FACULTY OF BUSINESS, COMMUNICATIONS AND LAW

(FOBCAL)

HRM4233 - ORGANIZATION DEVELOPMENT AND CHANGE

(GROUP ASSIGNMENT :PROTON HOLDINGS)

1) GUNALAN A/L P. MATHAVAN

(I16011552)

2) JIA YIRAN (I17013958)

STUDENT’S NAME 3) YANG ZICHUN (I17013215)

& ID 4) JASMINE BHAKTI GUSMAN
(I17013861)

5) NAWANANTINY A/P
KRISHNAMURTHI (I16009757)

COURSE CODE & HRM4233

COURSE NAME ORGANIZATION DEVELOPMENT AND CHANGE

SECTION 6HR1 / IB
SESSION JUNE 2020
SUBMISSION DATE 16th JULY 2020
LECTURER’S MR. ASOKAN A/L VASUDEVAN
NAME
TABLE OF CONTENT

TITLE PAGE NUMBER

Introduction 1-2

Section 1 2-3

Section 2 4-7

Section 3 8

Section 4 9-19

Section 5 20

Section 6 21

Section 7 22

References
Introduction and History

PROTON (abbreviation for Perusahaan Otomobil Nasional Sdn Bhd), established on

7 May 1983 with a paid-up capital of 150 million ringgit, is Malaysia's first car
manufacturer. Its establishment is the idea of Dr. Mahathir bin Mohamad, the then
Prime Minister, to achieve the country's aspirations towards Automobile industry. This
heavy work is supported by the Malaysian Berhad Industry Berhad Corporation
(HICOM), as well as overseas partners. Which is

 Perbadanan Industri Berat Malaysia Berhad (70%)

 Mitsubishi Motors Corporation, Jepun (15%)
 Mitsubishi Corporation, Jepun (15%)

The main products are cars and auto parts. The business scope is in Southeast Asia,
Britain, Australia, Egypt, Chile, Oman and Turkey, won important international
influence. It is mainly customer-oriented, producing innovative and high-quality
products at competitive prices, and strives to become a globally successful Malaysian
automobile manufacturer.

Since inception, the country’s first national car was launched in 1985-Pronton saga. At
the beginning, Proton was an associate company consisting of Heavy Industries
Corporation of Malaysia, Hicom and Mitsubishi Motors and Mitsubishi Corporation
under the Japanese Mitsubishi Group. The Malaysian Heavy Industry Corporation
owns 70% of the shares, and the two companies under Mitsubishi each own 15% of
the shares. Then, the two Japanese companies sold their stocks in 2004 and 2005,
respectively, making Proton an independent car manufacturer. In 2007, Zhejiang
Geely Holding Group acquired 49.9% of Proton Auto and 51% of Lotus.

At present, under the cooperation with strategic partner Geely, consumers expect
PROTON to provide more unique, stylish and attractive cars. The new Proton brand
system is a key milestone in our continued commitment to achieving our vision. Its

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auto industry structure will be strengthened, and its goal is to develop and grow
internationally, to build a strong brand globally. Committed to capacity building,
providing the highest level of integrity and professionalism and continuous
investment to maximize the potential and knowledge of employees, provide
competitive quality products and services, comprehensive customer satisfaction and
shareholder value.

Section 1: Problem Statement

Proton is still a relatively small competitive company so far, and it cannot compete
with other foreign companies globally. What we can understand is that Proton has
some problems in terms of turnover, customer satisfaction, profitability and
technological changes. If revitalization or OD changes can be taken into account in
the future long-term development of Proton, it can help Proton reach a certain level of
competition. The following discusses the various issues facing Proton Malaysia:

1. Proton Holdings Bhd made it clear that auto manufacturers have always
prioritized measures to deal with the continued decline in sales and market
share in the Malaysian and foreign markets.

2. In addition, compared to other car manufacturers, Proton has a lack of

technology and limited capabilities, and currently can only provide sales (1S)
services to customers.

3. Since Proton cannot be upgraded to an integrated sales, service and spare

parts (3S) center, the lack of Proton in 3S and 4S stores has caused a drop-in
customer satisfaction index and has been affected to some extent.

4. Besides that, there are also some conflicts of interest within Proton which are
conflicts between employees and Proton, this is because most of the
employees are from Malaysia, however, Proton is supervised by the
employees of Mitsubishi Motors, which leads to various departments
conflicts.

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If "organization" is regarded as a car and "people" as its parts, the role of OD can not
only ensure the intact function of "parts", but also focus on the improvement of
overall performance rather than local repair and maintenance. Through the
improvement of overall performance, organizations can adapt to changes in internal
and external environments. The role of OD is similar to that of an organization's
doctor. Its responsibility is to diagnose and intervene. When a certain degree of
problems occurs within the organization, it will intervene or guide the change in time.

Section 2

As an external practitioner team, we will solve some of the problems facing Proton in
the future. We are not previously associated with Proton’s client and can bring
professionalism, objectivity, and new insights. The internal working groups of Proton
will support each other, bring complementary resources and minimize the
shortcomings. Let’s say that our company GK SOLUTIONS.

Gunalan Mathavan, as the manager of our company GK SOLUTIONS, is also a

leader and exerts his leadership ability. Assign tasks to each subordinate. After the
solution is implemented, he will be negotiated with Proton's manager.

Jia Yiran is a supervisor. Assist Gunalan Mathavan to jointly manage the company.
There are unique business insights that can identify Proton's problems and propose
some solutions.

Jasmine is the financial supervisor of the group, this employee with the
characteristics of stabilizers, and has professionalism. She will provide financial
evaluations for cooperative organizations, which is also the most important factor
affected after making changes. After all, the goal of a company is to make profits for
long-term development. She will assess the current financial status of Proton, such as
turnover and profits. And give an evaluation plan that will make Proton's turnover and
profit increase after the change.

Nawanantiny is an excellent employee, persuader style. Strong business ability,

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responding to the command of the manager, and actively coordinating work with
Proton employees. A strong persuasive ability can convince Proton employees to
make changes.

Yang Zichun is also a subordinate. Responsible for investigating and collecting

Proton's information and status. Can provide the supervisor with detailed information,
so that the supervisor can better find the problem. When managers and supervisors
confirm the plan after the meeting, the complete plan will be integrated into
documents and PowerPoint.

Section 3: Data Gathering and Preliminary Diagnosis.

1. There are various issues that Proton has been facing from time. One of the issues
discussed here is, there are some conflicts of interest within Proton which are
conflicts between employees and Proton, this is because most of the employees
are from Malaysia, however, Proton is supervised by the employees of Mitsubishi
Motors, which leads to various departments conflicts. This issue has been
published by UK Essays on February 23, 2017.

To justify this above issue; The article has further explained that, Conflicts are mainly
conflicting of interest. That means conflicts may lies on the relationship of employees
and Proton car. As most of the employees are Malaysian and Proton car is
Government organization and supervised by the employees of Mitsubishi Motor
Corporation it becomes hard for the local employees to be supervised by others who
are not belongs to this organization. Conflicts may also occur among the various
departments of the organizations.

2. The second issue addressed by Proton is; Proton Holdings Bhd has clarified that
the national automaker has always given priority to initiatives carried out in
addressing the continuing decline in sales and market share both in Malaysia and
foreign markets. This issue has been published by New Straits Times Business on

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 February 12, 2018.

To justify this above issue; The need for a Foreign Strategic Partner (FSP) is vital for
Proton to stage a recovery to its former leading position of the Malaysian automotive
market, to grow the brand both locally and abroad, which is a key thrust for the future
business plans of the company.

This is in response to a media article reported by The Malaysian Association of Malay

Vehicle Importers and Traders (Pekema) who said Proton has strayed from its original
objective and that the importance of the ‘Bumiputera’ agenda which is no longer a
priority to the new Proton management.

3. The third issue addressed by Proton is; Compared to other car manufacturers,
Proton has a lack of technology and limited capabilities, and currently can only
provide sales (1S) services to customers.

To justify this issue; ‘Pekema’ also further argued that Proton's requirement for their
sales only (1S) centres to be upgraded to an integrated sales, service and spare parts
(3S) centres is a tough call as most 1S centres were owned by ‘Bumiputera’ who do
not have the capacity to upgrade to 3S.

In the same article, Proton further argued that among the areas involved in improving
its market would be an improvement of the dealership network, the introduction of a
new model range over the next few years and an increase in customer satisfaction via
an improved sales and service experience.

4. The fourth issue here is; Since Proton cannot be upgraded to an integrated sales,
service and spare parts (3S) center, the lack of Proton in 3S and 4S stores has
caused a drop-in customer satisfaction index and has been affected to some extent.
This issue has been published by New Straits Times Business on February 12,
2018.

To justify the above issue; With a plan in place to increase the number of such outlets,
it is expected that both Proton’s Sales Satisfaction Index (SSI) and Customer

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Satisfaction Index (CSI) scores will grow along with a corresponding increase in
sales. Therefore, dealers are encouraged to upgrade their outlets over a period
stretching from 2018-2020.

Further, in recognizing the substantial sum of money needs to be spent by the dealers
on this exercise, Proton has introduced a special scheme that offers upfront support to
assist dealers in upgrading to brand new premises.

In reference to the issue of unhealthy competition between dealers, Proton said the
new margin and incentive schemes set by Proton is aimed to prevent disorderly
marketing among the dealers.

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 Malaysian vehicle sales data for April 2020 by brand

Based from the above, the reason why we chose to take information from those online
article and journals are because we could not opt for other option as interviews or
surveys due to our current situation of COVID’19 that we are facing. So, doing our
own research by online was the right option for now.

Moreover, the pros of doing this Data Gathering and Preliminary Diagnosis are as
follows:

- There are many online articles and journals of Proton that are published on the

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 websites which can be relied on.

- Quick and convenient way to collect data from the articles online.

- Cheap, do not require as much effort from the questioner as verbal or

telephone surveys. The only thing we need here is an Internet connection.

While, the cons of doing this Data Gathering and Preliminary Diagnosis are as
follows:

- While getting to know Protons issues, we could not get back to the employers
to know more about it or their feedbacks on the rising issues and this is due to
the online research done where we gathered information through online
journals.

- We could not interview the staffs of Proton due to the COVID’19 pandemic.

Section 4

Mr. Gunalan had a meeting with the PROTON client about a potential organizational
development project. Two PROTON board members also attended the conference,
forming the Search Committee. In the meeting, Ms. Nawanantiny explained current
issues, which included the need for commitment to strategic planning, budgets,
personnel and public relations and perhaps more areas, but our team members were
not sure which one was yet. Ms. Nawanantiny clarified that PROTON had
encountered recurrent cash shortages as well as recurrent disputes between board
members and employees. 

Ms. Yiran explained how the most successful approach to solving PROTON's major
challenges would be an overall systemic approach to organizational growth. She
added that during periods of significant change, it is always better to incorporate some
Board and leadership development in the project to help leaders recognize and direct
the transition through the organization.

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Mr. Gunalan added that it would be best to perform organizational development
activities in the overall sense of short-term, internal strategic planning, including the
development and execution of the Strategic Plan. After some debate, the participants
concluded that PROTON would greatly benefit from a comprehensive approach to
overall organizational growth.

PROTON requested Mr. Gunalan to submit a proposal outlining more details on how
this project might work. This presentation sets out the project proposed by GK
SOLUTIONS and includes: outcomes, overall tasks and deliverables, work plan,
assessment plan, schedule, contractor and client positions and responsibilities, costs
and terms of payment.The proposal also includes summary of GK SOLUTIONS
qualifications as a consultant, along with reference to relevant customers that
PROTON may contact regarding the quality of GK SOLUTIONS work.

Section 5

1.1 Sales and Market Share

Proton's sales and market share in Malaysia and foreign markets continue to decline.
Proton’s sales are unsatisfactory, the main reason is that the old models of Persona
and Saga have lost their competitiveness with their competitors, and Proton’s Preve
and Exora vehicles have not made customers feel about them. Interest, however, the
only car model that can maintain stable sales is only Iriz, but Iriz's sales results are
only more than a thousand, but after the new Persona came out, Iriz sales fell to 786
vehicles. (Choy, I., 2016) In addition, Proton turned its competitors to Toyota and
Honda Japanese models instead of some cheap domestic models. Proton has not yet
had enough strength to compete with Toyota and Honda, so compared with Proton,
customers are more willing to choose Toyota and Honda, which are more cost-
effective brands. (KHOO, D., 2018) Well, regardless of sales volume or market share,
Proton needs OD intervention in both areas.

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Innovation is a way for Proton to increase market share. When a company brings new
technology that its competitors have not yet offered to the market, consumers who
want the technology can buy it from the company, even if they have done business
with competitors before. Many consumers become loyal customers, which increases
Proton's market share and reduces the market share of the companies they convert.

By strengthening customer relationships, Proton can protect its current market share
by preventing current customers from jumping out when competitors launch popular
new products. Even better, Proton can use the same simple strategy to increase market
share, because satisfied customers often tell their friends and relatives who have
become new customers their positive experiences. Acquiring market share through
word of mouth can increase Proton's revenue without increasing marketing expenses
at the same time.

1.2 Customer Satisfaction Index (CSI) of Proton

The factors that affect customer satisfaction are multi-faceted, involving various
factors such as enterprise, product, marketing and service system, enterprise-customer
communication, customer care, and customer expectations. Any one of these aspects
creates more value for customers, which may increase customer satisfaction; on the
contrary, the reduction or lack of customer value in any of the above aspects will
reduce customer satisfaction. So, for Proton, since Proton cannot be upgraded to an
integrated sales, service and spare parts (3S) center, the lack of Proton in 3S and 4S
stores will lead to a decline in customer satisfaction index and will be affected to
some extent. According to the J.D. Power 2019 Malaysia Customer Service Index
(CSI) Study, we can learn that Proton's customer satisfaction index is 747, and it is the
lowest score in the ranking. (Lye, 2019)

All current Proton stores need to be upgraded because the current 1S center is not
customer-centrist. When the customer needs service, Proton does not give the
customer proper follow-up, advice and support. The frustration becomes worse due to

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delays in resolving complaints and problems, and these weaknesses can only be
resolved if Proton has a 4S center. (Lee, J., 2018)

Customers are no longer satisfied with car stores that only have sales centers.
They are more pursuing a four-in-one car franchise model, including Sale, Sparepart,
Service and Information Survey 4S stores. In other words, the 4S shop can provide
you with original accessories and materials, can provide the most professional and
reliable maintenance technology, professional equipment tools, and pay attention to
the brand reputation.

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In addition, the 4S shop has a complete service process and a repair service tracking
system to ensure that each repair process is strictly in accordance with the
requirements of the brand and has a formal and open complaint channel and
supervision system, which can fully provide customer complaint protection. This all-
in-one service is more convenient and effective for customers. However, Proton is not
satisfactory in this regard, which misses a lot of customer resources and makes many
customers dissatisfied with Proton.

Furthermore, Proton's recently launched new models are not able to attract the
attention of most customers. What we mentioned in the first question is that Proton’s
sales and market share in Malaysia and foreign markets continue to decline. One of
the reasons for this problem is that Proton’s recent models cannot be compared with
its competitors, regardless of style. Both price and quality are clearly different from
Proton's competitors.

The OD team recommended that Proton invest a lot of energy and money to develop
new designs and technologies, improve its dealer network, and launch new models in
the future. Then, improving the sales and service experience to bring customers a
more comfortable buying experience can not only attract more customers but also
increase customer satisfaction. Expanding the customer base allows Proton to be able
to expand its distribution network. This measure of improving the network is applied
by many Malaysian brands, and most of the distributors in Malaysia sell from 3S or 4S
stores.

Due to the difficulty of upgrading to 3S, it is not difficult to know the lack of Proton
3S and 4S stores. Compared with other Malay car dealers, Proton's sales satisfaction
index and customer satisfaction index have been affected. At this time, dealers should
be encouraged to upgrade their stores in the next two years. But upgrading stores
requires a lot of money, in addition to letting dealers improve service quality to attract
more customers and increase turnover. We suggest that the company should also
provide some help, develop special plans, provide early support, and help dealers

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upgrade their premises. With this highly forward-looking solution, with the upgrade
and increase of outlets, SSI and CSI will inevitably continue to increase, which will
inevitably bring more profits to Proton. At the same time, we will also conduct action
research and strategic planning. It will be divided into three steps to guide, evaluate
and adjust Proton’s current actions and decisions.

A group development questionnaire survey will also be provided to collect ideas from
employees, customers and potential customers. Assess the current technical
vulnerabilities and the advantages and disadvantages of the organization. This can
accurately measure Proton's productivity and effectiveness. After the evaluation stage
is completed, we will formulate effective strategies to solve problems. Throughout the
process, we will continue to provide support. In addition, in order for Proton to
succeed, we will set clear goals and stakeholder commitment to the goals, and ensure
that we can respond to the ever-changing competitive environment. Proton cooperated
with our OD, aiming that we can understand the past, present and future of the
organization in order to establish a common vision. When customers have
requirements, we will also provide support for them.

1.3 Conflicts between Employees and Proton

Proton lacks technology and skills to establish cars, so, they introduced sufficient
technique from Mitsubishi Motors Corporation, and started producing by themselves,
which indicates Proton is relied on the labor's skills. Thus, Proton has to give them
some rights to motivate them and increase the profitability. The problem mainly arises
on conflicts of interest, which indicates conflicts might occur the relationship between
employees and Proton. It is difficult that employees are managed by other people who
are not consist of Proton, since most employees are Malaysians, and Proton is a
government agency and is supervised by Mitsubishi Motor Corporation. Conflicts
might also lie on different departments in the company. For instance, the technical
department may need a sum of money to develop new technologies, but the financial

13
department can only provide a certain amount of funds, which may not be sufficient
to support the research and development and development of new technologies, and
minimize the budget of the technical department to minimize cost.

Our OD team recommends to provide employees with freedom of movement and a

safer working environment for conflicts between various relationships. To allow
employees to be flexible and have the right to share their own ideas, as a technology-
based company, new ideas are very important.

At the same time, it also includes other rights such as sharing suggestions and
complaints. The company's decisions can also properly listen to the suggestions of the
lower levels. This ensures the rights of employees and allows them to complete their
responsibilities in an independent manner, which can reduce conflicts and improve
work efficiency and success rate. In addition, pay attention to the safety of employees,
as a manufacturing industry is also necessary. Various measures can be taken, such as
safety jackets, escape routes and fire extinguishers.

As an OD team, we will also develop the team. The process of a group of people
improving and developing working relationships is called team development. It can
help everyone in the organization distinguish between team dynamics and effective
teamwork. We will provide a forum to help them understand the dynamics of the
organization and improve Proton's performance. We work with Proton to help them
understand the team’s dynamics, leadership, and impact on the pursuit of
organizational goals. Our interventions can provide Proton with professional needs
and help Proton to establish effective communication and processes in the future.

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5.2 OD INTERVENTION AND RECOMENDATIONS

Innovation is an idea and invention that brings benefit to an organization or company

or innovate something become new. (Hengsberger,2018). Generally, Innovation is
important in the business in order to make some changes, so it can increase
company’s profit. Proton has done some innovation in order to increase their market
sales, and to compete with others brand such as: Honda, Toyota, Mitsubishi, and so
on. One of the innovation that proton has done is their research and development.
Proton has spent billions of ringgit and countless hours to innovate their R&D. In
design, and engineering, proton is constantly acquiring and developing a new
technology to bring the cutting-edge facilities, and innovative products onto the
market by build an innovative concepts and ideas. Furthermore, proton has designed
and produce their own car platforms, bodies, and even the engines through extensive
research and development. Besides that, as we know that proton also has innovated
their car’s design as well. For example: Proton persona Elegance 2010 vs Proton
Persona Premium 2016. As we can see that proton persona premium 2016 looks more
modern. Proton made an innovation on the side of the car. The side of persona
premium 2016 car is more elegant than proton persona elegance 2010.

Source: on google
 5.2.1 Technology

In order Proton Holdings Bhd. can compete with others manufacture, Proton Holdings
Bhd. must change or upgrade their technology and the design, so they can increase
their market and sales. As organizations change their technology uses, OD
practitioners need to continue to evolve ways of using technology to perform OD
interventions with virtual teams and when the employees are in long distance.
Furthermore, with social networking and distance collaboration tools, familiar OD
technologies can be enhanced and more clients expect OD practitioners to be
adaptable to improve Proton Holdings Bhd. services. The effectiveness of these
efforts would likely rely heavily on the familiarity of Proton Holdings Bhd. with the
technology. Practitioners will need to be educated on how employees of proton use
technology, when and why they may reject technology-based intervention and what is
the tradeoff of existing in virtually opposing face-to-face. Speak (2008) argued that
OD needs to move into the digital world to create qualified of Cyber-OD
professionals who are able to use technology to facilitate cooperation. By improving
and changing the technology, it can increase proton’s sales and market. Besides that,
proton need to improve their worker’s services toward the customer as well, so the
customer will feel comfortable, and satisfied. Moreover, based on the graph below, we
can see that to get customer satisfaction and company performance, the employees in
the corporation should be affective, commitment, and continuance. This research
action was conceived to investigate and recognize the impacts of OD interventions
carefully that selected on employee engagement and motivation with the customer
loyalty. There are 3 processes that involved such as: diagnosis pre ODI-stage, ODI
stage, and Post ODI stage. (Hongchatikul,2020).
 I. Diagnosis Pre-ODI-Stage

The aim of this stage was to understand and get to know on how the corporation
functioned at the groups, individuals, or even project levels and also to provide the
necessary information to implement strategies for change. (Brow and Harvey, 2006).
This process involved the collection of relevant information on current activities, the
review on the data and drawing of conclusions on future improvements and changes.
For example: We can use this method on Proton company, so we can understand how
was the function of Proton’s employees, team development, and their project. By
using this method, proton can improve and change their employee affective and
commitment in order to get customer satisfaction and company performance.
However, before that, Proton must make sure that their employee satisfaction is great,
so they can do their project nicely, and the employees can improve the customer
satisfaction and company performance.

II. ODI-Stage

At this stage, the expected activities or events are designed to help the organization
improve the effectiveness that were implemented. (Brow and Harvey, 2006).
Interventions purposely interfere with the status of quo, as they are deliberate attempts
to turn the company into an effective and different state. (Brown and
Eisenhardt,1997). Furthermore, an effective OD approaches in this study centered on
employee engagement in areas of effective, ongoing, and normative engagement, and
also on employee motivation through OB MOD, Appreciation and Pride, Financial
rewards, and Job design.
 III. Post-ODI-Stage

Lastly is Post-ODI-Stage. At this stage, it is considered as both the performance of the

intended implementation. The approaches and the effects they achieved over the long
term. The measurement and research design are the two main dimensions for a
successful assessment. The aspects and procedures of the operation contributes to the
institutionalization of the business ODIs.

Team-building

Interventions in team-building can be great help in finding cohesiveness within teams.

Team-building can help create community priorities and values that promote high
efficiency and work-life satisfaction. The team-building process begins with a team
member’s diagnostic meeting. This process is common for organizationally existing,
temporary, permanent, or special groups. The diagnosis represents data gathering
about the team’s current performance. This stage of data collection is only started
after consensus has been reached between the team leader or manager and team
members growth and progress. Data may be collected via questionnaire. After the data
is collected, it is sent back to the members of the team. Then, this information is
categorized by major themes and the team sets an agenda by prioritizing those teams.
Further action plans are formulated with the consultant’s feedback and with the
information provided. Those action plans are interventions for team-building. As the
team leaders, team members, manager, and top management are a participative and
collaborative process.

In addition, Proton company should provide safe and secure environment for their
workers for the prevention of accidents and health hazards that could arising from
work-related activities from the operation. Proton shall take proactive steps in order to
reduce the harmful environment effects of the workplace, and give employees right.
For example: allow employees to be flexible and have the right to share their own
ideas or provide a good ventilation or lighting, safety jackets, escape routes and fire
extinguishers. and so on. However, workplace risks are not always evident, but by
paying attention to these problems could solve the problem as well, such as: provide
an appropriate floor, emergency lighting, protected roads, doors, and windows. By
providing them a safety workplace, it can increase proton’s worker performance and
their team development. We will also provide them a forum for each member in the
team, so they can know what their team thinks about each member work performance
in proton company in order for them to be aware with their work performance in the
future, and we will suggest proton company to cooperate with professionals need for
their company to help proton to have an effective communication and processes with
their employees in the future.

Total quality Management. Continuous process development of PROTON , lean, and

six-sigma, is also known as complete quality control. It grew out of a manufacturing
emphasis on quality control and represents a long-term effort to orient all activities of
an organization around the quality concept. Moreover, the organization’s functional
structure of PROTON is key to how it will work. We all know the organization 's
classic hierarchical charts. This is called functional structure. Other structures are the
divisional structure, matrix, method, client-centric structure, and network structure.
Reengineering and downsizing are crucial practices in organization’s architecture.
Section 6

BUSINESS ACTION P
Section 7

Briefly address how your group recommends that the client evaluate the efficacy
of your group recommended or suggested approach.

At the end of this project, OD's major advantage is innovation, which leads to better
product and service. Innovation is achieved through the development of employees,
focusing on rewarding successes and encouraging motivation and morale. In addition,
Organizational development has a variety of implications for the bottom line.
Performance and profits are improved due to increased creativity and productivity.
Costs are often popular as employee turnover and absenteeism are minimized. As OD
aligns priorities and focuses on growth, quality of the product or service and
employee satisfaction are increased. PROTON’S OD's major advantage is innovation,
which leads to better product and service. Innovation is achieved through the
development of employees, focusing on rewarding successes and encouraging
motivation and morale.
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