DEVELOPING OD PROGRAM

OD INTERVENTIONS & OD EVALUATION

LI JING LU GS57407
LIU MENG GS57423
JI YUTONG GS57322
AMIRAH BINTI SAIDIN GS57843
DEVELOPING OD PROGRAM

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❖ OD programs are based upon a systematic analysis of
problems and top management actively committed to
the change effort;

❖ the purpose of OD programs is to increase

organizational effectiveness by the application of OD
values and techniques;

❖ many OD programs use the action research model

that involves collecting information about the
organization, feeding this information back to the
client system and developing and implementing
action programs to improve system performance.
 STAGE ANTICIPATE NEED
1 FOR CHANGE

STAGE DEVELOP THE

2 PRACTITIONER-CLIENT
RELATIONSHIP
THE
STAGE THE DIAGNOSTIC CONTINUOUS
ORGANIZATIONAL 3 PHASE IMPROVEMENT
DEVELOPMENT
ACTION PLANS,
STAGES STAGE
STRATEGIES AND
4
TECHNIQUES
SELF-RENEWAL,
STAGE
5
MONITORAND
STABILIZE
INFOGRAPHIC
SOURCE: DONALD R. BROWN & DON HARVEY (2006)
CHANGE is making things DIFFERENT;

Planned change is change activities that are

INTENTIONAL and GOAL ORIENTED;

Planned change is also resulting from a deliberate

decision to alter the organization;
ECONOMIC SHOCKS
Why change? COMPETITION
SOCIAL TRENDS

WORLD POLITICS

NATURE OF THE WORFORCE

TECHNOLOGY
Source: Stephens P. Robbins (2001)
HOW TO PLAN CHANGE?
OD INTERVENTIONS

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❖ Organization Development Intervention (ODI) - a
deliberately planned, organization - wide effort to
increase an organization's effectiveness or efficiency;

❖ ODI can also be define as range of planned activities

that organization and the OD practitioners design and
execute together in the course of organization
development program for the purpose of
improvement;

❖ A planned change process, managed from the top,

taking into account both the technical and human
sides of the organization;
❖ Intervention - refer to an array of planned activities
participated by both the practitioner and client;

All OD interventions aim at changing specific asset of

the organization; climate, member, structure, or
procedures; and

❖ In laymen term, OD interventions refer to something

that consultant does to the client system.
 Helping the members of the organization to
enhance themselves and the way they work
HUMAN PROCESS -
1 together. It helps to change contradicting
cultures and conflicts within the organization

Improving the overall performance of the

2 TECHNO - organization by changing the procedures,
STRUCTURAL technology, operation structure and rules

4 TYPES OF OD
INTERVENTION
HUMAN Improving the organization
performance by improving the
3 RESOURCE - performance of individual and
groups within organization
MANAGEMENT

Aim to change many aspects like employees,

4
STRATEGIC - technologies, product and so on by focusing on
organization interaction with the external
environment
TECHNIQUES/EXAMPLE OF OD INTERVENTION
HUMAN PROCESS INTERVENTION
TECHNIQUES/EXAMPLE OF OD INTERVENTION
TECHNOSTRUCTURAL INTERVENTIONS
TECHNIQUES/EXAMPLE OF OD INTERVENTION
HUMAN RESOURCE MANAGEMENT INTERVENTIONS
TECHNIQUES/EXAMPLE OF OD INTERVENTION
STRATEGIC INTERVENTION
 STEP IN OD INTERVENTIONS
ASSESSMENT INTERVENTION
ENTRY 1 5 ADOPTION
Requirement for AND FEEDBACK Change agent
Change agent collects helps in 7 Members of the
change within a information about the implementing the company
company becomes situation intervention and acknowledge
apparent when an
issue is identified 3 the change process ownership of the
is carried out change

2 4
8 SEPARATION
ACTION PLANNING Change agent
START-UP Change agent/ OD Practitioner 6 EVALUATION prepares to leave the
Change agent gets works jointly with management Change agent assists the organization (by
into the and other stake holders to management and other transferring necessary
Organization’s formulate a step-by-step stakeholders to evaluate knowledge and skills)
environment corrective-action plan the change effort progress
OD EVALUATIONS

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 Formative
Implementation 17
Process
Feedback
Outcome
PURPOSE: Providing
feedback to
practitioners and Evaluation Economic
organization Feedback 2 STAGES OF 5 TYPES
members about the OD OF OD
EVALUATION EVALUATION Impact
progress and impact
on intervention:
❖ need further
diagnosis and
modification of Defined
Internal RESEARCH EFFECTIVE
the change MEASUREMENT
Validity DESIGN
program; or
❖ whether the
intervention is Reliable
successful. External
Validity
Quasi Validity
Experimental
5 TYPES OF ORGANIZATION DEVELOPMENT EVALUATION
➢ Formative evaluation: ensures that a program or
program activity is feasible, appropriate, and acceptable
before it is fully implemented. It is usually conducted
when a new program or activity is being developed or
when an existing one is being adapted or modified.

➢ Process/implementation evaluation: determines whether

program activities have been implemented as intended.

➢ Outcome/effectiveness evaluation: measures program

effects in the target population by assessing the
progress in the outcomes or outcome objectives that
the program is to achieve.

➢ Economic evaluation: quantify of resources are being

used in a program and their cost (direct and indirect)
compared to outcomes

➢ Impact evaluation: assesses program effectiveness in

achieving its ultimate goals.
 RESEARCH DESIGN:
HOW TO DESIGN THE EVALUATION TO ACHIEVE VALID RESULT

INTERNAL
VALIDITY
The key issue is how to EXTERNAL
design the assessment
to show whether the VALIDITY
intervention produce
observed result (testing ➢ Whether intervention would
hypothesis) work similarly in other situation.
➢ The longer the time period of
the change program, the greater
the chances that other factors
such as technology improvement
will emerge to affect results
QUASI
EXPERIMENTAL
❑ Allow evaluators to rule out many
rival explanations for OD result
other than intervention itself.
❑ 3 features powerful assessing
changes:
i. Longitudinal measurement
(results repeatedly over long time)
ii. Comparison unit (compare result
in intervention situation with
those in another situation where
no change
iii. Statistical Analysis (should be use
to rule out the possibility results
caused by random error or chance