Group 1

Start
Topics. ...
ORGANIZATIONAL
DEVELOPMENT
AN
Topics. ...
Meaning and Definition

Organizational Development
(Richard Beckhard, mid 1950's).

Organization
Development
Topics. ...
Meaning and Definition

Organizational Development
(Richard Beckhard, mid 1950's).

• Both a field of behavioral science and

scientific study and inquiry.

• Systemic learning and development

strategy intended to change the
organization's culture.
Topics. ...
Definitions of Organizational Development

Warner Burke
Organizational Development is a planned
process of change in an organization's
culture through the utilization of behavioral
science technology, research, and theory.
Topics. ...
Definitions of Organizational Development

Wendell French
Organizational Development refers to a
long-range effort to improve an
organization's problem solving capabilities
and it's ability to cope with changes in its
external environment with the help of
external or internal behaviour-scientist
consultants or change agents.
Topics. ...
Definitions of Organizational Development

Richard Beckhard
Organizational Development is an effort
1.) Planned
2.) Organization wide
3.) Managed from top, to
4.) Increase organization effectiveness and health
through
5.) Planned interventions in the organization's
"processes", using behavioral science knowledge.
Topics. ...
Definitions of Organizational Development

Michael Beer
Organizational Development is a system wide
process of data collection, action planning,
intervention, and evaluation aimed at
1.) Enhancing congruence among organizational
structure, process, strategy, people, and culture
Topics. ...
Definitions of Organizational Development

Michael Beer
Organizational Development is a system wide
process of data collection, action planning,
intervention, and evaluation aimed at
2.) Developing new and creative organizational
solutions and
Topics. ...
Definitions of Organizational Development

Michael Beer
Organizational Development is a system wide
process of data collection, action planning,
intervention, and evaluation aimed at
3.) Developing the organizations self renewing
capacity. It occurs through the collaboration of
organizational members working with a change
agent using behave science theory, research
and technology.
Topics. ...
Definitions of Organizational Development

OD Seeks to:
- Improve organizational effectiveness
- Align employee behavior with the
organization's strategy
- Maximize employee contributions and
organization's success
- Promote organizational culture
- Create positive change
Topics. ...
A Brief History of Organizational Development

 1930's - Organizational developed and

primarily from the world of psychology
Topics. ...
A Brief History of Organizational Development

 1930's - Organizational developed and

primarily from the world of psychology

 Kurt Lewin - considered founding father

of Organizational Development
Topics. ...
A Brief History of Organizational Development

 Research Center for Group Dynamics -

Founded by Lewin.
Topics. ...
A Brief History of Organizational Development

 Research Center for Group Dynamics -

Founded by Lewin.

 Douglas McGregor & Richard Beckhard -

Coined the term Organizational
Development
Topics. ...
A Brief History of Organizational Development

 1947 - National Training Laboratories

Founded
 1950's - Human Relations Movement
 1951 - Socio-Technical System Thinking

 1967 - Survey Research Methods

Topics. ...
A Brief History of Organizational Development

 1968 - Creation of the T-Group

 1974 - Organization Development as
Planned approach to Change
 1980's - General Systems Theory
 1997 - Organizational Effectiveness
 2000's to Present - Complexity Theory
Topics. ...
A Brief History of Organizational Development
Topics.
RELEVANCE OF
.
ORGANIZATIONAL
. .
DEVELOPMENT

Many OD practices are considered part

of mainstream management practice
Topics.
RELEVANCE OF
.
ORGANIZATIONAL
. .
DEVELOPMENT

Many OD practices are considered part

of mainstream management practice

HR practitioners have also used OD tools

as valuable adds to their toolkits and in the
process
Topics.

3 Major
trends are 1. Globalization
shaping their it changes the markets
relevance of
and environments in
OD in this
drastically which organizations
changing operate as well as the
environment: way they function
...
Topics.

3 Major 2. Information Technology

trends are Redefining the traditional
shaping their business by:
relevance of  changing how work is
OD in this performed
 how knowledge is used
drastically
 how the cost of doing
changing business is calculated
environment:
...
Topics.

2. Information Technology
3 Major
 Provides structure making
trends are
work easier
shaping their
 It increases the safety of
relevance of
recognized sources and
OD in this
interdependencies, allows
drastically
diversification, and
changing
increases accountability
environment:
... between departmental
managers.
Topics.

3 Major 3. Managerial Innovation

trends are a. Managers and
shaping their administrators are
relevance of responsible for supervising
OD in this and developing
drastically subordinates for improving
changing their departments’
environment:
... performance. more
Topics.

3 Major 3. Managerial Innovation

trends are b. OD can help the whole
shaping their organization be more
relevance of flexible, adaptable, and
OD in this effective.
drastically more

changing
environment:
...
Topics.

3 Major 3. Managerial Innovation

trends are c. The manager also acts
shaping their as a liaison and advisor to
relevance of the organization's
OD in this leadership and facilitates
drastically initiatives across the
changing organization.
environment:
...
Topics.

...
CHARACTERISTICS OF
ORGANIZATIONAL
DEVELOPMENT
Topics. ...
CHARACTERISTICS OF
ORGANIZATIONAL DEVELOPMENT

LONG-TERM PLAN
Topics. ...
CHARACTERISTICS OF
ORGANIZATIONAL DEVELOPMENT

LONG-TERM PLAN

BOARD BASED
Topics. ...
CHARACTERISTICS OF
ORGANIZATIONAL DEVELOPMENT

LONG-TERM PLAN

BOARD BASED

DYNAMIC PROCESS
Topics. ...
CHARACTERISTICS OF
ORGANIZATIONAL DEVELOPMENT

SYSTEM PERSPECTIVE
Topics. ...
CHARACTERISTICS OF
ORGANIZATIONAL DEVELOPMENT

SYSTEM PERSPECTIVE

FOCUS ON BEHAVIOR
Topics. ...
CHARACTERISTICS OF
ORGANIZATIONAL DEVELOPMENT

SYSTEM PERSPECTIVE

FOCUS ON BEHAVIOR

RESEARCH BASED
Topics. ...
CHARACTERISTICS OF
ORGANIZATIONAL DEVELOPMENT

EMPOWERED PROCESS

TEAMWORK
Topics.

...

7BASIC ASSUMPTIONS
OF ORGANIZATIONAL
DEVELOPMENT
Topics.

The Assumption About People as Individuals:

1. Most individuals have drives towards personal
growth and development. ...
See more
Topics.

The Assumption About People in Groups:

2. Highest productivity can be achieved when the
individual goals are integrated with organizational
goals.
...
See more
Topics.

The Assumption About People in Groups:

3. Cooperation is more effective than competition
...
See more
Topics.

The Assumption About People in Groups:

4. The suppression of feelings adversely affects
problem-solving, personal growth and satisfaction
with one’s work.
...
See more
Topics.

The Assumption About People in Groups:

5. The growth of individual members is facilitated
by relationships, which are open, supportive, and
trusting.
...
See more
Topics.
Assumptions About People in Organizational Systems
6. The difference between commitment and
agreement must be fully understood.
...
See more
Topics.
Assumptions About People in Organizational Systems
7. OD programs, if they are to succeed, must be
reinforced by the organization’s total human
resources system.
...
See more
Topics.
Assumptions About People in Organizational Systems
7. OD programs, if they are to succeed, must be
reinforced by the organization’s total human
resources system.
...
Group 1

End.
THE ORGANIZATIONAL
DEVELOPMENT
PRACTITIONER
GROUP 2
Pre-test
THE ORGANIZATIONAL
DEVELOPMENT
PRACTITIONER
GROUP 2
 WHO IS THE OD
PRACTITIONER?
OD professionals traditionally have shared a common set of humanistic
values promoting open communications, employee involvement, and
personal growth and development.

Applies to people specializing in fields related to OD, such as reward

systems, organization design, total quality, information technology, and
business strategy

The term OD practitioner applies to the increasing number of managers and

administrators who have gained competence in OD and who apply it to their
own work areas.
 WHO IS AN OD SPECIALIST?
Organizational development specialists are tasked with
continuously making organizational improvements across all
departments in their company by evaluating and identifying
opportunities to increase efficiency and effectiveness. Not only do
they plan, coach, and consult with individuals and teams to solve
organizational challenges, they also design and implement training
and performance programs

Collaboration and communication with staff and management is also a key

part of the job. Organizational development specialists generally work full time
during regular business hours.
COMPETENCIES OF AN
EFFECTIVE OF
PRACTITIONER
 COMPETENCIES OF AN EFFECTIVE OD
PRACTITIONER
Organization
Goal Setting Perception theory Leadership
Behavior

Organization Management and Organization

Conflict Group Dynamics
Culture Theory

PIanning, Organizing, Leading

Work Design Ethics Roles
and Controlling

Interpersonal Individual Communication Problem Solving and

Relations psychology Process Decision Making

Power and Decision-making

Learning Theory Systems Theory
Politics Process

Stages of Group
Leadership Motivation Theory Contingency theory
Development
 COMPETENCIES OF AN EFFECTIVE OD
PRACTITIONER
Basic Experimental Interpersonal Organization
Design Communication Structure

Present
sample Inferential Collaboration/ Working Characteristics of /Education Coach
Environment and
Statistics Together Technology

comparative cultural Models of Organization

problem Solving
perspectives and System

Dimensions of Industry Research methods/

Using new Technology
Culture Statistics

systems Implications Conceptualizing Measure Of

dispersion

Functional knowledge Basic sampling

Project management
and System Theory
 CORE COMPETENCIES

Organization Organization System

Design System Dynamics

Theories and
History of
Models for
Organization
change
 SKILL COMPETENCIES
Designing or
Managing the Choosing, Develop
Consulting Appropriate,
Client
Process Relevant
Capability
Interventions

Facilitation Evaluating
Analysis/
and Process Organization
Diagnosis
Consultation Change
 The OD Practitioner
* Internal and External Consultants

* Professionals from other disciplines who apply

OD practices (e.g, TOM managers IT /IS
Managers, compensation and benefits managers)

*Managers and Administrators who apply OD

from their line or staff positions (eg, project
managers, product managers)
To be more effective, all OD
Practitioners must possess
following competencies
* Intrapersonal Skills
* Interpersonal Skills
* Consultation SkiIIs
* Participation Skills
* Contracting skills
* Development Theory skills
* Impact
* Organization
According to consultants Flores (2016), the four main functions of
organization development are:

1. Diagnosing the organization's problems.

2. Helping the organization to set goals.
3. Designing and implementing interventions to achieve
the goals.
4. Evaluating the effectiveness of the interventions.
Activities of Organization
Development Consultants

* Organization Change
* Employee Development
Strategy
* Development Management
* Development Technology
Integration
 POSITION
Internal Consultants are members of the
organization and often are located in the human
resources development

External Consultants are not members of the

Client organization they typically work for a
consulting firm, a university or themselves.
 MARGINAL
The marginal person is one Who successfully
straddles the boundary between two or more
groups with different goals, value, systems, and
behavioral patterns.
 EMOTIONAL DEMANDS
The OD practitioner role is emotionally demanding.
Research and practice support the importance Of
understanding emotions and their impacton on the
practitioner's effectiveness.
 USES OF KNOWLEDGE AND
EXPERIENCE
The professional OD role has been described in
terms of a continum ranging from client -centered
(using the client's knowledge and experience) to
consultant- centered) Using the Consultants
knowledge and experience.)
Ethical Dilemmas of OD
Consultants

* Misuse of data
*Technical Ineptness
* Misrepresentation Power
and
* Coercion Conflict in values
and
* Goals
THANK YOU
VERY MUCH!
KAMSAMI!
 THE OD
PROCESS
ENTRY, CONTRACTING & DIAGNOSIS
OD IS A PROCESS OF:
increasing organization effectiveness

facilitating personal and

organizational change

This process is usually done with the

cooperation between OD consultatnt and
the members of client system.
An OD Consultant can be

INTERNAL EMPLOYEE EXTERNAL CONTRACTED

CONSULTANT
ENTERING & CONTRACTING
Those events help managers
decided wether they want to
engage further in a planned
change program and to
commit resources to such a
process.
ENTERING & CONTRACTING

Entering and Contracting set the initial parameters

for carrying out the subsequent phases of OD:

Diagnosing
Planning
Implementing Changes
Evaluating
Institutionalizing
ENTERING & CONTRACTING

They involve all relevant members directly in the

process—with a minimum of formal procedures.
ENTERING INTO AN OD RELATIONSHIP
An OD process generally starts when a members of
an organization or unit contacts an OD practitioner
about potential help in addressing an
organizational issue.

The organization member may be a:

Manager
Staff Specialist
Some other key participant
Practitioner may be an OD professional
from inside or outside of the organization
ENTERING INTO AN OD RELATIONSHIP

Determining whether the two parties should enter

into an OD relationship typically involves clarifying
the nature of the organization’s current functioning
and the issue(s) to be addressed:

The Relevant Client System

The Appropriateness of the particular OD
practitioner
CLARIFYING THE ORGANIZATIONAL ISSUE

When seeking help from OD practitioners,

organizations typically start with a presenting
problems—the issue that has cause them to consider
an OD process.

It may be:

Specific
General
CLARIFYING THE ORGANIZATIONAL ISSUE
When seeking help from OD practitioners,
organizations typically start with a presenting
problems—the issue that has cause them to consider
an OD process.
It may be:
Specific
General

The presenting problem is only a symptom of an

underlying problem.
CLARIFYING THE ORGANIZATIONAL ISSUE

The issue facing the organization or department must

be clarified early in the OD process

Gaining a clearer perspective on the

organizational issue may require collecting
preliminary data.

The diagnostic phase of OD involves a far more

extensive assessment of the problematic or
development issue than occurs during the entering
and contracting stage.
DETERMINING THE RELEVANT CLIENT
Generally, the relevant client includes those organization members who can
directly impact the change issue, whether it is solving a particular problem
or improving an already successful organization or department.

Determining the relevant client can vary in complexity depending on the

situation.
Determining the relevant client is more complex when the
organizational issue can not readily be addressed in a
single unit.
In such complex situations, OD practitioners need to
gather additional information about the organization to
determine the relevant client.
SELECTING AN OD PRACTITIONER

The last activity involved in entering an OD relationship

is selecting an OD practitioner who has the expertise
and experience to work with members on the
organizational issue.

To help lower uncertainty of choosing from among

external OD practitioners, organizations may request
that formal proposals be submitted.
ESSENTIALS OF AN EFFECTIVE OD PROPOSALS
ELEMENTS DESCRIPTION
Objectives of proposed project A statement of goals in clear and concise terms,
including measurable result, if any.

Proposed process of action plan Provide an overview of the process to be used.

Usually includes a diagnosis (including how the
data will be collected), feedback process, and
actionplanning or implementation process.

Roles and Responsibilities A list of key stakeholders in the process, including

the OD practitioner, and the specific responsibilities
for which they will be held accountable.
ESSENTIALS OF AN EFFECTIVE OD PROPOSALS

ELEMENTS DESCRIPTION
Recommended Interventions A description of the proposed change strategies,
including training, off-site meetings, systems or
processes to be redesigned, and other activities.

Fees, terms and conditions Provide an outline of the fees and expenses
associated with project
DEVELOPING A CONTRACT

It typically establishes the expectations of the parties,

the time and resources that will be expected, and the
ground rules under which parties will operate.

The goal of contracting is to make a good decision

about how to carry out the OD process.
The contracting step in OD generally addresses three key areas:

Setting mutual expectations or what each party expects

to gain from the OD process

The time and resources that will be devoted to it.

The ground rules for working together.

MUTUAL EXPECTATIONS
This part of the contracting process focuses on
the expectations of the client and the OD
practitioner.

The OD practitioner also should state what he

or she expects to gain from the OD process
TIME AND RESOURCES

To accomplish change, the organization and

the OD practitioner must commit time and
resources to the effort.
Peter Block has suggested that resources can be divided into two parts

Essential requirements are things that are absolutely

necessary if the change process is to be successful.

Desirable requirements are those things that would be

nice to have but are not absolutely necessary, such as
access to special resources or written rather than verbal
reports.
GROUND RULES

The final part of the contracting

process involves specifying how
the client and the OD practitioner
will work together.
INTERPERSONAL PROCESS ISSUES IN
ENTERING AND CONTRACTING

In most cases, the client’s

expectations, resources, and working
relationship requirements will not fit
perfectly with the OD practitioner’s
essential and desirable requirements.
FACTORS AFFECTING CLIENT-PRACTITIONER DYNAMICS
 DIAGNOSIS
is a collaborative process ,
involving both organization
members and OD
practitioners in collecting
pertinent data, analyzing
them, and drawing
conclusions for action
planning and intervention.
A set of concepts and relationships describing the properties and
behaviors of things called systems – organizations, groups, and jobs.
THE FOLLOWING OPEN SYSTEMS
PROPERTIES ARE DESCRIBED BELOW:

1. Environments
2. Inputs, transformations, and outputs
3. Boundaries
4. Feedback
5. Equifinality
6. Alignment.
 ENVIRONMENT
Everything outside of the system that can directly or
indirectly affect performance and outcomes. Open
system, such as organization and groups, exchange
information and resources with their environment
INPUTS, TRANSFORMATIONS, AND OUTPUT

Inputs. consist of human capital or other resources such

as information energy and materials.

Transformations. are the process of converting inputs

into outputs.

Output. are the results of what is transformed by the

system and sent to the environment.
 BOUNDARIES
the idea of boundaries helps to distinguish between
organizational systems and their environments.
Boundaries – the borders or limits of the system – help
to protect or buffer the organization’s transformation
process from external disruptions.
 FEEDBACK
Is the information regarding the actual performance or
the outputs of the system. It can be used to maintain the
system in a steady state or to help the organization
adapt to changing circumstances.
 EQUIFINALITY
a direct cause-and-effect relationship exists between
the initial condition and the final state of the system. The
idea of equifinality suggests that similar results or
outputs may be achieved with different initial conditions
and in many different ways.
 ALIGNMENT

Refers to a characteristic of the relationship between

two or more parts.
 ENVIRONMENTAL TYPES
General Environment. consist of all external forces that can
directly or indirectly affect an organization.

Task Environment. represented by five forces – supplier

power, buyer power, threats of substitutes, threats of entry,
and rivalry among competitors.

Enacted Environment. consist of organization members’

perception and representation of the general and task
environments.
DESIGN COMPONENTS

1. Strategy
2. Technology
3. Structure
4. Human Resources Systems
5. Organization Culture
DESIGN COMPONENTS

1. Goal Clarity
2. Task Structure
3. Group Composition
4. Team Functioning
5. Performance Norms
 INPUTS ORGANIZATION
Design. concerned with larger organization within which
the individual job is the smallest unit.

Culture. represents values and norms shared by

organization members.

Group Design. concerns the work group containing the

individual job.
DESIGN COMPONENTS

1. Skill Variety
2. Task Identity
3. Task significance
4. Autonomy
5. Feedback
 ORGANIZATIONAL DEVELOPMENT

ORGANIZATIONAL
CULTURE AND
CHANGE
THEORIZING HOW PLANNED CHANGE OCCURS THROUGH
ORGANIZATIONAL CULTURE

PRESENTED BY
GROUP 3
ORGANIZATIONAL
CULTURE
Organizational culture is generally understood as
all of a company's beliefs, values and attitudes,
and how these influence the behaviour of its
employees. Culture affects how people
experience an organization—that is, what it's like
for a customer to buy from a company or a
supplier to work with it.
FUNCTIONS OF
ORGANIZATIONAL
CULTURE
The main function of organisational culture is to
define the way of doing things in order to give
meaning to organisational life (Arnold, 2005).
Making meaning is an issue of organisational
culture, because organisational members need to
benefit from the lessons of previous members.
Behavioral control refers to the
methods and strategies used to guide
and influence behavior, primarily
through the use of rewards and
punishments. It's important because it
shapes our understanding of behavior
modification, classroom management,
organizational behavior, and other
critical areas of human life.
Encourages stability, The key to
achieving stability is creating a work
environment where employees can
trust their leaders and people within
the organization.
Provides Source of Identity,
individuals continually search to define
their social identities. Sometimes
identities are ‭‬defined by roles or ‭
‬professions ‭‬and in other cases people
define themselves through their
organizational membership.

LIABILITIES
TO
CULTURE
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Barriers to Change and Improvement
Culture is liability when the shared values don’t agree with
those that further the organization’s effectiveness.
Barriers to Diversity
Hiring new employees who differ from the majority in race,
age, gender, disability, or other characteristics create a
paradox.
Barriers to Acquisitions and Mergers
Historically, the key factors that management looked at in
making acquisition/merger
Barrier to Cross Departmental and Cross
Organizational Cooperation
While we often use the concept of organizational culture or
company culture, most large organizations have sub-
cultures connected with different geographic locals or
different functional units.
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BARRIERS TO
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CHANGE
Good communication can be used to
demystify the change process. Some of
the major barriers to change include fear
of unknown, lack of innovation space,
organizational culture, hasty planning,
poor communication, lack of involving
all key players among others (Warner,
2011)
 CHANGE
AGENTS
Because managers tend to
seek answers in traditional
solutions, the intervention of
an outsider is often
necessary" (Ivancevich,
Konopaske & Matteson, 2018,
p. 474).
TYPES OF AGENTS

External Change Agents

Internal Change Agents

Internal- External Change Agents

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ORGANIZATIONAL
CHANGE
Organizational Development
Organizational Development can help
an organization to create effective
responses to changes, whether
triggered from within or from
without, and in many cases, to
proactively influence the strategic
direction of the firm.
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Organizational Change
Organizational change aims to boost
profitability and foster a culture of
awareness, enhancing productivity and
morale. Organizational transformation
is necessary when an organization's
model or culture is insufficient or
unsuitable.
THREE MAJOR TRENDS ARE SHAPING
CHANGE IN ORGANIZATIONS:
(CUMMING & WOLLEY, 2014).

GLOBALIZATION,
(Cumming & Wolley, 2014).

INFORMATION TECHNOLOGY
(Aryasri & Aijaz, 2013).

MANAGERIAL INNOVATION
(Cumming & Wolley, 2014).
 ADVANTAGE AND DISADVANTAGES OF
ORGANIZATIONAL CHANGE

ADVANTAGE DISADVANTAGE

Increased Efficiency Resistance to Change

Increased Effectiveness
Improved Morale
Enhanced Adaptability
Increased Profitability
Improved Relationships
Increased Creativity and Innovation
Improved Internal Communication
Increased Diversification
Change is expensive
More Chances of Failure
Increased Conflict
Lowered Morale
Unforeseen Consequences
 CAUSES OF CHANGE/S
Internal Environment
Refers to events, factors, people,
systems, structures, and conditions
inside the organization that are
generally under the control of the
company
External Environment
Those factors that occur outside of the
company that cause change inside
organizations and are, for the most part,
beyond the control of the company.
Customers
Competition
The economy
Technology
Political and social conditions
Resources
 CAUSES OF CHANGE/S
Proactive vs Reactive
Reactive Approach is when leaders
respond to crises and issues as they
arise while proactive approach
means anticipating needs and
challenges so that you and your
team are prepared to overcome
them.
Environmental Scanning
Environmental scanning is the process of
continually acquiring information on events
occurring inside & outside the organization to
identify and interpret potential trends & threats to
thr organization.
Environmental scanning is a process of gathering,
analyzing, and dispensing information for tactical
or strategic purposes. The environmental scanning
process entails obtaining both factual and
subjective information on the business
environments in which a company is operating or
consider entering.(SWOT Analysis)
 MAJOR TYPE OF
ORGANIZATIONAL
CHANGE
There are many different
ways that an organization can
change. Some of the most
common ways are planned
vs. unplanned change.
(Sherman, 2019).
Planned vs. Unplanned
Planned and unplanned
changes are the most
common types of
change.Planned change is
"change resulting from a
deliberate decision to alter the
organization. Unplanned
change "is imposed on the
organization and is often
unforeseen
 Refreezing
Identifying
Moving problems

Action research
Unfreezing
model

THEORIES OF
PLANNED CHANGE
Theories of
Lewin’s change model The positive model
planned change There are three main and widely used
frameworks that attempt to
conceptualize and support organization
members to OD practitioners to
implement change at an organization.

Although every organization has its own

set of needs and constraints regarding
planned change planned change, these frameworks
normally serve as primary basis for a
Expert general model of planned change.
Consultation

Initiate Inquiry

Collecting Data Joint Diagnosis

 KURT LEWIN’S CHANGE THEORY
Lewin’s three step model states that organizational change involves a move from one static state
via a progression shift, to another static state.

Unfreezing Change Refreezing

This is the process by This is the This is the process of

which people movement from the making new
become aware of old way of doing behaviors relatively
the need for change.. things to a new way. permanent to
further change.
OLD STATE UNFREEZING CHANGE REFREEZING NEW STATE

200 bags to 200 bags maintain it 500 bags

200 bags
per day is make it 500 to 500 bags per day
per day
not enough bags per day per day
ACTION ACTION THEORY

RESEARCH
MODEL THEORY
CYCLE

Action research model theory focuses on

planned change as a cyclical process in which
initial research about organization provides
ORGANIZATIONAL ORGANIZATIONAL
information for subsequent action. Then the DEVELOPMENT CHANGE
results of action are assessed to provided
further information to guide further action
and so on.it puts heavy emphasis on data
gathering and diagnosis and considerable
collaboration between the OD practitioners
and organization members.
 1 Identifying problem

2 Expert Consultation

3 Collecting Data

ACTION 4 Providing Feedback

RESEARCH 5 Joint Diagnosis

MODEL 6 Joint Action Planning

CYCLE 7 Action

Collecting data after action through:

a) Observation
8
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b) Reflection
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c) Feedback and Iteration

9 Implementation and continuation

 A Participation
KEY
Cyclical process
PRINCIPLES OF
B

ACTION C Data driven

RESEARCH D Collaboration
MODEL
E Action Orientation
Positive Model Theory

The positive model focuses

on what the organization is
doing right and builds off
those to achieve even better
results. It promotes broad
member involvement in
creating a shared vision
about the organization’s
positive potential.
POSITIVE MODEL
FACTORS THAT HELPS
AN ORGANIZATION

1. INITIATE INQUIRY
2. FIND OUT BEST PRACTICES
3. DISCOVER THEMES
4. ENVISION A PREFERRED
FUTURE
5. DESIGN AND DELIVER WAYS
TO CREATE THE FUTURE
THANK YOU
FOR
LISTENING!

Group 3
 Group 5

Designing
Intervention
 OVERVIEW OF INTERVENTIONS
- Organizational development interventions are programs
and processes designed to solve a specific problem. We
can categorize OD interventions into four groups:

Human Process Interventions

Technostructural Intervention
Human Resource Management Intervention
Strategic Change Intervention

The purpose of these interventions is to improve an

organization’s efficiency and help leaders manage more
effectively.
 HUMAN PROCESS INTERVENTIONS
- Focus on people within organizations and the processes
through which they accomplish organizational goals.
- These were the earliest forms of interventions and are
often aimed at improving communication within the
workplace.
- Practitioners applying these interventions generally
value human fulfillment and expect that organizational
effectiveness follows from the improved functioning of
people and organizational processes.
Human process interventions related to interpersonal
relationships and group dynamics include the
following three change programs:

Process Consultation
- focuses on improving communication, collaboration,
and problem-solving within a group or organization to
help them better understand and improve how they work
together.
Third-Party Intervention
- refers to the involvement of an external individual or
group in helping to resolve conflicts, facilitate
communication, or drive positive change within an
organization or group.

Team Building
- refers to activities that help teams improve
productivity, communication, performance, and
employee engagement.
Human process interventions that are more system-
wide typically focus on the total organization or an
entire department, as well as on relations between
groups. These include the following three
interventions:

Organization Confrontation Meeting

- an intervention designed to mobilize the resources
of the entire organization to identify problems, set
priorities and action targets, and begin working on
identified problems.
Intergroup Relations
- an organizational development intervention aimed at
improving working relationships and interactions
between different groups or departments within an
organization.

Large Group
- focusing on the total organization often refers to an
approach in which a significant number of employees or
stakeholders within an organization are collectively engaged
in efforts to address and improve various aspects of the
entire organization.
Technostructural Interventions
focus on improving organizational effectiveness and employee
performance by focusing on technology and the structure of the
organization.

Concerned with restructuring organizations:

Structural Design
relates to organization's division of how tasks are organized into work units and
how those units are coordinated for task completion.
Downsizing
involves reducing an organization's size, often through layoffs or other means, to
address various challenges or reposition the organization.

Reengineering
radically redesigns the organization's core work processes to create tighter
linkage and coordination among the different tasks.
concerned with methods for involving employees in decision making:

Parallel Structures
involves organization members in resolving ill-defined, complex
problems.

Total Quality Management

involves organization members in continuously improving
quality as part of normal work operations.

High-Involvement Organizations
designs almost features of the organizations to promote high
levels of employee involvement.
Job enrichment
based on motivational principles, this intervention creates
jobs that employees are likely to experience as meaningful
with high levels of autonomy and feedback from performing
the work.

Self-managed work teams

providing teams with a grouping of tasks that comprises a
major unit of the total work to be performed
Human Resource Management Interventions
aim to improve an organization’s performance and
efficiency through improving the team members (individual
& group) performances, dedication, and flexibility.

HRM Concerning performance management

Goal Setting - improve organization effectiveness by establishing a better
fit between personal and organizational objectives.
Performance Appraisal - A performance appraisal is a review and
discussion of an employee's performance of assigned duties and
responsibilities.
Reward Systems - are concerned with eliciting and reinforcing desired
behaviors and work outcomes through compensation and other forms of
recognition.
HRM focus on Managing, Retaining,
Organizational talent
Coaching & Mentoring – attempt to improve individual’s
ability to set and meet goals, lead change, improve,
interpersonal relations, handle conflict, or address style
issue.
Management & Leadership Development – address
different professional needs and concerns as member’s
progress through their work lives.
Career Planning & Development – processes are human
resource management interventions that attempt to
transfer knowledge and skills to many individuals.
 Strategic change intervension
Interventions that establish connections
between an organization's internal operations
and the broader external context, ultimately
reshaping the organization to adapt to evolving
circumstances.
 Strategic Change Intervention
concerned with characteristics of transformational
change

• Organizational Design
Organizational Design address the various components that make up the
"architecture" of the organizations.

• Intergrated Strategic Change

Integrated strategic change describes how implementing deliberate
changes can provide an additional benefit to the process of strategic
management.
• Culture Change
Culture change impact is to help the organization to develop values,
behaviors, beliefs, and norms
 Strategic Change Intervention
designed to support continous org change
• Self-Designing Organizations
Helps organization to have the ability to change themselves
fundamentally
• Learning Organization
It involves how the company's capabilities expand by learning new
knowledge.
• Built-to-change Organizations
challenges the traditional assumption that stability is the key to
organizational success.
 Strategic Change Intervention
shape organizations collaborate

• Mergers & Acquisition

Mergers and Acquisitions involve structural changes in ownership and
control.

• Alliance
Alliances involve collaborative partnerships between two or more
organization with a common goal.

• Networks
Networks involve the collaboration of multiple organizations to
complete difficult tasks.
 Effective Intervention
The term "intervention" refers to a set of
sequenced planned actions or events intended to
help an organization increase its effectiveness.
 First Criterion
Concerns the extent to which the intervention is
relevant to the organization and its members.

Second Criterion
Involves knowledge of outcomes. Because
interventions are intended to produce specific results,
they must be based on valid knowledge that those
outcomes actually can be produced.

Third Criterion
Involves the extent to which it enhances the
organization's capacity to manage change.
 How to Design Effective
Interventions
Designing organization development interventions requires
paying careful attention to the need and dynamics of the change
situation and crafting a change program that will be consistent
with the previously described criteria of effective interventions.

Two Major Sets That Can Affect Intervention

Success:
Those having to do with the change situation
Those related to the target of change
 Contingencies Related to the
Change Situation
Identified a number of contingencies present in the
change situation that can affect intervention
success. These include individual differences
among organization members, organizational
factors and dimension of change itself. Unless
these factors are taken into account, designing
intervention will have a little impact on
organizational functioning, it may produce
negative result.
Five Key Values of National Cultures and
Influence Organizational Customs
•Context Orientation
This value describes how information is conveyed and time is valued in culture.

•Power Distance
This value concerns the way people view authority, status differences, and influence patterns.

•Uncertainty Avoidance
This value reflects a preference for conservative practices and familiar and predictable
situations.

•Achievement Orientation
This value concerns the extent to which the culture favors the acquisition of power and resources

•Individualism
This Olue concerned with looking out for oneself as opposed to one's group or organization.
ECONOMIC DEVELOPMENT
-is programs, policies or
activities that seek to
improve the economic well-
being and quality of life for a
community
THREE BROAD STAGES OF ECONOMIC
DEVELOPMENT
Subsistence Economies
Industrializing Economies
Industrial Economies
How National Culture and
Economic Development
Affect Organizational
Development (OD)
Interventions
 The Cultural and Economic Contexts of
International OD Practice

The four international settings include the following:

1. Low cultural fit, moderate industrialization

2. High cultural fit, moderate industrialization
3. Low cultural fit, high industrialization
4. High cultural fit, high industrialization
 Contingencies Related to the
Target of Change
OD interventions seek to change specific features
or parts of organizations. These targets of change
are the main focus of interventions. Researchers
have identified two key contingencies related to
change targets that can affect intervention
success:
 ORGANIZATION ISSUES
Organizations need to address certain issues to operate
effectively. The following four interrelated issues that are
key targets of OD interventions:

a. Strategic issues.
b. Technological and structural issues.
c. Human resources issues.
d. Human process issues.
 ORGANIZATIONAL LEVEL
In addition to facing interrelated issues, organizations function
at different levels: individual, group, organization, and trans
organization. Thus, organizational levels are targets of change
in OD. Table 7.2 lists OD Interventions in terms of the level of
organization that they primarily affect

It is important to emphasize that only the primary level affected

by the intervention is identified in Table 7.2. Many OD
interventions also have a secondary impact on the other levels.
For example, structural design affects mainly the organization
level, but it can have an indirect effect on groups and individual
jobs because it sets the broad parameters for designing work
groups and jobs.
 Group 5

Thankyou
For Listening
Bumenlag, Castro, Braza, Adriatico,
Jimenez, Magat, Palma