departments or division. This
include work flow, work rules, authority systems, procedures, and practice relative to
communication, planning control, and decision-making.
4. Human-social subsystem – four aspect to be consider – skills and ability of
organizational members, the leadership philosophy and style, a formal subsystem, and
an informal subsystem.
5. External Interface subsystem – data sensing and gathering (i.e. market or public reaction
survey): resource procurement: output placement: exchange of outputs for resources:
environmental influence: and response to external demands

The organization as a technical concept

• Is a collection of specialized task and work procedure?
The organization as a survival concept
• Is an articulated structure of authority where formal power is attributed to one’s
position in the structure?
The organization as a social concept
• Is a system of dynamically interdependent human beings who take part in the decision-
making, communication, norm-setting, and distributing rewards and penalties.
Analytical theory
• According to theory spelled out by an OD expert, a system can be defined as a set of
parts in relation within boundary through which energy in varying form is imported from
the environment, transformed, and returned to the environment in a change form. Fro
which output the system then receives an energy return which tends to maintain the
system and make it possible for its operation to the changing environment.

29
The elements of any social systems:
1. Communication- more visible and one assured and acts as a good operational handle for
analysis.
2. Acquire, distribute, and utilized resources- the inputs and output of the system.
3. Setting their goals- It is important to define the purpose of the system.
4. By controlling and coordinating- The three basic pressures which operate to control and
coordinate interaction in a system.
1. Shared Values and expectation among members
2. Environmental pressures and task requirements
3. Rule enforcement, accompanied by system of reward and punishment
5. Maintain as integrated functioning group- For a social system to be maintained, the
persons in a system must be either be maintained or replaced and the interaction
between them must be substantially maintained over time.
6. Adopting themselves and their interrelations- The environment of a social system is
constantly changing and for a system to service and function, it must also exhibit the
capacity to change.

Three (3) pre-requisites for any adoptive process:

1. The system must provide variety and generate alternatives.

2. Through its decision-making centers it must select from among the alternatives
those it judges appropriate.
3. It must preserve, propagate, and bind itself to the selected alternatives.

Theories of organizational development

There are three (3) types of theories of organizational development
1. Classic Theory
2. Neo-Classical organizational theory
3. Modern Theory

Identifying Needs: The Transaction Matrix

30
 For Identifying organizational needs which is the first step, analysis through a
transactional matrix provides a straightforward and logical approach.
There are three (3) interface includes in the transactional matrix analysis:
1. Environmental-Organization interface
a. Consumer Requirements- This is from environment
b. Economic Factors- the demand for goods and services
c. Social Values- Change in interest and other financial conditions are indicative of a need in
Fiscal Policy
d. Legislative Requirements- Change in tax laws
e. Demographic Factors
f. Competitive Factors- entering the market may affect product development or selling tactics.
g. Technological Advances- computerization and automation may require special corrective
action.
h. Feedback on Performance- inadequate data gathering method.
i. New Management Theory- lack of knowledge to put new methods into practice may indicate
need for specialized management education.
2. Group – Individual interface
a. common interest or purposes.
b. interdependent states and psychological awareness of each other.
c. Interdependent roles and relationships.
d. Norms that regulate the behavior of its member.
e. Perception by the members that they are a group.
The Inputs across the interface from a group to individual are:
a. Goals and action places
b. Norms of behavior
c. Discipline through sanction
d. Satisfaction of social needs
e. Recognition of competence

31
 f. Assistance and trainings in work

The Outputs from the individual to the group may bring out the following:
a. Contribution of work
b. Special competence skills
c. Experience and wisdom
d. Social resource

3. Individual – individual interface

- According to Chris Argyris, there are categories of individual behavior which help observe
communication between people.

a. Helping the other to own ideas or feelings.

b. Helping other to be open with ideas or feelings.
c. Helping the other to experiment with ideas or feeling.

Roles of the OD Consultant:

1. Diagnostician-processor
2. Designer evaluator
3. Teacher-trainer
4. Catalyst
5. Linker
- An OD Consultant should have a general awareness of organization theory, processes,
OD strategies, and same knowledge of theories of change and problem-solving applied
to social systems.

Reported by: Redzkhan I. Hamsaji

Introduction of Organizational Development Practices

32
Organizational Development is a planned effort to change the culture, behaviors, ways of
working and other “people” factors of an organization to enable it to effectively meet its
strategic objectives.
The founding father of Organizational Development is considered to be Kurt Lewin, an MIT
professor who worked across a wide range of areas including organizational psychology and
change as well as group dynamics. In fact, he set up MIT’s Research Center for Group Dynamics
in 1944, shortly before his death in 1947.
Organization Development provide organizations with successful change tactics to meet their
critical goals while embracing partnerships, collaboration, commitment, accountability,
encouragement, and innovation. OD focuses on both sides of the business, the hard side –
strategy, goals, process, systems, and structure and the soft side – culture, people, motivation,
behavior, and leadership. When practiced together, organizations achieve results.
Several OD practices must be in place for the organization to achieve success when
implementing change.
1.Determine Client Readiness – Before engaging in the project, determine the client’s
readiness. Are they willing to change or are they resistant, or hesitant to change? Are they
willing to partner with a consultant, are they able to deal with ambiguity, or do they seem
unmotivated, and delay decision making? Do they have the buy-in and agreement of their
leader? If the client is not ready, the consultant must try to determine the barriers and deal
with the resistance. You may have to provide some remedial consulting services to help the
client prepare for the OD intervention.
2.Gain Commitment – Building commitment is critical to gain the support and resources needed
to implement the change, as well as ownership to sustain the change once it’s implemented.
Gain senior leadership commitment by asking these critical questions – How important is the
need to change? Do you have the budget? Do you own the problem? Who else needs to be
involved in making the decisions? How will you gain accountability from other leaders to
support and implement the change? Who will support the change and be your advocate for the
change implementation?
3.Align with Strategic Goals – Another important practice is to determine if the OD change
initiative is tied to the organization’s strategic goals. Ask the client for a copy of the strategic
goals. Ask the client which strategic objective is tied to the change or challenge. Determine
what measurable outcomes are identified with the problem you are trying to solve. If the
problem or challenge is not tied to the strategic goals, ask to meet with the senior leader to add
the problem or challenge to the strategic goals. Remember, what gets measured gets done!
4.Company Culture – The organizational culture and leaders must support, model and
encourage employees to take responsibility for achieving organizational goals, and to solve
problems and make decisions impacting their role. Senior leaders should encourage

33
suggestions, feedback, creativity, risk-taking, innovation, and transparency to create a culture
of openness.
5.Organization Structure – Organizations that have implemented organization development
practices have a structure that is flexible, fast and flat to allow the procedures within an
organization to change when needed, according to employee progress. Organizations need to
eliminate bureaucracy and practices that limit progress. The new structure developed for
carrying out action plans should be realistic and doable for employees, customers, and vendors
alike.
6.Build a Solid Business Case – A business case is a well-considered, fact-based proposal
advocating a specific course of action. The consultant helps the client to build the business case.
The goal is to provide enough support to convince other leaders and employees of the
importance of the change.

7.Collect Feedback and Evaluate the Outcomes of The Change – During the OD change process
and after the implementation, the consultant and client will collect data to evaluate the
outcomes of the change. This process is a necessary application of OD principles, borrowed
from the field of behavioral science. First, you want to test the changes identified before
launching them system-wide by collecting feedback from the groups involved in the change.
Ask questions to determine their satisfaction, the effectiveness of the change. Ask participants
what changed and which problems were solved? Did other problems emerge? Did leaders
communicate, model and support the change? Was training provided? Did the organization
communicate the change clearly? Did employees embrace the change? Was the change
sustained after the initial implementation?

These are a few of the best practices to follow when using an Organization Development
Approach to implement change and solve critical business challenges. An OD professional is
essential to help senior leaders implement change, as they have the background in the field of
OD, understand the principles of the ARM Model, and possess the OD facilitation skills needed
to orchestrate change.

Reporter: NUR-JEHADA I. ASAKIL

34
 ACTION RESEARCH AND OD

The Nature of Action Research (AR)

Action Research is a scientific method of inquiry that is data-based. It is a basic model

underlying most organizational development activities.

The sequence of activities in Action Research

1. Key officials’ perception of the problems

2. Consultation with a behavioral scientist consultant
3. Data gathering and diagnosis by consultant
4. Further data gathering
5. Feedback to key client or client group
6. Joint action planning
7. Data gathering
8. Feedback from client group
9. Discussion and work on data and feedback
10. Action Planning
11. Action Data Gathering (assessment of the system)
12. Feedback
13. Discussion and work on feedback and emerging data
14. Action planning and action

Elements of an Action Research Design

1. Identification of problem area

2. Selection of a specific problem
3. Formulation of a hypothesis or prediction that implies a goal and a procedure for reaching it
4. Evaluating and monitoring action taken
5. Making generalizations and continuous retesting of these generalizations in action situation

Some Guide Questions for the Practitioner

1. Are our interventions timely?

2. Do our activities produce the effects we desire? Why? Why not?
3. Is there continued “ownership,” that is involvement, commitment, and investment in the
program by the clients?
4. What are the total system ramifications of our efforts? Did we anticipate them? Are there
any undesirable one? If yes, what do we do about them?
5. What about the culture of our own OD group? Must it be changed in any way? Are we solving
the problems effectively, managing against clearly defined goals and modeling the kind of
interpersonal climate we think is desirable in an organization?

35
Designing Strategies for Each OD Stage

1. Pre-Entry Stage

a. The client (organization, unit, department, people), the products/services, functions;

b. The primary leader
c. His relationship with the client
d. His initial impressions of the client
e. Expected initial client behavior
f. Alternative courses of action

2. Initial-contact Stage
-determines the objectives of the intervention, the criteria for solving organizational problems,
and other data that may be needed. He determines if there is any incongruence between the
intervention strategy and organizational needs. He determines a control mechanism for
checking progress including the restraining and moving forces in the organization.

3. Intervention and data-collection, feedback Stage

- identified through questionnaire approach, interviews, or sensing meetings or group meetings
designed to find out what is going on.

4. Separation and Follow-up Stage

- determined the results of the intervention, effectiveness of the consultant, future
expectations of the organization, feedback of the organization about the OD consultant who
handled the relationship.

ORGANIZATIONAL DEVELOPMENT PRACTICE

Attacking a problem through OD consists of the following logical steps:

1. Identification of relevant problem which may be defined as a condition of situation that

adversely affects performance.
2. Collection of data pertinent to the problem.
3. Diagnostic of the problem.
4. Development of a problem-solving strategy, generally including feeding back the data of
personnel at the appropriate level and involving personnel in the development of strategy.
5. Applying strategy through intervention in the situation.
6. Assessing results after sufficient time has passed.
7. Recycling the intervention with such changes as may be indicated from assessment of
feedback on performance.
8. The OD consultant’s major concern is the human aspect of the organization.

FACTORS TO CONSIDER WHEN INSTALLING AN OD PROGRAM

36
1. There should be a strong need for change within the organization.
2. The top level management should be involved.
3. Majority of the people in the target system must be solidly behind an OD effort.
4. The OD objective must be clear.
5. The focus of change should be behavior of people rather than their values and beliefs.
6. The OD program should be unique to the target client system.
7. Depending on the magnitude of the problem and the abilities of the people in the
organization, it might be advisable to seek professional OD help from outside.
8. OD effort should focus on individual behavior rather than system behavior.
9. OD involves a long-term commitment.
10. Do not go into OD without attempting to measure possible effects of the change resulting
from the program.

STEPS IN THE INSTALLATION OF AN OD EFFORT

1. Recognition of the need of change

2. Entry and intervention of a change agent
3. Developing the change agent-client relationship
4. Collecting Information
5. Diagnosis
6. Action Plans, Strategies, and Techniques
7. Monitoring, Reviewing, and Stabilizing of Action Programs.

Reporter: Narcelina L. Singua

GOALS OF OD

37
1. To increase the basic organizational effectiveness and make the organization a more
acceptable place for people to work.

2. To build trust among individuals and groups throughout the organization.

3. To create an open, problem-solving climate for in-group and in-between group.

4. To locate decision-making and problem-solving responsibility as close to the information

sources of data as possible.

5. To increase sense of ownership or feeling of belongingness of people in the

organization.

6. To shift from an autocratic to participative approach in managing individuals and groups

within an organization and to bring about cooperative approach among them as
opposed to copetitive approach.

7. To increase sensitivity of people to processess underlying their ability to perform in the

organization.

8. To develop a self renewing, viable system that can organize in a variety of ways
depending on tasks.

9. To optimize the effectiveness of both the stable and temporary systems throuhg an
introduction of procedures for analyzing work tasks and resource distribution and for
building in continous “feedback” regarding the way a sytem or subsystem is operating.

10. To move toward high collaboration and low competition between interdependent units.

11. To create conditions where conflicts are brought out, managed and worked out before
making adequate decisions.

12. To reach the point where decisions are made on the basis of informationsource rather
than organizational role; the need to move toward a norm of the authority of
knowledge as well as the authority of role.

13. To supplement the authority associated with role or status with the authority of
knowledge and competence.

14. To develop a reward system which organizes both the achievement of the organization’s
goal (profit or service) and development of people.

15. To increase sense of “ownership” of organization objectives throughout the work force.

38
 16. To help managers administer according to relevant objectives rather than according to
“past practices” or objectives which do not make sense to one’s area of responsibilty.

17. To increase self-cotrol and self-direction in people within the organization.

18. To produce an effective and healthy organization.

BASIC ASSUMPTIONS OF OD

1. People have drives toward personal growth and developmet which could be actualized
in a supportive and challenging environment.

2. Most people desire to contribute to the attainment of organizational goals than most
organizaional environment will permit.

3. All group memebers must assist each other for effective leadership so that not just the
formal leader is performing the leadership functions.

4. Organizations tend to be characterized by overlapping interdependent work groups.

a. What happens in the broader organization affects the small work group and vice-
versa.

b. What happens to one subsystem affects and is influenced by other parts of the
system.

c. The culture in most organizations tends to suppress the expression of feeling which
people have about each other and about where they and their organization are
heading.

d. Suppressed feelings adversely affect problem-solving process, personal growth, and

job satisfaction.

e. The level of interpersonal trust, support, and cooperation is lower than is either
necessary or desirable.

f. Win-lose strategies are not optimal in the long-run to the solution of most
organizational problems.

g. Synergistic solutions can be achieved with much higher frequency.

39
 h. Viewing feelings as data important to the organization tends to open up many
avenues for improved goal-setting, communication, problem-solving, intergroup
collaboration, and morale.

i. Improved performance through OD effects should be sustained by appropriate

changes in the appraisal, compensation, training, staffing, and task-specialization
subsystems of the total personnel system.

5. Values of OD

a. People are human beings with individual set of needs, not just resources in the
productive process.

b. Each organization member and the organization itself must reach their full potential
development.

c. OD seeks to increase organizational effectiveness in terms of all its goals.

d. It attempts to create an environment where work is exciting and challenging.

e. It provides opportunities to influence the way people relate to work, organization,

and environment.

6. Directions of OD

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 a. To promote the view of man as basically good;

b. To affirm man as a human being in process;

c. To encourage acceptance and utilization of individual differences for the benefit of

the organization;

d. To promote the view of man as a whole person not just a position in the
organization;

e. To encourage expression and effective use of feelings;

f. To work towards use of authentic behaviour than marksmanship and game-playing;

g. To develop trust among organizational members;

h. To present appropriate confrontations as healthy than avoiding facing people

involved;

i. To lead organizational members to view job status in relation to its contribution to

the organization and not as a means to maintain power and personal prestige;

j. To encourage risk-taking;

k. To emphasize collaboration instead of competition;

l. To motivate organizational members to regard process work as essential to effective

task accomplishment.

7. The underlying assumption and values about people in groups and leadership are:

a. One of the most psychologically relevant groups is the work group including peers
and superiors.

b. Most people wish to be accepted and to interact cooperatively with at least one
small reference group.

c. Most attitudinal and motivational problems in organization are transactional.

8. The OD assumptions about values of the organizations are:

a. Members of the system must place value in collaborative effort and in the
constructive end-products of the system, either current or potential.

41
 b. Value is placed on the welfare of all system members particularly by the people
having the most power over others.

CRITICAL FACTORS TO CONSIDER IN OD

1. Environmental Factors

 Economic, financial, governmental, political, social, international, etc.

2. Organizational Climate

 Ways or functions of the organization, basic communication process, decision-

making process, goal-setting process, motivation, contract, reward, structure, etc.

3. Characteristics of the Management

 Management style, how aggressive or risk-taking is the company, whether leaders

are self-starters, enthusiastic, committed, and take responsibility for decisions made.

4. Characteristics of Job to be Accomplished

 Types of responsibilities that each person has in the various organizational

structures.

5. Inter-unit Relationship

 How units inter-function within the organization and types of conflicts they may
have.

6. Organizational Practices

 Factors that help or hinder effectiveness like policies related to human organization,
promotion policies, transfer policies, developmental policies, career-path policies,
etc.

CONDITIONS THAT CALL FOR OD

1. The need to change cultural norms.

 OD is necessary whenever the social institutions compete for survival under

conditions of economic change.

2. The need to change managerial strategy

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3. The need to make organizational climate more consistent with both individual needs
and the changing needs of the environment.

The conditions that dictate organizational life:

a. The Environment
 Its four (4) main features are:

 Interdependence rather than competition

 Turbulence and uncertainty rather than readiness and certainty

 Large-scale rather than small-scale enterprises

 Complex and multinational rather than simple, national enterprises.

b. Population Characteristics
 Employees are well-educated and their job consideration has changed.

c. Work Values
 Intellectual commitment to job prevails.

d. Tasks and Goals

 The tasks of the organization are more technical, complicated, and
programmed. As goals become more complicated, business will be
concerned with its adaptive or innovative-creative capacity.

e. Organization
 Social structures of organizations are characterized by adaptiveness and
rapidly changing temporariness.

f. Motivation
 Adaptive organizations should increase motivation and thereby
effectiveness because they create conditions under which the individual can
gain increased satisfaction with itself.

4. The need to change structure and roles.

 When there is awareness by management of the phenomena such as
organizations of units, separation or integration of work, reporting of function,
this need arises.

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 5. The need to improve intergroup collaboration
 The inappropriate competition between groups spends a lot of energy in the
organization.

6. The need for better planning

 Centralized planning function tends to be done by people with little knowledge of
this function.
7. The need to open up the communication system
 Gaps in communication will be noticed and action for improving this situation will
be arrived at by OD.

8. The need to cope with the problems and merger

 Awareness of the threat arising from merger situation management may be
induced to seek a planned program for coping with the problem of merger
situation.

9. The need for adaptation to a new environment

 A different marketing strategy is required due to a new type of product.

 Change from production–orientedness to marketing-orientedness.

PROBLEMS CONFRONTED IN OD
1. Integration

 The problem on how to integrate individual need and organizational goals.

2. Social influence
 The problem of power and how it is distributed.

3. Collaboration
 The problem of managing and resolving conflicts as organization becomes more
complex.

4. Adaptation

 the environment to which the organization will adapt itself may have bearing on
this problem.

5. Identity
 This is in terms of the organizations being clear about and committed to its goals.

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 6. Revitalization
 the problem of growth and decay. Its elements are:

a. An ability to learn from experience and to codify, store, and retrieve the
relevant knowledge.

b. An ability to learn how to learn.

c. An ability to acquire and use feedback mechanisms on performance.

d. An ability to direct one’s own destiny.

NECESSARY CONDITIONS FOR EFFECTIVE OD

1. A significant pressure for change in organization’s external enviroment.

2. “Hurting” people are willing to take a searching look at the organization (diagnosis).

3. Strong leadership is provided for the change effort.

4. Active involvement and collaboration in problem-identification and improvement

planning from several levels of organization.

5. Willingness to take risks and to invent and experience with new solutions to problems
on a small scale first.

6. Visibility of concrete short-term and intermediate results.

7. Presence of a realistic long-term perspective for the change effort.

REFERENCES:
https://bankofinfo.com/assumptions-of-organization-development/
https://edbatista.typepad.com/files/organization-development-objectives-assumptions-and-
strategies-french.pdf
https://theyellowspotinfo.wordpress.com/
https://www.yourarticlelibrary.com/

45
Reporter: Ma. Louileene R. Quiñones

ACTION PLANNING AND INSTALLING A PROGRAM FOR ORGANIZATIONAL DEVELOPMENT

Organizational Development
- It is a planned change intended to alter the beliefs, attitudes, values, and structures of
an organization.
- It is a process that enables an organization to adapt to new technologies, markets,
challenges, and fast tempo of change itself.

ACTION PLANNING FOR OD

Action Planning
- It is the blueprint for an organization’s OD effort.
- It uses information resulting from the diagnosis and interpretation of the problems and
designs solution to the problems.

46
 - It involves an examination of the organization’s goals which serve as guide in the design
of a plan.
- The important in the action planning is the analysis of facts.
Action Hypothesis
- It needs to be made prior to formulating an overall or general plan.
- It predicts certain desirable consequences will result from specific actions.
- It operationalizes the “what” and the “how” of a general plan.
In developing action hypothesis
- It requires isolating one of the causal relationships in the general plan and hypothesizing
alternative course of action and its impact on attitude, behavior, or condition isolated.

SPECIFIC TOOLS FOR EFFECTING DESIRED CHANGES IN THE ORGANIZATION

The strategies which effect change in an organization are the following:
1. Empirical/Rational Strategy – is based on the assumption that man is rational and will
follow his self-interest and this is relevant to him. This strategy depends so much on
logic and reasoning.
2. Normative/Reeducative Strategy – is based on the belief that man is guided in his
actions by sociocultural norms and his commitment to these norms. OD is based on this
strategy. Attention is placed on working both on the human problems and the technical
problems encountered in meetings, and on the system’s goals. The growth of the
individuals who make up the system to be changed is aimed at.
3. Power/Coercive Strategy – is based on the assumption that those with less power will
put themselves under those with more power. It depends on the knowledge of
who/what has power. Power is manifested in non-violent invocation of political
institutions and the manipulation of power groups.
Three main types of strategies can be identified in terms of focus of strategy application:
1. Structural Change Strategy is utilized to improve organizational efficiency by redefining
the flow of authority (vertical) and responsibility (horizontal). Examples of this are
decentralization, job redesigning and work flow procedures, job enrichment, and job
enlargement.
2. Technical Change Strategy is employed if the changes to be introduced focus on the
technology associated with the different tasks of the employees and on the
environment.
3. Behavioral Change Strategy is used in attempts to alter the attitudes, beliefs, and
behavior of organizational members. It assumes that structural and operational
improvement will follow the change in behavior.
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TECHNIQUES AND APPROACHES TO OD

There are seven popular techniques and approaches to OD. These are:
1. Survey Feedback (SF) Technique which uses the following steps:
1st STEP – Information about the organization is gathered, usually via a survey of members’
attitudes and opinions. This is the diagnostic phase.
2nd STEP – Survey results are reported to the organizational units as feedback.
3rd STEP – Original units examine the survey data and consider corrective action to be taken.
4th STEP – Monitoring mechanisms are recommended to aid implementation.
5th STEP – Results of implementation are fed back to consultants for rediagnosis.

2. Process Consultation (PC) Approach – is one of the primary approaches to increase the
effectiveness of managerial work groups.
 It consists of a set of activities on the part of the consultant which help
the client to perceive, understand, and act upon process events which
occur in the client’s environment.
 It assumes that effective organizational performance depends upon
effective human processes such as communication, member roles and
functions in groups, group problem-solving and decision making, group
norms, leadership and authority, intergroup cooperation, and
competition and conflict.
 It approach aims to make the client group aware of the processes.
 It is used to accomplish their work and to analyze the consequences of
the processes on group performance and on the group members
themselves.
 It presents to the client group alternative processes and new ways of
doing their work.
3. Team Building (TB) Approach – is one of the most popular approaches to OD today. The
end product of TB is an effective team.
 It assumes that organizations do their work through a number of work
teams of different kinds.
 It further assumes that the effectiveness of these teams will improve the
overall performance of the organization.

48
  It is a process of diagnosing and improving the effectiveness of a work
group with particular attention to work procedures and interpersonal
relationships within it, especially the role of the leader in relation to
other group members.
 It is concerned with both the team’s task procedures and the human
processes encountered.
 It examines four basic areas of team behavior: goal, structure of work,
work processes, and interpersonal relations.
o For TB to be effective, the original climate must be candid;
 It must seek and encourage the open expression of feelings and opinions
about forces affecting the work of the team.
 It is popular because of its structured plan and it poses no threat to
traditional assumptions about power.
o The following characteristics make up a good team:
 Mutual Trust
 Communications
 Conflict resolution
 Control methods
 Mutual support
 Team objectives
 Utilization of member resources
 Organizational environment
4. Laboratory Training (T-Group) Approach assumes that organizational effectiveness – is
a function of individual’s values, attitudes, and behavioral styles, and that consequently,
problems of organizational performance are problems of improper behavior and
attitudes of members of the organization.
5. Packaged Program Approach – is a characterized by standardized formats and sets of
procedures and fixed goals.
6. Socio-Technical Systems (STS) Approach – is a complex and comprehensive approach to
organizational change and development. It attempts to achieve the “best fit” in what are
believed to be interlocking dimensions of any production system, the technical system
and its accompanying social system, thus contributing directly to production efficiency
and effectiveness.
7. Transactional Analysis (TA) Approach – is based on the concept of “scripts.” A script is
an individual’s preconscious life-plan, selected in early childhood, which governs the
general course of his life in much the same way as a theoretical script governs the action
of a play. A script could be changed but changes must precede behavioral changes.

49
Reporter: Kim Ivy P. Ramayla

Approaches to Organizational Change

Leavitt’s Analysis
Leavitt’s Diamond Model
This model revolves around four components of organizational change and these elements are:
structure, task, technology and people. These four elements are interconnected and
interdependent.

Structure

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 Task Technology

People (Actors)

Task – refers to an organization’s reason for existence, its production of goods and services.
People – to the human element operation within an organization.
Technology – to technical tools and problem-solving inventions such as drill, work
measurement techniques and computers.
Structure – refers to an organization’s systems of communications, authority and work flow.

Greiner’s Analysis
In focusing on the process of how change is accomplished, Greiner analysis goes one step
beyond the consideration of the four variables identified by Leavitt. In doing so, Greiner
“suggests that change can be initiated by using various power distribution which may be as
important or more important than the variable itself in determining the outcomes.”

Greiner’s “Power Distribution Continuum” for Introducing Organizational Change with

Corresponding Approaches

Unilateral Power Shared Power Delegated Power

1. Decree 4. Group Decision 6. Data Discussion

2. Replacement 5. Group Problem Solving 7. Sensitivity Training
3. Structural
Methodologies in

Unilateral Power

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 1. Decree Approach – by formal announcement
2. Replacement Approach – the key individuals are replaced
3. Structural Approach – the change of the required relationships subordinate.

Shared Power
1. Group Decision-Making Approach -participation by group members in selecting from
several alternative solutions specified in advance by superior.
2. Group Problem-Solving Approach – problem identification and problem-solving through
group discussion.
Delegated Power
1. The Data Discussion Approach – presentation and feedback of relevant data to the client
system either by a change catalyst or by change agents within the company.
2. Sensitivity Training Approach – managers are trained in small discussion groups to be
more sensitive to the underlying processes of individual and group behavior.
Planned Organizational Change
8 Phases in the Change Process
1. Diagnosis of the problem of the client system.
2. Assessment of the motivation and capacity of the client system to change itself.
3. Assessment of the motivation and resources of the change agent.
4. Establishing and maintaining a working relationship with the client system.
5. Choosing the appropriate role.
6. Selecting the appropriate change objectives and targets.
7. Providing support and encouragement for changed behaviour.
8. Termination or renewal of relationship between the change agent and the client
change.
Organizational Conflict
1. Burn Response – a normal person, burned psychologically, tends by withdrawing to
avoid such pain again.
2. Smolder – potential physical or psychological incendiaries which impede human
interaction procedures.
3. Status Reversal – feeling of insecurity or being threatened by a qualified subordinate.
4. Disagreements – because of generational and cultural gaps.
5. Morale Pollution – sour attitudes polluting system’s morale.
6. Partnership Problem – relationship become incompatible because things have changed.
7. Management in Series – overlapping of work without being optimally and adequately
linked by common management.

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 8. Management by Committee – so much time for matters which are inconsequential.
9. Organization Opaqueness – reluctance of people to make accessible, share and display
information they have.

References:
Arthur G. Bedeian, Organizations: Theory and Analysis (Hinsdale, Illinois: The Dryden Press
1980)
https://changemanagementinsight.com/what-is-leavitts-diamond-model/.

Reporter: JOHN MARK S. JACOBA

ETHICS OF ORGANIZATIONAL DEVELOPMENT

I. Defining Values
An enduring belief that a specific mode of conduct or end-state of existence is
personally or socially preferable to an opposite or converse mode of conduct or end-
state of existence. (Rokeach, 1968)
II. Importance of Values in Organizational Development
1. Guide choices
2. Provide a larger vision
3. Distinguish OD from other methods
4. Help prompt dialogue and clarify positions.
5. Evaluate how we did.

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III. Core values of Organizational Development
1. Providing opportunities for people to function
2. Providing opportunities for each organization member
3. Seeking to increase the effectiveness of the organization
4. Attempting to create an environment
5. Providing opportunities for people in organizations
6. Treating each human being as a person with a complex set of needs

 Participation, Involvement, & Empowerment

 Importance of Group Teams
 Growth, Development, and Learning
 Valuing the whole person
 Dialogue and Collaboration
 Authenticity, Openness and Trust

IV. Changes to OD Values
We must be concerned with both the people being affected and the way in which they
work, as well as what they actually produce.

V. Challenges to holding Organizational Development values

1. Financial economic tension
2. The push to see organizational development as technology
3. Management culture and expectations
4. Research

VI. Statement of Organizational Development Ethics

We commit ourselves to acting in accordance with the following guidelines:
I. Responsibility to Ourselves
A. Act with integrity
B. Strive continually
C. Recognize our personal needs and desires

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 D. Assert our interest in ways that are fair and equitable to us

II. Responsibility for Professional Development and Competence

A. Accept Responsibility
B. Develop and maintain or individual competence
C. Recognize our personal needs.
D. Practice within the limits of our competence
E. Practice in cultures different from our own

III. Responsibility to Clients and Significant to Others

A. Serve the long-term well-being
B. Conduct any professional activity
C. Establish mutual agreement
D. Deal with conflict
E. Define and protect confidentiality
F. Make public statements of all kinds accurately

Presented by: Merilyn I. Erilis

What is Organizational Development?

1. Richard Beckhard, “A planned change effort involving the total system managed from
the top to increase organizational effectiveness through planned intervention using
behavioral science knowledge.”
2. National Training Laboratory Institute, “Use of knowledge and techniques from the
behavioral sciences to attempt to integrate individual needs for growth and
development “with organizational goals and objectives in order to make more effective
organizations.
3. Warren Bennis, “A process of planned organizational change which centers around a
change agent who in collaboration with a client’s systems attempts to apply valued
knowledge from the behavioral sciences to client problems. “
4. Blake and Mouton, “Achieving an idea of corporate excellence to strive toward
perfecting a sound system of management which can convert driving into action.

55
5. Organizational Development - A planned change and a total system effort involving top
management with the goal of increasing general organizational effectiveness and health
and in the accomplishment of specific organizational objectives and targets by means of
planned interventions in the organization’s structure and processes using behavioral
and social sciences and all other relevant disciplines.
1. Planned change. OD involves a systematic diagnosis of the organization; the
development of strategy for planned improvement; and the mobilization of
resources to carry out the effort.
2. Total system effort. OD effort is related to a total company change; the system
to be is a total, relatively autonomous organization and is comparatively free to
determine its own plans and future within very general constraints from the
environment.
3. Top management involvement. Top management actively participates by its
commitment to the goals of the program and support to the methods use.
4. Increased organizational effectiveness and health. Some characteristics of a
healthy organization, according to Richard Beckard in his book Organization
Development: Strategies and Models, are:
a. Work is managed against goals and plans for achievement of these goals.
b. Form, i.e organizational structure, follows function (determinants for
organizing the human resources are the problem, or task, or project).
c. Decisions are made by and near the sources of information despite their
location in the organizational chart.
d. There is a reward system base for managers and supervisors: short term
profit or production performance, growth and development of their subordinates,
creating a viable working group.
e. There is undistorted communication laterally and vertically with people,
openness and sharing of relevant facts, even feelings.
f. Problem-Solving methods are used to treat conflict-situations with
minimum amount of inappropriate win/lose activities between individuals and
group.
g. There is a high ‘conflict’ (Positive Synergy) about task and project with little
energy spent in clashing over interpersonal difficulties.
h. the organization is an ‘open system’ which means it is willing to absorb, to
adapt, and to scrutinize influences from outside environment; seeing itself as
interaction with a larger environment.
i. There is a shared value and management strategy of trying to help each
person or unit maintain uniqueness.

56
 j. There is a general practice of building feedback mechanisms thereby
operating in an ‘action-research’ way.
k. an effective program for recruitment and development of talent is present.
l. There is a hospitable environment for continuous renewal.
m. There are built-in provisions for self-criticism.
n. There must be fluidity in the internal structure.
o. The organization has some means of combating the process by which men
become prisoners of these procedures.
p. the organization can effectively adapt and cope with the change in its
environment.
q. As to task accomplishment area, there are reasonably clear, accepted,
achievable, and appropriate goals; and relatively understood communications flow
and optimal power equalization.
r. Internal integration area indicates that there is harmonization of resource
utilization and individual’s good between personal disposition and role demands.
5. Planned interventions using behavioral-science knowledge. Interventions used in
OD draw on the knowledge and technology of the behavioral sciences about such
processes as individual motivation, power, communications, perception, cultural
norms, problem-solving, interpersonal relationships, intergroup relationship, and
conflict management.
The Relationship of OD to Other Change Efforts
1. Human Resource Development(HRD) as a change effort, is defined by Leonard Nadler in
his book Developing Human Resources as a series organized activities, conducted within
a specified time and designed to produce behavioral change.
Three activities involved:
a. Training- designed to enable the employee to function more effectively on the job.
b. Education – designed to prepare the individual for future but fairly well-defined job.
It anticipates movement of the individual to a new job within a reasonably period of
time.
c. Development-designed to open the individual to new jobs and performance pattern
based on the possible future directions of the organizations.

2. Two Specialties of Human Resource Management

a. Human Resource Utilization
i. Recruitment

57
 ii. Selection
iii. Placement
iv. Appraisal
v. Compensation
b. Human Resource Development
i. Contributes to Individual and Organizational Effectiveness
Management Development: OD:
 Improving the Systems:
 Upgrading Skills and Abilities  Training groups
 Capacities of managers for  Intergroup Relationships
broader assignments  Examination of
 To meet organizations, need for Communication systems
succession and promotion  Goal setting Process

Operations Research:
Identification of Strategic Variables-
for operations research problems:
o Inventory
o Allocation
o Sequencing

OD:
 Identification of appropriate:
o Mission and values
o Human collaboration &
conflict
o Control and leadership
o Utilization of Human
Resources
o Communication

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 OD: ITS GENESIS
Systematic OD activities have two important trunk stems: the first stem consists of
innovations in the application of laboratory-training insights to industry and the second,
the survey research and feedback methodology. Both stems are intertwined with history
of action research.
In 1946, various experiments in the use of discussion groups to achieve changes in
behavior began. Emergency of laboratory training came forth. The Connecticut
International Commission and Research Center for group dynamics, then Massachussets
Institute of Technology, in a workshop under team for action reseach led by Kurt Lewin,
Kennet Benne, Leland Brachford, and Ronald Lippitt evolved into the National Training
Laboratories for Group Development and Contemporary T-group Training. However,
personal skills learned in the micro T-Group (training group setting were very difficult to
transfer to a macro complex organization. Nevertheless, the training of “teams” from
the same organization became a link to the organization focus of Douglas McGregor,
Herbert Shepard, Robert Blake, and others.
Douglas McGregor was one of the first behavioral scientists to begin to solve the
transfer problem and present systematic application of laboratory-training skills to a
complex organization. Together with John Paul Jones and Bermy Mason Jr, of Union
Carbide, Magregor established a consultancy group which used behavioral science
knowledge in assisting time managers. Jones’ organization was later called sn
“Organization development group.”
in 1958 and 1959, Herbert Shepard launched three experiments in Organization
Development at major ESSO refineries. He used to interview survey and diagnosis, held
discussions with top management and a series of three-day laboratories for all members
of management. Paul Buchanas of Republic Aviation, in collaboration with Sheperd,
engage the management of Naval Ordinance Test Station at China Lake, California in a
number of activities such as “retreats” in working on interpersonal relations.
OD: A Systems View:
c. OD is planned, managed, and systematic process to change the culture, systems,
and behavior of an organization.
d. It suggests that Organization may be thought by:
i. System
ii. Sociotechnical
iii. Open system
Characteristics of OD:
1. An educational strategy to bring about planned organizational change
2. Changes sought are coupled directly with demands the organization is trying to
cope with
3. Relies on an educational strategy which emphasizes experienced behavior
4. Change Agents are mostly but not exclusively external to the client system
5. Implies a collaborative relationship between change agent and constituents of
the client system
6. Share a social philosophy, set of values, believe these values will lead to a more
humane, democratic, and efficient system
7. Share a set of normative goals
8. Planned program

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9. Top people are aware of and committed to the program and the management
10. Related to the organization’s mission
11. A long term effort, taking at least two to three years for organizational change to
take effect and be maintained
12. Activities are action-oriented
13. Focuses on changing attitudes and/or behavior
14. Relies on form of experienced-based learning activities
15. Work primarily with groups
16. Ongoing interactive process
17. Applied behavioral science
18. Normative, re-educative strategy of changing
19. Views organization from a systems approach
20. Data-based approach to planned change
21. Experienced-based
22. Focus on intact work teams

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Reporter: Fatima-Dunia L. Amiril

MEASURING THE EFFECTIVENESS OF CHANGE IN OD

1. Rensis Likert’s “Profile of Organizational Characteristics” questionnaire

2. Interviews/Questionnaires polling of participants two or three months after OD
intervention
3. Anecdotal evidences, either positive or negative, such as brief descriptions of new
market developed, labor disputes, etc.
4. Informed judgment of participating managers.

GUIDELINES IN OD INTERVENTION

1. OD needs periodic long-range and extended period of time-kind measurement

2. One must recognize the cause-effect factor conclusively and avoid contributing positive
change (or negative change) to the intervention per se. Other factors could intervene
3. Measurements must not be too quantitative

CONDITIONS FOR FAILURE AND SUCCESS IN OD EFFORTS

1. Presence of pressure on top management which induces some arousal to action.

Problem-areas are diagnosed and specific problems are analyzed
2. Presence of internal or external pressure for change from the environment which shows
that some strategic person or people are ' 'hurting.
3. The consultants, key staff men, or new line executives exercise some kind of leadership
and collaborative problem identification is shown between line and staff people
4. There is a willingness to take risks in trying new forms of relationships and realistic,
long-term perspective. Data of the situation are brought out and there is willingness to
change the situation
5. Presence of—system rewards for people for the effort of changing and improving in
addition to rewarding them for short term results.

On the other hand, the following are the conditions for failure in Organizational
Development efforts:

1. There is a continued discrepancy between top management statements of values/styles

and their actual managerial behavior
2. Presence of a big program of activities without any solid base of change goals. The time
framework is short and confusion of means and ends exists.
3. There is overdependence on outside help and inside specialists and no connection exists
between behavioral science oriented change efforts and management services
operations oriented change efforts.
4. There is a major organization change into an old structure and the existence of a large
gap between the change efforts at the top of the organization and change efforts in the
middle of the organization.
5. Confusing “good relationships” as an end and good relationship as a condition: and
looking for ready-made solutions.
6. Inappropriate application of OD intervention or strategy.

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 RESULTS OF ORGANIZATIONAL CHANGE STUDIES

The Larry Greiner's Study

 Common approaches/forms used to initiate organization change

1. Unilateral Action. Emphasis is on the authority of a man's hierarchical position in the
company.
a. By decree—a "one way" announcement that is directed downward to the lower
levels in the organization and usually in the form of a memorandum, policy
statement, or verbal command.
b. By replacement—involves replacement of key personnel. It is based on the
assumption that organizational problems tend to reside in a few strategically located
individuals, and replacing these people will bring about basic change.
c. By structure—involves changing the organizational structure. It is based on the
assumption that people behave in close agreement with the structure and
technology.
2. Sharing of Power. Authority is still present and used, yet there is also interaction and
sharing of power.
a. By group decision-making—the problem still tends to be deferred unilaterally
from above, but lower level groups are usually left free to develop alternative
solutions and to choose from among them.
b. By group problem-solving—power is shared throughout the decision process.
There is also an added opportunity for lower level subordinates to define the
problem
3. Delegated Authority. Almost complete responsibility for defining and acting on
problems is turned over to the subordinates.
a. By case discussion—focuses now on the acquisition of knowledge and skills with
an authority figure using his power only to guide a general discussion of information
describing a problem situation.
b. T-group sessions—emphasis is on increasing individual self-awareness and
sensitivity to group processes

 Reported results or what actually happened in a number of organizational change:

1. Success Patterns. There are distinct patterns in the evolution of successful change:
a. The organization, especially top management, is under considerable external and
internal pressures for improvement even before an explicit organizational change is
contemplated.
b. A new man known for his ability to introduce improvement enters the
organization as official head of the organization
2. Failure Forms. There are three interesting patterns of inconsistency in the "failure"
forms:
a. The less successful changes begin from a variety of starting points. Thus, one
could begin with outside pressure on the organization; another could originate
with the hiring of a consultant; and another may start with the presence of
internal pressure, but without outside pressure

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b. Another pattern of inconsistency is found in the sequence of change steps. In the
less successful changes, there are wide and seemingly illogical gaps in the
sequence.

c. A final pattern of inconsistency found in the major approaches used lies in the
extreme ends of the power distribution continuum

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64
CHARACTERISTICS OF ORGANIZATIONS

Unhealthy

1. Little personal investment in organizational objectives except at top level.

2. Extraneous factors complicate problem solving.
3. Conflict is mostly covert and managed by office politics and other games.
4. Learning is difficult.
5. Relationships are contaminated by marksmanship and image-building.
6. People feel locked in in their jobs.
7. The manager is a prescribing father to the organization
8. The manager tightly controls small expenditures and demands excessive justification.
9. Organization structure policies and procedures encumber the organization.
10. Innovation is not widespread but in the hands of a few

Healthy
1. Objectives are widely shared by the members and there is a strong and consistent flow of
energy toward those objective
2. Problem-solving is highly pragmatic
3. Conflicts are considered important to decision-making and personal growth
4. There is a great deal of on-the-job learning based on willingness to give, seek, and use
feedback and advice
5. Relationships are honest
6. People are highly involved by choice
7. Leadership is flexible, shifting to suit the situation
8. There is a high degree of trust among people and sense of freedom and mutual
responsibility
9. Organization structure, procedures and policies are fashioned to help people get the job
done and protect the long-term health of the organization
10. The organization itself adapts swiftly to opportunities of changes in its market place

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PRESENTER: AL-KWARIZHME S. ABDUSALAM

ORGANIZATIONAL DEVELOPMENT PROCESS

I. CHARACTERISTICS AND BASES OF OD

OD as a Process
1. OD consists of a series of interrelated interventions and responses to the interventions
in the client system. Intervention activities are tied up into a coherent direction thrust.
2. OD as dynamic process that makes people learn new skills and forget old ones. It is
concerned with changes in organizational structure. It facilitates problem-solving and
heals sick subsystems.
3. OD is a process of “becoming.” It is growing toward greater effectiveness.
4. OD is interactive and requires immediate feedback mechanisms for monitoring the
reactions to interventions, the readiness of the subsystems to change, emergent
problems, and new directions.

OD as a Form of Applied Behavioral Science

1. OD practitioners base their diagnosis and actions on the known, lawful, patterned
events and dynamics that help explain individual, group, and organizational behavior as
revealed by the behavioral sciences.
2. The behavioral science theory emphasizes to the practitioner the importance of social
norms in determining perception, motivation, and behavior.
3. The behavioral sciences offer the OD practitioner insights into group development of a
helping relationship between the client and consultant, and in planned change
strategies.

OD as a Normative Re-Educative Strategy for Changing

1. OD means doing things better and differently, changing some features of the
organization to improve organizational effectiveness.
2. OD represents a value framework. The OD practitioner is interested in changing people’s
values towards the belief in the worth of the individual, belief in the dysfunctional

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 aspects of many zero-sum games in the organization, belief that participation in
decisions promotes feeling of self-worth and the like.
3. OD involves change. The normative re-educative strategy for change is based on the
assumptions that norms form the basis for behavior and change comes through a re-
education process in which old norms are discarded and supplanted by new ones.
4. The implications of the changes strategy are:
a. The client defines what changes and improvements he wants to make.
b. The change agent attempts to intervene in mutual, collaborative way with the client
as they work together to define problems and seek solution.
c. Anything hindering effective problem-solving is brought to light and publicly
examined.
d. The methods and knowledge of the behavioral sciences are used.
e. Solutions to problems are not a priori assigned to greater technical information or
knowledge but may reside in values, attitudes, relationships, and ways of doing
things.
5. The common normative goals of OD are:
a. Improvement in interpersonal competence.
b. A shift in values so that human facts and feelings are considered legitimate.
c. Increased understanding among inter-intra-working groups to reduce tensions.
d. Effective team management.
e. Batter methods of conflict resolution.
f. Development of organic rather than mechanical systems.
OD as Viewing Organizations from a system Framework
1. OD views organizational phenomena and dynamics as interrelated and interactive. This
perspective implies looking at organizations in terms of multiple conversion.
2. It also means that a change in one part of a system influences other parts in the same
way. That is, changing a subsystem means changing the system, not just its component
parts.
OD as a Data-Based Approach to Planned Change
1. OD uses the action approach model which is based on the belief in the validity,
desirability, and usefulness of data about the system itself, specially, data about the
system’s culture and processes.
2. Since strong emphasis is placed on the value of data, the members of the organization
learn how to collect, work with, and utilize data gathered from problem-solving in the
organization.
3. Specific kinds of data are preferred such as those concerning organization’s human and
social processes. These data usually “belong” to and are used by people who generated
them.

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 4. Contradictory data or discrepancy data are viewed as “nuggets” rather than as
nuisances, pointing the way to differences in perceptions, motivations, and attitudes.
5. In OD programs, feelings about “facts” tend to shift from viewing facts as either “good”
or “bad” to looking at the consequences or functionality/dysfunctionality of the facts.
6. Data tend to be used as aids to problem-solving rather than as “clubs” to enforce certain
behavior.
7. Decisions are made increasingly on the basis of empirical facts rather than power. The
data used in the OD process are to supply answers to central needs of the organization
and its members.
OD as an Experience-Based Process
1. OD programs are premised on the belief that people learn by doing. The programs focus
on the real behavior the individuals and groups toward solving real problems and
deriving generalization about organizational dynamics inductively from experience.
2. Every experience or activity is examined in terms of the following issues:
a. What are the causal relationships we find in this activity?
b. What are the things we appear to do right in this task?
c. What things hinder us from reaching our goal?
d. What can we learn from this experience that may apply to future experiences and
tasks?
3. OD programs emphasize the importance of goals and plans and the structuring of
learning activities designed to improve goal-setting and planning skills.
4. OD interventions may be directed toward examination of the planning functions,
strategy-making process, and goal-setting process at the individual, group, and
organizational levels.
5. The goal-setting and planning interventions concentrate on the following major skills
and abilities:
a. Learning to set goals and objectives;
b. Learning to translate goals into actions and procedures for achieving them; and
c. Learning to plan and make decisions to facilitate goal-attainment.
6. Other OD interventions are career development and life-planning activities in which
individuals work on clarifying their life and career objectives and determining how they
can achieve them.
OD as Focusing on Intact Work Teams
1. OD activities are based on the belief that the organization does its work through various
work teams and that lasting organizational improvement can be effected by changing
the culture, processes, relationships, and ways of performing task within these teams.
2. OD programs rely heavily on interventions designed to improve work team
relationships, processes, and task performance.

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 II. OPERATIONAL COMPONENTS OF OD

The Diagnostic Component

1. An OD program starts with diagnosing the system and its processes to provide an
accurate account of things as they really are. The objective is to acquire valid
information about the status quo, current problems and opportunities, and effects of
actions as they relate to goal-attainment.
2. The essential parts of most OD interventions are planning actions, executing actions,
and evaluating the consequences of actions.
3. OD interventions activities have two-fold goal: learning and educational goals. In most
OD interventions, the participants usually formulate a three-year strategy plan for the
organization.

The Process-Maintenance Component

This component is concerned with self-analysis and self-reflection as a means to self-

improvement. Action research principles are observed in goal-setting and feedback mechanism
to monitor and evaluate action. Organization members acknowledge ownership of
interventions and of the entire OD program. The process-maintenance component models the
ability to detect and cope with problems and opportunities in the internal and external
environment. This component tests the effectiveness and relevance of interventions. It insures
that the intended consequences do not obviate the organization and the OD program’s goals.

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Reporter: Al-bashier S. Sairul

Organizational Culture and 5 Basic Elements of Culture in Organizations

What is Organizational Culture?
Organizational culture is defined as the underlying beliefs, assumptions, values and ways of
interacting that contribute to the unique social and psychological environment of an
organization.
WHAT IS ORGANIZATIONAL CULTURE TRANSFORMATION?
Organizational culture transformation takes place when the organization starts a process to pull
together its core values, and vision to obtain its cultural goals.
Organizational Culture Definition and Characteristics
Organizational culture includes an organization’s expectations, experiences, philosophy, as well
as the values that guide member behavior, and is expressed in member self-image, inner
workings, interactions with the outside world, and future expectations. Culture is based on
shared attitudes, beliefs, customs, and written and unwritten rules that have been developed
over time and are considered valid (The Business Dictionary).
Culture also includes the organization’s vision, values, norms, systems, symbols, language,
assumptions, beliefs, and habits (Needle, 2004).
Simply stated, organizational culture is “the way things are done around here” (Deal &
Kennedy, 2000).
While the above definitions of culture express how the construct plays out in the workplace,
other definitions stress employee behavioral components, and how organizational culture
directly influences the behaviors of employees within an organization.
Under this set of definitions, organizational culture is a set of shared assumptions that guide
what happens in organizations by defining appropriate behavior for various situations (Ravasi &
Schultz, 2006). Organizational culture affects the way people and groups interact with each
other, with clients, and with stakeholders. Also, organizational culture may influence how much
employees identify with their organization (Schrodt, 2002).
In business terms, other phrases are often used interchangeably, including “corporate culture,”
“workplace culture,” and “business culture.”

HOW IS ORGANIZATIONAL CULTURE CREATED AND COMMUNICATED?

Business leaders are vital to the creation and communication of their workplace culture.
However, the relationship between leadership and culture is not one-sided. While leaders are
the principal architects of culture, an established culture influences what kind of leadership is
possible (Schein, 2010).
Leaders must appreciate their role in maintaining or evolving an organization’s culture. A
deeply embedded and established culture illustrates how people should behave, which can
help employees achieve their goals. This behavioral framework, in turn, ensures higher job

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satisfaction when an employee feels a leader is helping him or her complete a goal (Tsai, 2011).
From this perspective, organizational culture, leadership, and job satisfaction are all inextricably
linked.
Leaders can create, and also be created or influenced by, many different workplace cultures.
These differences can manifest themselves is a variety of ways including, but not limited to:

WORKPLACE CULTURE DIFFERENCES

Person Culture and Market Culture

How members of an organization conduct business, treat employees, customers, and the wider
community are strong aspects of person culture and market culture. Person culture is a culture
in which horizontal structures are most applicable. Each individual is seen as more valuable
than the organization itself. This can be difficult to sustain, as the organization may suffer due
to competing people and priorities (Boundless, 2015). Market cultures are results-oriented,
with a focus on competition, achievement, and “getting the job done” (ArtsFWD, 2013).

Adaptive Culture and Adhocracy Culture

The extent to which freedom is allowed in decision making, developing new ideas and personal
expression are vital parts of adaptive cultures and adhocracy cultures. Adaptive cultures value
change and are action-oriented, increasing the likelihood of survival through time (Costanza et
al., 2015). Adhocracy cultures are dynamic and entrepreneurial, with a focus on risk-taking,
innovation, and doing things first (ArtsFWD, 2013).

Power Culture, Role Culture, and Hierarchy Culture

How power and information flow through the organizational hierarchy and system are aspects
of power cultures, role cultures, and hierarchy cultures. Power cultures have one leader who
makes rapid decisions and controls the strategy. This type of culture requires a strong
deference to the leader in charge (Boundless, 2015). Role cultures are where functional
structures are created, where individuals know their jobs, report to their superiors, and value
efficiency and accuracy above all else (Boundless, 2015). Hierarchy cultures are similar to role
cultures, in that they are highly structured. They focus on efficiency, stability, and doing things
right (ArtsFWD, 2013).

Task Culture and Clan Culture

How committed employees are towards collective objectives are parts of task cultures and clan
cultures. In a task culture, teams are formed with expert members to solve particular problems.
A matrix structure is common in this type of culture, due to task importance and the number of
small teams in play (Boundless, 2015). Clan cultures are family-like, with a focus on mentoring,
nurturing, and doing things together (ArtsFWD, 2013).

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Basic Elements of Culture

Culture is the totality of learned and socially transmitted behaviors. It is shared and practicing in
all societies of the world. Basic Elements of culture includes ideas, beliefs, values, customs
which make it a whole configuration. Culture is transmitted form one generation to another.
Each culture has some basic elements.

5 Basic Elements of Culture

1. Language 4. Symbols
2. Norms 5.Values
3. Beliefs

1. Language

A group of words or ideas having common meaning and is shared to a social situation is called
language. Language is the entrance to a culture. Language is a set of socially sound pattern,
words, and sentences having specific meaning and terminology common to the same culture.
you can learn effects of ethnocentrism.
Language is a source of communication and to transmit message from one person to another. It
is the method to mold the behavior and experience of a person. Language differs from culture
to culture and is transmitted from one generation to another.
Language is like a vehicle through which we can carry out our complex social activities.
Language is the foundation of a culture and ticket to the entrance of a social life. Animal have
not culture because they have no specific language to transmit worlds to others. So, language is
the key to open a social life of an individual with some special characteristics.

2. Symbols

Culture is a system of symbols. Symbols are anything used to represent express and stand for
an event situation. Symbols direct to guide our behavior. It is used to show an event of past,
present or future. For example the heap of ash show that the something has been burnt or the
wet street shows that it has rained.
Bowing head, whistling, winkling of eyes situation, all are the symbols, which express a specific
object idea about other. BaithUllah is the symbol of God and we pray to it. American Shake
their hand to answer for No. Other examples are flag, anthem, picture, statues are symbols.
Symbols are the short expression for the identification of an object or situation.

3. Norms

Norms as elements of culture are the rules and the guidelines which specify the behavior of an
individual. Norms keep a person within the boundary of society and its culture. It gives us
restriction about something which to do and which not to do. It molds our behavior and gives
as knowledge about wrong and right. Norms can be divided into:

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 a.   Folkways. Folkways are the simple customary ways of the people. It is the normal and
habitual action of people within a culture. Folkways are the recognized or accepted ways
of behavior. These are the behavior pattern which a person use generally in his daily life.
b.   Mores. Mores is a Latin word and the plural of mos which means customs or beliefs
accordance with a group customary expectation. It is the “must” behavior of a person.
Mores refers to “what ought to be and what ought not to be.”  Mores are serious norms
but are informed like folkways. They have a serious binding on a group the violation of
mores threats to social order. Punishment may be both formal and informal for the
violation of mores.

4. Values
Anything getting importance in our daily life becomes our values. The origin of values is not
biological but it is social production while living in society the values develop. Values depend
upon the culture. Culture varies from society to society and thus values are different in every
social situation. Values are what we like and what we say will in our society values are the good
idea and thinking of a person.

Some values are hereditary which we gain from our elders, books and parents. The culture is
full of values and can transmit from one generation to another. When a natural object get a
meaning it becomes a value.

5. Beliefs

Every sect within a culture having some beliefs for cultural refuge. These beliefs are responsible
fro the spiritual fulfillment of needs and wants.  Muslims believe in God, Holly Prophet, The Day
of Judgment, recitation of Holly Quran, Hajj etc.
Sikh wear bangle in one hand, bear a long beard, keeping a dagger.  Cross for Christians and a
necklace or a cotton thread around nick, the water of ganga and are sacred for Hindus.

References
http://studylecturenotes.com/elements-of-culture-basic-elements-of-culture/
https://gothamculture.com/what-is-organizational-culture-definition/
Deal T. E. and Kennedy, A. A. (1982, 2000) Corporate Cultures: The Rites and Rituals of
Corporate Life, Harmondsworth, Penguin Books, 1982; reissue Perseus Books, 2000
The Business Dictionary. Organizational culture
Needle, David (2004). Business in Context: An Introduction to Business and Its Environment.
Ravasi, D.; Schultz, M. (2006). “Responding to organizational identity threats: Exploring the role
of organizational culture”. Academy of Management Journal, 49 (3): 433–458.
Schrodt, P (2002). “The relationship between organizational identification and organizational
culture: Employee perceptions of culture and identification in a retail sales
organization”. Communication Studies 53: 189–202.
Schein, Edgar H. Organizational Culture and Leadership. San Francisco: Jossey-Bass, 2010. Print.

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Reporter: Abdua A. Miguel Jr

Why do we need OD specialist in the organization?

The role of OD consultants is to assess a particular area of organizational wellness and provide
an action plan for change. Often, organizations call upon OD consultant to solve a particular
problem, provide training or assist with a big change or leadership transition.

Working with the Executive Team

Executive teams play 2 critical roles in an organization.

The first is obvious: They provide strategic and operational leadership to the company. They set
goals, develop strategies, and ensure the strategies are executed effectively.
The second is less obvious but just as important. The executive team provides the
organizational and cultural DNA for the company. How well the executive team functions as a
collective leadership body, and how its members interact, serve as the model that teams
throughout the organization will follow.

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The Best Executive Teams Have These 3 Things

The best executive teams are characterized by 3 vital threads that run through everything they
do:

1. Strategic focus.

Effective executive teams establish a vision for the organization and invest considerable time
and energy at the strategic level. They balance risk and innovation, anticipate future needs and
opportunities, and seek to ensure the organization’s sustainability.

2. Collective approach.

Top-performing executive teams work together, taking an enterprise-wide view of their

individual and team functions. They model for the entire organization ways to break down silos
and develop solutions to business problems together. Individuals on top-performing executive
teams prioritize the interests of the organization over individual gains.

3. Team interaction.

Finally, the best executive teams are intentional in their interactions. They value their
differences, listen and communicate well, seek input from each other, and trust and respect
one another. These behaviors make teams more effective. Crucially, they also model for the
rest of the enterprise what team interactions should look like.

5 Keys to Building a Highly Effective Executive Team

Part of every CEO’s job description should be to “build and develop a world-class executive
team.” This is challenging because the qualities that typically earn senior executives a place on
the executive team are necessary, but not sufficient, for peak performance on that team.
So how does one build a highly effective executive team? There are 5 keys:

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1. Get the diagnosis right.

Situational awareness is a must-have for every individual, team, and organization. Your
leadership team members should be masters of this skill, starting with their awareness of the
executive team itself. That also goes for the CEO. An organization’s top leader needs to
understand what makes members of the executive team tick individually, and also what makes
them work — or not — as a group.

2. Get the leadership mental model right.

Senior executives bring their preferences, past experiences, and biases to their roles. But
leadership team roles require them to lead well beyond the circle of their personal influence,
and do so in a way that’s coherent with overall organizational culture and strategy. A high-
performing leadership team understands and establishes explicit agreement on what it means
to lead at the enterprise level. 

3. Get the mindset right.

For seasoned leaders, the executive team shouldn’t represent the summit of their professional
development, but rather a new challenge that requires them to continue to learn and grow.
They must also bring this perspective to their direct reports and others with whom they
interact, encouraging them to develop beyond their technical expertise. A high-performing
leadership team has a shared growth mindset. 

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4. Get the interactions right.

Creating explicit “interaction rules” to guide how team members interact with one another is
critical to building effective teams. These interaction rules have to transcend cultural,
functional, and circumstantial variations and become the “relational DNA” that drives
professional interaction throughout the organization. Members of the executive team must be
transparent, vulnerable, and comfortable learning in public; they must also have strong
communication skills.

5. Get the diffusion rules right.

Finally, executive teams are only effective when their decisions, thinking, and behaviors can
spread and amplify quickly across large numbers of people at all levels of the organization — to
processes, projects, and places where they aren’t personally present. This ensures that strong,
healthy executive team actions and values can be modeled by other teams throughout the
enterprise.

The Hiring Process Hiring process refers to the process of finding, selecting and hiring new
employees to a company. This process has three key segments: planning, recruitment, and
employee selection.
What is the meaning of Organizational Development? is the study and implementation of
practices, systems, and techniques that affect organizational change, the goal of which is to
modify an organization's performance and/or culture. The organizational changes are typically
initiated by the group's stakeholders.

Organizational culture is the collection of values, expectations, and practices that guide and
inform the actions of all team members. Think of it as the collection of traits that make your
company what it is.
Organizational climate refers to an employee’s long-lasting perception of the working
environment and culture of the business they work for.

What are the dimensions of organizational climate?

Different dimensions comprise organizational climate.

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There are a variety of approaches to defining the dimensions of organizational climate in

research. According to Hassanpour et al (2019), these include:

 Structural dimensions – Referring to organizational structure

 Interactive dimensions – How members of an organization interact with each other

 Perceptual dimensions – How individuals perceive the climate within an organization

Impact of organizational climate

 It can operate as a constraint system – Organizational climate provides employees

with information on what kind of behavior will be rewarded or punished. Therefore,

it can influence the behavior of those who value the rewards on offer. 

 It helps employees form a perception of the organization – In turn, this perception

influences an employee’s behavior. 

 It affects leader efficacy – Higher leader efficacy equates to improved employee

retention, customer happiness, and higher revenue. 

 It influences employee happiness and productivity – A positive organizational

climate can lead to happier, more motivated employees, improved job satisfaction,

and ultimately greater efficiency and productivity.

 It helps a business achieve its long-term goals – The organizational climate has the

power to impact your employee’s performance, your business performance, and

your ability to achieve goals. 

Types of organizational climate

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Organizations tend to have a mix of several types of organizational climate rather than just one,

but there will often be one dominant type. 

Here are the common types of organizational climate:

People-
An organizational culture that has a core set of values that focus predominantly on
oriented
caring for its employees and their results.
climate

Rule-
An organizational culture providing a set of rules and structure and places high
oriented
importance on following these rules and attention to detail from everyone.
climate

Innovation- An organizational culture that consistently develops and introduces new ways of
oriented working and processes (and encourages employees to do the same) to achieve
climate innovative results.

Goal-
An organizational culture that places preference on values and refining details of
oriented
processes to achieve the desired result.
climate

What are the objectives of Organizational Development?

is to improve the organization's capacity to handle its internal and external functioning and
relationships. This includes improved interpersonal and group processes, more effective
communication, and enhanced ability to cope with organizational problems of all kinds.

Understanding Matrix Management

Matrix management is a form of organizational structure in which employees report to multiple

bosses rather than one. It does away with the one-boss, vertical system that most firms use and

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brings about a system where employees have multiple superiors along both functions and

project lines. 

With a matrix management system, employees in different functional divisions are distributed

into product/project teams where they get to work with colleagues from other functional

divisions. For instance, in a particular project/product team, we can have employees from

engineering, sales, customer success, working together to deliver the product or project.

Reporter: FATHRAENA TADUS AMIL

ORGANIZATIONAL DEVELOPMENT (OD) TOOLS

OD tools is a patented set of assessments that provides HR with quantitative and qualitative
data to drive change, organizational development, and self-awareness. Provides for analytic
functions that will help HR and senior managers to check the pulse of their organizations and
their teams.

Featured OD Tools
1. OD Map
The organizational diagnostics survey for assessing the people side of organizational
effectiveness. It gathers employee opinions about Employee Engagement and its main
driving factors. It measures the intangible soft factors that are vital to the organization.
Anonymous survey that captures quantifiable data. It’s been designed to facilitate
change and improvements in the workplace. Using statistical data that will pinpoint
what your organization needs to address.

2. Leadership Core 360

Leadership core 360 is a multi rater assessment program. It includes respondents who
are your direct reports, peers, superiors, and your own self rating. The report that is
generated encompasses assessment of 7 leadership competencies (Sharing the vision,
Influence, Team building, Supporting others, Innovation, Delivering results, and Business
acumen). It provides an overview of your strengths and improvement needs. Your score
tabulated against the respondents is compared to demystify instances of high self-
perception scores. It allows you get feedback from up to 8 colleagues.

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3. Motivation Questionnaire
The OD-Tools Motivation Questionnaire (MQ) is designed to increase self-awareness of
your intrinsic and extrinsic motivation at work. It helps individuals clarify their values
and priorities, and it helps employers better retain and motivate their employees. Based
on 15 work-related needs – called motivational factors – the questionnaire outlines a
comprehensive job motivation/satisfaction profile for each participant and enables
companies to proactively retain their key talent. This report is developed by Petra
Zander, Certified Psychotherapist, Economist and certified Health Master coach.

4. Traits Map
Personality is defined by Trait-Map® as preferred or habitual tendencies in one’s
thinking, feeling and behavior resulting from the unique composition of underlying
traits. By better understanding the personality tendencies of employees, organizations
can optimize job-fit and employee development. Trait-Map® is a combination of “the
greatest single break-through in personality psychology” – the Big Five model
(extraversion, agreeableness, openness, conscientiousness and neurotism) – and the
latest trends in questionnaire design.

5. Health meets Work

Health meets Work™ originates from the realization that employee health and
organizational performance are highly interconnected. An obvious connection would be
for example that healthy employees tend to be more productive than employees who
often take sick leave. But the connection runs much deeper. A suboptimal, inefficient
process not only makes the organization less efficient and less profitable but also
increases employee stress. We owe it to our employees to make sure they passionately
thrive in the work they do.

6. Management and Organizational Sustainability Tool

This is a group assessment tool designed to be used with whole systems and assess the
organization’s development level in major system areas, such as finance and human
resources.

7. Workgroup Climate Assessment Tool and Guide for Facilitators

The Workgroup Climate Assessment is a simple, reliable, and validated tool designed to
measure climate in intact workgroups at all levels of an organization.

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8. Employee Satisfaction Survey
This tool assesses the employees’ sense of well-being in any organization and can be
used by organizations of any size where confidentiality can be maintained.

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