Activity 1

A. What are organizational development techniques?

 Survey Feedback- The survey technique involves data be collected via a questionnaire.
The collected information is meant to help managers make decisions. The answers to the
survey feedback will range from quality of work, working condition, working hours,
salaries, and employees’ attitude in relation to all of the above.

 Team Building - Team buildings have been increasing in popularity as an independent

component of Organizational Development. Within OD, team buildings are designed to
improve the capacity of the organization’s members of working together in a harmonious
environment. Organizational effectiveness can be boosted through enhancing work group
dynamics and promoting a safe and understanding working place

 Sensitivity Training – Sensitivity training asks employees to interact in order to better

understand each other. As a result, team members get better acquainted, form bonds,
cease to be judgmental and prone to become more motivated and efficient in the working
environment

 Brain Storming - Brain Storming aims to promote creative thinking, whilst bringing
team leaders together and helping them engage in a lucrative discussion of fixing a
common issue. The participants are required to critically assess the matter that is put
forward. They are then asked to contribute new ideas or new angles on tackling the
conflict. The principle behind brain storming is that managers come together and build a
plan based on all of their suggestions.

 Management Objectives - This technique is also successfully used in Organizational

Development as a method of reviewing and assessing performance. Management by
Objectives implies clearly pinpointing the goals of the organization and assigning them to
managers. Their responsibility is to deliver results in a time efficient manner
  Quality Circles - This technique requires up to a dozen team members to come together
on their own accord in order to discuss important work related issues and come up with
efficient solutions that can be implemented by the management team. The method that
has its roots in the 60s is meant to be carried out once a week during working hours. Any
team member who feels they can bring their contribution is free to join the discussion.

 Process Consultation - The technique of process consultation is an improvement over

the method of sensitivity training or T Group in the sense that both are based on the
similar premise of improving organizational effectiveness through dealing with
interpersonal problems but process consultation is more tasks oriented than sensitivity
training.

 Transactional Analysis - Transactional analysis helps people to understand each other

better. It is a useful tool for organizational development but it has diverse applications in
training, counseling, interpersonal communication and making analysis of group
dynamics. It helps in developing more adult ego states among people of the organization.
It is also used in process consultation and team building.

B. What are the steps of development?

1. Initial Diagnosis of the Problem - The management try to find out an overall view of
the situation to find the real problem. Top management should meet the consultants and
the experts to determine the type of program that is needed.
2. Data Collection - In this step, the consultant will make the surveys to determine the
climate of the organization and the behavioral problems of the employees.
3. Data Feedback and Confrontation - The data which has been collected in the second
step will be given to the work groups, who will be assigned the job of reviewing the data.
Any areas of disagreement will be mediated among themselves only and priorities will be
established for change.
4. Planning strategy for Change - In this step, the consultant will suggest the strategy for
change. He will attempt to transform diagnosis of the problem into a proper action plan
 involving the overall goals for change, determination of basic approach for attaining
these goals and the sequence of detailed scheme for implementing the approach.
5. Intervening the System – This refers to the planned programmed activities during the
course of an OD program. These planned activities bring certain changes in the system,
which is the basic objective of OD. There may be various methods through which
external consultant intervene in the system such as education and laboratory training,
process consultation, team development etc.
6. Team Building - The consultant will educate them about the value of free
communication and trust as essentials for group functioning. The consultant can have
team managers and their subordinates to work together as a team in OD sessions to
further encourage team building.
7. Evaluation - There is a great need for careful monitoring to get precise feedback
regarding what is going on after the OD program starts. This will help in making suitable
modifications whenever necessary. For evaluation of OD program, the use of critique
sessions, appraisal of change efforts and comparison of pre and post training behavioral
patterns are quite effective.

C. What are Organizational Development Activities? 

 Organizational Development activities focus on
o Individuals
 Sensitivity Training - The purpose of sensitivity training sessions or T-
groups (T for training) is to change the behavior of the people through
unstructured group interactions. In "T" groups, about ten participants are
guided by a trained leader to increase their sensitivity and skills in handling
interpersonal relationships.

o Small two or three person groups

 Transactional Analysis (TA) - TA encourages people to recognize the
context of their communications. It encourages people to be more open and
honest and to address the context of their messages.
  Structural Analysis - A personality according to Berne consists of three ego
states. He defines an ego state as "a consistent pattern of feeling and
experience directly related to a corresponding consistent pattern of behavior".
Berne calls these three ego states as:
1. The parent ego-state - is "a set of feelings attitudes and behavior
patterns which resemble those of the parental figure".
2. The Adult ego-state - is "an autonomous set of feelings, attitudes
and behavior patterns which are adapted to the current reality"
3. The Child ego-state - is "a set of feelings, attitudes and behavior
patterns which are relics of the individual's own childhood".
o Teams or groups
 Teams - Katzenbach and Smith have defined a team as "a small number of
people with complementary skills who are committed to a common purpose,
common performance goals, and an approach for which they held themselves
mutually accountable"
 Work Teams - Work teams are primarily concerned with the work done by
the organization.
 Problem-solving Teams - Problem-solving teams are temporary teams
established to attack specific problems in the work place
 Management Teams - The primary job of management teams is to coach and
counsel other teams to be self-managing by making decisions within the
teams. These teams consist of managers from various areas and coordinate
work teams
 Virtual Teams - Virtual teams are the teams that may never actually meet
together in the same room – their activities take place on the computer via
tele-conferencing and other electronic information systems.

 Groups - A work group is a group that interacts primarily to share

information and to make decisions to help each member perform within his or
her area of responsibility
  Team Building - Team building utilizes high-interaction group activities to
increase trust and openness among team members. Team building is a process
of diagnosing and improving the effectiveness of a work group with particular
attention to work procedures and inter-personal relationship within it
o Inter-group relations – This seeks to change the attitudes, stereotypes and
perceptions that groups have of each other. Such stereotypes can have an obviously
negative impact on the coordinative efforts between the departments. To permit an
organization’s managers to assess the health of the organization and set up plans of
action for improving it, the confrontation meeting may be used. This is a one-day
meeting of all of an organization’s managers in which they discuss problems, analyze
the underlying causes, and plan remedial actions. The confrontation meeting is
typically used after a major organizational change, such as a merger or the
introduction of a new technology.
o The whole organization – An attempt to develop the whole organization so that it
can respond to change effectively. Everyone in an organization can participate in
survey feedback. The data from the survey feedback is collected through a
questionnaire and tabulated. The data so collected then become the springboard for
identifying problems and clarifying issues that may be creating difficulties for people

D. What is the goal of organizational development?

 Organizational Development is the practice of planned, systemic change in the beliefs,
attitudes and values of employees for individual and company growth. The purpose of
OD is to enable an organization to better respond and adapt to industry/market changes
and technological advances.
E. What are the objectives of organizational development?
The objectives of OD are:

1. to increase the level of inter-personal trust among employees

2. to increase employees' level of satisfaction and commitment
3. to confront problems instead of neglecting them
4. to effectively manage conflict
5. to increase cooperation and collaboration among employees
6. to increase organizational problem-solving
7. to put in place processes that will help improve the ongoing operation of an organization
on a continuous basis

F. What are the different types of organizational development interventions?

Types of Organizational Development Intervention “clump” together in terms of
The objectives of the interventions.
The targets of the interventions
1. Diagnostic Activities - fact finding activities designed to ascertain the state of the
system, the “way things are”.
2. Team Building Activities - activities designed to enhance the effective operation of
system teams.
3. Intergroup Activities - activities designed to improve the effectiveness of
interdependent groups- group that must work together to produce a common output.
4. Survey Feedback Activities - activities that rely on questionnaire surveys to generate
information that is then used to identify problems and opportunities.
5. Education and Training Activities - Activities designed to improve individual’s skills,
abilities, and knowledge.
6. Techno Structural or Structural Activities - activities designed to improve the
effectiveness of organizational structures and job designs.
7. Process Consultation Activities - activities that “help the client to perceive, understand,
and act upon process events which occur in the client’s environment.”
8. Grid Organization Development Activities - Activities developed by Robert Blake and
Jane Mouton, which constitute a six-phase change involving the total organization.
Internal resources are developed to conduct most of the programs, which may take from
three to five years to complete. The model starts with upgrading individual managers
skills are leadership abilities, moves to team improvement activities, then to intergroup
relations activities. Later phases include corporate planning for improvement, developing
implementation tactics, and finally, an evaluation phase assessing change in the
organization culture and looking towards future directions.
9. Third Party Peacemaking Activities - Activities conducted by a skilled consultant the
third party, designed to help two members of an organization manage their interpersonal
conflict.
10. Coaching and Counseling Activities - activities that entail the consultant or other
organization members working individuals to help
 Define learning goals.
 Learn how others see their behavior.
 Learn new behaviors to help them better achieve their goals.
11. Life and Career Planning Activities - activities that enable individuals to focus on their
life and career objectives and how to go about achieving them.
12. Planning and Goal-Setting Activities – activities that include theory and experience in
planning and goal setting, problem-solving models, planning paradigms, ideals
organization versus real organization “ discrepancy” models, and the like.
13. Strategies Management Activities - activities’ that help key policy makers to reflect
systematically on the organization’s basic mission and goals and environmental demands,
threats, and opportunities, and to engage in long-range action planning of both a reactive
and proactive nature.
14. Organizational Transformation Activities - activities that involved large- scale system
changes, activities design to fundamentally change the nature of the organization.ost
everything about the organization is changed- structure, management philosophy, reward
systems, the design of work, mission, values, and cultures.
G. What are the different interventions of Organizational Development?
 Team building, coaching, Large Group Interventions, mentoring, performance appraisal,
downsizing, TQM, and leadership development.

H. What is the concept of organizational development?

 Organizational development can be defined as an objective-based methodology used to
initiate a change of systems in an entity. The behavior of employees allows professionals
to examine and observe the work environment and anticipate change, which is then
effected to accomplish sound organizational development

I. What is an organizational development intervention?

 "Interventions" are principal learning processes in the "action" stage of organization
development. Interventions are structured activities used individually or in combination
by the members of a client system to improve their social or task performance

J. What is a process intervention?

 Process interventions aim at helping the work group to become more aware of its own
processes, including the way it operates, and using this knowledge to solve its own
problem. It helps the work group understand the impact of leadership styles and authority
issues.

Activity 2
- About chosen company
 Philippine Airlines

About the Company

Philippine Airlines first took to the skies on March 15, 1941 using a five-seater Beech
model 18 aircraft amid the specter of global war. That flight earned for PAL the distinction of
being “Asia's First Airline.”

Since then, PAL etched numerous firsts in Philippine commercial aviation. PAL is the
only full-service Philippine air carrier offering a higher level of inflight and on-ground service,
drawing from its long experience in airline operations for the past seven decades.
Passengers may choose to fly on Business Class, Premium Economy (selected aircraft),
or Economy Class, and would enjoy generous baggage allowance, spacious legroom, inflight
wireless connectivity, sumptuous inflight dishes, quality products and services, a popular
frequent flyer program (Mabuhay Miles) and many more.
PAL operates an extensive network of flights out of its four (4) hub airports: Manila
(Ninoy Aquino), Cebu (Mactan), Clark and Davao.

Today, PAL flies to over 100 destinations spanning across Asia, North America, Europe,
Oceania, and the Philippines, using its fleets of Boeing B777s, Airbus A350s, A330s, A321neos,
A321ceos, A320s, and Bombardier Q400s, and boasting one of the youngest fleets in the
industry with an average age of just five years.

PAL's international route network extends as far in the east to New York and in the west
to London, covering two-thirds of the globe.
PAL is the first Philippine-based carrier certified safe by the International Air Transport
Association (IATA), through its IATA Operational Safety Audit (IOSA) Program.
 At its diamond anniversary in 2016, PAL announced a new corporate vision - to be a
five-star airline by 2020. In support of this goal, a new brand identity was unveiled, embodying
warm and caring service that can only come from the Heart of the Filipino. This new branding
projects PAL as the showcase of the best of the Philippines and of the Filipino.
In February 2018, PAL was certified a 4-Star airline by Skytrax, the international air
transport rating organization. PAL joins the list of 40 world-class airlines around the globe also
rated 4-Star. PAL is the first and only airline in the Philippines with a 4-Star Rating.

PAL is stepping up efforts to become a 5-Star airline by expanding its fleet and route
network and continuously innovating its products and services.
Organizational Chart

Lucio Chua Tan

Chairman & Chief Executive Officer

Jaime Baustista
Director

Johnip Cua
Director Susan Tcheng-Lee
Chief Financial Officer

Vivienne Khao Tan

Director

John G. Tan Juanita Tan Lee

Director Assistant Corporate Secretary

Michael Tan
Director

Maria Cecilia L. Pesayco

Carmen Tan Assistant Company Secretary
Director

Gregorio T. Yu
Director
Philosophy

PAL aims to become a five-star airline in a short span of years with service innovations,
route network expansion and fleet modernization as its flagship initiatives, guided by a
new brand philosophy – “Heart of the Filipino”

Mission

To meet the needs of the public for moving people, goods, and information, and in
particular for safe and reliable travel, transport, communication, distribution, and related
services (president’s flights, transportation and cargo services)
To offer such services of reasonable competitive prices and at the highest level of quality
consistent with such prices.
To provide satisfying career to its employees
To provide adequate return to its stockholders
To represent the best of the Philippines and the Filipino people to the world.

Vision

On the 19th of January 2018, the president of Philippine Airlines Mr. Jaime J. Bautista has
defined to a new vision for the company:

To become a five-star airline and one of the world’s best by 2020.