School of Graduate Study

DPM 124

ORGANIZATIONAL DEVELOPMENT
ENGR W.P. MENES
DPM STUDENT

DR. BLANDINO M. MACEDA

PROFESOR

GO

CONCEPT OF ORGANIZATIONAL DEVELOPMENT

OBJECTIVES THEORITICAL FRAMEWORK APPLIED BEHAVIORAL SCIENCE MODERN ORGANIZATION

(a.) OBJECTIVES OF ORGANIZATIONAL DEVELOPMENT

OBJECTIVES OF ORGANIZATIONAL DEVELOPMENT

OBJECTIVES OF ORGANIZATIONAL DEVELOPMENT

OBJECTIVES OF ORGANIZATIONAL DEVELOPMENT

OBJECTIVES OF ORGANIZATIONAL DEVELOPMENT

OBJECTIVES OF ORGANIZATIONAL DEVELOPMENT

OBJECTIVES OF ORGANIZATIONAL DEVELOPMENT

OBJECTIVES OF ORGANIZATIONAL DEVELOPMENT

(b.) THEORITICAL FRAMEWORK

Perspectives from participants in the Mary Reynolds Babcock Foundations Organizational Development Program,
1995-1999

(Authors) Ann Philbin Sandra Mikush

THEORETICAL FRAME WORK

MAX WEBER (1947)

THEORITICAL FRAMEWORK

Expanded on Taylor's theories, and stressed the need to reduce diversity and ambiguity in organizations. The focus was on establishing clear lines of authority and control. Weber's bureaucratic theory emphasized the need for a hierarchical structure of power. It recognized the importance of division of labor and specialization. A formal set of rules was bound into the hierarchy structure to insure stability and uniformity. Weber also put forth the notion that organizational behavior is a network of human interactions, where all behavior could be understood by looking at cause and effect.

THEORETICAL FRAMEWORK

VISION
CEO

THEORITICAL FRAMEWORK
Lawrence and Lorsch (1969)

Studied how organizations adjusted to fit their environment. In highly volatile industries, they noted the importance of giving managers at all levels the authority to make decisions over their domain. Managers would be free to make decisions contingent on the current situation.

THEORETICAL FRAMEWORK

VISION
CEO

(c.) Applying Behavioral Science to Planned Organizational Change

TWO Important applied behavioral science approaches

Situational Leadership

One Minute Management

SITUATIONAL LEADERSHIP
The Situational Leadership method from Kenneth Blanchard and Paul Hersey holds that managers must use different leadership styles depending on the situation. The model allows you to analyze the needs of the situation youre in, and then use the most appropriate leadership style. Depending on employees competences in their task areas and commitment to their tasks, your leadership style should vary from one person to another. You may even lead the same person one way sometimes, and another way at other times.

SITUATIONAL LEADERSHIP Tannenbaum and Schmidt (1958) Identified three forces that led to the leader's action: the forces in the situation, the forces in the follower and also forces in the leader. This recognizes that the leader's style is highly variable, and even such distant events as a family argument can lead to the displacement activity of a more aggressive stance in an argument than usual.

SITUATIONAL LEADERSHIP
Maier (1963) noted that leaders not only consider the likelihood of a follower accepting a suggestion, but also the overall importance of getting things done. Thus in critical situations, a leader is more likely to be directive in style simply because of the implications of failure.

One Minute Management

The Power of Simple Truths

It identifies simple human truths about working together.

Set One-Minute Goals

All good performance starts with clear goals. Without clear goals your leadership doesnt really matter. If people dont know where youre going, how can you help them get there? Goal setting gets everything started. It is creating a clear picture of what good performance looks like and what are the expected behaviors to get there.

One Minute Praising

The second secret is to look for opportunities to catch people doing things right. People love to be acknowledged for their work. Its unique and rewarding when a manager comes around and is looking for things that are going right instead of wrong. You dont want to be a seagull manager who only flies in, makes a lot of noise and dumps on people when there are problems.

The One Minute Reprimand

This is how you deal with people when theyre not performing up to expectations. The key here is to focus on the behavior and not the person. Its also important to distinguish between cant do behavior versus wont do behavior. A One Minute Reprimand is for people who have the skills and talent to do better. If the problem is a lack of skills or training, then it is more appropriate to use redirection instead of a reprimand. This means taking a second look at goals, identifying needed resources and support, etc.

Relevance of Organizational Development in Managing Change in Modern Organization

(d.)

MODERN DEVELOPMENT In recent years, serious questioning has emerged about the relevance of OD to managing change in modern organizations. The need for "reinventing" the field has become a topic that even some of its "founding fathers" are discussing critically

 With this call for reinvention and change, scholars have begun to examine organizational development from an emotion-based standpoint

deKlerk (2007)

Writes about how emotional trauma can negatively affect performance. Due to downsizing, outsourcing, mergers, restructuring, continual changes, invasions of privacy, harassment, and abuses of power, many employees experience the emotions of aggression, anxiety, apprehension, cynicism, and fear, which can lead to performance decreases.

deKlerk (2007)

Suggests that in order to heal the trauma and increase performance, O.D. practitioners must acknowledge the existence of the trauma, provide a safe place for employees to discuss their feelings, symbolize the trauma and put it into perspective, and then allow for and deal with the emotional responses.

 One method of achieving this is by having employees draw pictures of what they feel about the situation, and then having them explain their drawings with each other. Drawing pictures is beneficial because it allows employees to express emotions they normally would not be able to put into words. Drawings often prompt active participation in the activity, as everyone is required to draw a picture and then discuss its meaning.

 The use of new technologies combined with globalization has also shifted the field of organization development. Roland Sullivan (2005) defined Organization Development with participants at the 1st Organization Development Conference for Asia in Dubai-2005 as "Organization Development is a transformative leap to a desired vision where strategies and systems align, in the light of local culture with an innovative and authentic leadership style using the support of high tech tools.

 There are some modern principles for organizational change management and effective employee training and development of an organization.
These ideas will not appeal to old-style paternalistic X-Theory organizations and cultures, unless they want to change for the better.

These principles are for forward-thinking emotionally-mature organizations, who value integrity above results, and people above profit.

ACTION RESEARCH TOOL

Wendell L French and Cecil Bell

STAGE 1. In the language of systems theory, this is the input phase, in which the client system becomes aware of problems as yet unidentified, realizes it may need outside help to effect changes, and shares with the consultant the process of problem diagnosis.

The second stage . This stage includes actions relating to learning processes in the form of role analysis and to planning and executing behavioral changes in the client organization. Feedback at this stage would move via Feedback Loop A and would have the effect of altering previous planning to bring the learning activities of the client system into better alignment with change objectives. Included in this stage is action-planning activity carried out jointly by the consultant and members of the client system. Following the workshop or learning sessions, these action steps are carried out on the job as part of the transformation stage.

The third stage. This stage includes actual changes in behavior (if any) resulting from corrective action steps taken following the second stage. Data are again gathered from the client system so that progress can be determined and necessary adjustments in learning activities can be made. Minor adjustments of this nature can be made in learning activities via Feedback Loop B. Major adjustments and reevaluations would return the OD project to the first, or planning, stage for basic changes in the program.

 Action research is problem centered, client centered, and action oriented. It involves the client system in a diagnostic, active-learning, problem-finding, and problemsolving process.

Data are not simply returned in the form of a written report but instead are fed back in open joint sessions, and the client and the change agent collaborate in identifying and ranking specific problems, in devising methods for finding their real causes, and in developing plans for coping with them realistically and practically.]

 Scientific method in the form of data gathering, forming hypotheses, testing hypotheses, and measuring results, although not pursued as rigorously as in the laboratory, is nevertheless an integral part of the process.
Action research also sets in motion a longrange, cyclical, self-correcting mechanism for maintaining and enhancing the effectiveness of the client's system by leaving the system with practical and useful tools for selfanalysis and self-renewal.