Organizational

Development
Faza Muhammad Sukarsono (M10921837)
What is Organizational
Development?

How does Organizational

Development Work?

Why is Organizational
Development Important?
What is Organizational
Development?
Let’s start with the first discussion
Organizational
“Relating to an organization, or to organizing something”

Development
“The process in which someone or something grows or changes
and becomes more advanced”

(Cambridge Dictionary)
 “
Organizational Development
“Is a system wide application and transfer of behavioral science
knowledge to the planned development, improvement, and
reinforcement of strategies, structures, and processes that lead to
organization effectiveness”

(Cummings and Worley 2005)

 The 10 Points of OD Definition Identified by Egan

1) Advanced organizational renewal 6) Improve problem solving

2) Engage organization culture change 7) Increase effectiveness

3) Enhance profitability and 8) Initiate and/or manage change

competitiveness
4) Ensure health and well being of 9) Strengthen system and process
organizations and the employees development

5) Facilitate learning and development 10)Support adaptation to change

(Egan 2002)
Schein’s Cultural Iceberg

Typical Behaviors
Artefacts, visible organizational structures & processes

Stated Values
Attitudes, norms

Fundamental Assumptions
Unconscious, taken-for granted beliefs, perceptions,
feelings
How Does The
Organizational
Development Work?
Let’s start with the second discussion
The Organizational Development Processes

Program
Diagnosis Action
Management
Diagnosis

Identifies strengths, Fact finding

Action plan
opportunities, and about the result
(OD intervention)
problem areas of the action 

If unsolved
Action

Corrective Enabling
action action

Action for Alignment

new vision actions
Program Management

Warner Burke’s
Action Research Model
Why is Organizational
Development Important?
Let’s start with the third discussion
To develop or enhance To help align
To create a To assist in the To create
the organization’s vision functional structures
strategic plan development of reward systems
and mission statement in an organization
policies and
procedures

To manage conflict To put in place To create To assest the To create system for
that exists among processes collaborative working providing individual
individuals, groups, environment environment feedback
and so on
 Organizational Development Practice

SENIOR MANAGEMENT
COACHING
AT VODAPHONE
Company Background

Multibillion-dollar global communications technology

company headquartered in the United Kingdom and was
an early leader in the mobile telephone market.

Identifying Problems
They face increasing competition, the company realized that in order to
remain innovative and a leader in a challenging market, the culture of the
organization would need to adapt accordingly.
The Company New Goals

The company wanted to encourage a culture of empowered teams who

made their own decisions and shared learning and development, speed,
and accountability.

Vodafone’s Steps
1) Implemented several culture initiatives
2) Implemented a leadership program: one-
on-one coaching sessions with a professional
to help set coaching goals.
The Results
Managers began to delegate more as teams
started to solve problems themselves. Teams
began to feel more confident in their decisions as
managers trusted them. (Eaton & Brown, 2002)
 TEAM DEVELOPMENT
IN
Identifying Problems A CANCER CENTER
Health workers are faced daily with patients who have a critical illness,
causing them to experience stress, emotional exhaustion, and burnout at
very high rates than workers in other fields.

Action Performed by Company

1. Creating leadership team that could manage its own work in a
multidisciplinary team environment.
2. Invite organizational development consultants to lead workshops in
which the team could develop cohesive trusting relationships and
agree on working conditions that would reduce the potential for
conflict among disciplines.
Within 3 months, the team participated in a number of important activities. They did
role-play and dramatic exercises. In which they took on one another’s roles in order
to be able to see how others see them. The team learned problem-solving techniques,
they clarified roles, and they established group goals.

The Results
On the last day of workshop, the facilitators conducted interviews to asses the
progress of the group. All participants reported a better sense of belonging, a
feeling of trust and safety with the team, and a better understanding of
themselves and others with whom they worked.

(Black & Westwood, 2004)

THANK YOU!
 Sources and References
Gary N. McLean. (2002) Organization Development Principles, Processes, Performance.

The Change Collaborative. (2010) Building an OD function from Training and Development Roots.

Tripon, C & Dodu, M. (2014) Change Management And Organization Development.

Beckhard, R. (1969). Organization development: Strategies and models.

Burke, W. W. (2008). A contemporary view of organization development

Thomas G. Cummings & Christopher G. Worley. (2008) Organization Development and Change

Egan, T. M. (2002). Organization development: An examination of definitions and dependent

variables. Organization Development Journal
 CLASS
ACTIVITY
“All humans change. Development is our life. Transition, in
labor, is the most painful time. Without change, there's no
growth”     
Mimi Kennedy