Week 2 - Group Work

ORGANIZATIONAL
DEVELOPMENT

IV-B HRDM

Members:

BANGUILAN, Gelai Rhea B.

DIMAANO, Joanna Marie L.

MOSURA, Regen O.

NERIC, Shekiepy V.

SAN JUAN, Olivia Veriz C.

ZABALA, Giovylyn S.

Prof. Lesil Artista

 APPLICATION CASES 2.1

This case offers the opportunity to identify and understand how each step of planned
change is manifested in the application. 

Describe how the plan evolves and adjusts during the transition, particularly in the planning
and implementation activities.

DEVELOPING TRANSITION PLAN

April 2002. Bowens took the opportunity to be part of the senior team from the old aviation
division at an off-site workshop.

● The goal is to become a stand-alone agency to be seen differently in the marketplace.

- Revise the existing strategic plan.
- Hire staff to research, discuss and create a transition plan.
- Bowens chartered the AirPort Transitions to seamlessly integrate the transitions
of the operations.

May 2002. The employees were handpicked from the Aviation Division to become a member of
the AirPort Transition Team.

● Qualifications were classified:

- Ability to work within the process yet uses and think outside the box
- Have good communication skills
- Enable them to influence the directors and managers without having formal
authority.
● They established a one-and-a-half-day kick-off meeting to initiate the team which is
called "war room". Moreover, overall together with the team, it is called "Metamorphs".
- The unification process is there.
- Members came from different organizations that never worked together.
- Meeting about their charter for a transition plan and its design to specifically
minimize the disruptions.
 ● Responsibilities were divided among the teams and different departments.
- to collect data
- establishing new parallel function
- highlights the issues related to start-up functions.

The goal is to receive all the records of functional areas in the Human resource
functional team such as:

- HR professional which is in charge of the development of the actual transition

mechanism.
- HR Operations and HR Organizational Structure which is focused on
environmental issues involved in the proposed transitions.

Summer Fall 2002. They gathered distinct peer reviews and were staffed by professionals within
the aviation industry.

● Peer Review No. #1

- Examine the transition plan.
- Offered advice on whether to add any other critical or missing components.
● Peer Review No. #2
- Examine the proposed organizational structure
● Final Peer Review
- IT systems portion of the transition plan
- To review the internal process within the organization
 APPLICATION CASES 2.2

The stakeholders do not regularly interact with one another, yet each has an interest in
solving a particular problem. 

How is the situation different from traditional, formal organizations?  

The situation is different in traditional formal organizations because based on the article,
other stakeholders are visiting their various facilities for the employees to cooperate and share
their ideas to deepen the member's commitment to IMAR. Given the fact that a traditional
organization is a system in which authority is distributed upwardly across the company and a
chain of command is followed by all employees, wherein formal organizations could be a part of
the social structure of an organization made to direct and control how its members behave, the
situation is different from these because of the commitment and interaction, as they were also
able to determine how the funded centers are performing and thriving.

Considering the case that, although the stakeholders might not frequently communicate
with one another, they all have a stake in finding a solution to a specific issue. In line with this,
IMAR's executive director of manufacturing and former director, Dale Hartman, from the
Hughes Aircraft Company, was able to outline the steps required to change the organization's
strategies, structures, and procedures to improve the effectiveness as formal and informal
communications were established. IMAR had strong leadership, which persisted in influencing
and motivating members to be committed.

It allows each person in an organization to be more productive and efficient to their

prospective task resulting in higher output. The IMAR membership remained committed to
Hartman's vision. "You end up wanting to see what you can do for the cause," one member said.
Despite the fact that the research was simple, the users chose it themselves to benefit all
consortium members.