concept of org. devt

8/3/2019 Concept of Org. Devt

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DPM 124ORGANIZATIONAL DEVELOPMENT

DR. BLANDINO M. MACEDAPROFESOR

ENGR W.P. MENESDPM STUDENT

School of Graduate Study


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GO


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OBJECTIVESTHEORITICAL FRAMEWORK

APPLIED BEHAVIORAL SCIENCE

MODERN ORGANIZATION

CONCEPT OF

ORGANIZATIONAL

DEVELOPMENT


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(a.)OBJECTIVES OF

ORGANIZATIONALDEVELOPMENT


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OBJECTIVES OF



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Perspectives from participants in theMary Reynolds Babcock FoundationsOrganizational Development Program,1995-1999

(Authors)Ann PhilbinSandra Mikush

(b.)

THEORITICALFRAMEWORK


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THEORETICAL FRAME WORK


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MAX WEBER (1947)


Expanded on Taylor's theories, and stressed the need

to reduce diversity and ambiguity in organizations. The

focus was on establishing clear lines of authority andcontrol. Weber's bureaucratic theory emphasized theneed for a hierarchical structure of power. It recognizedthe importance ofdivision of labor and specialization. Aformal set of rules was bound into the hierarchy

structure to insure stability and uniformity. Weber also

put forth the notion that organizational behavior is a

network of human interactions, where all behavior

could be understood by looking at cause and effect.


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THEORETICAL FRAMEWORK

VISION

CEO

A B C


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Lawrence and Lorsch (1969)


Studied how organizations adjusted to fit

their environment. In highly volatile

industries, they noted the importance of

giving managers at all levels the authority tomake decisions over their domain. Managerswould be free to make decisions contingent

on the current situation.


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THEORETICAL FRAMEWORK

VISION

CEO

A B C


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(c.)Applying BehavioralScience to PlannedOrganizational Change


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Situational Leadership One Minute Management

TWO Important applied behavioralscience approaches


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SITUATIONAL LEADERSHIPThe Situational Leadership method from KennethBlanchard and Paul Hersey holds that managersmust use different leadership styles depending onthe situation. The model allows you to analyze the

needs of the situation youre in, and then use themost appropriate leadership style. Depending onemployees competences in their task areas andcommitment to their tasks, your leadership style

should vary from one person to another. You mayeven lead the same person one way sometimes,and another way at other times.


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SITUATIONAL LEADERSHIPTannenbaum and Schmidt (1958) Identifiedthree forces that led to the leader's action:the forces in the situation, the forces in thefollower and also forces in the leader. Thisrecognizes that the leader's style is highlyvariable, and even such distant events as afamily argument can lead to the

displacement activity of a more aggressivestance in an argument than usual.


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SITUATIONAL LEADERSHIPMaier (1963) noted that leaders not onlyconsider the likelihood of a followeraccepting a suggestion, but also the

overall importance of getting things done.Thus in critical situations, a leader is morelikely to be directive in style simplybecause of the implications of failure.


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One Minute Management

The Power of Simple Truths It identifies simple human truths

about working together.


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Set One-Minute GoalsAll good performance starts with cleargoals. Without clear goals your leadershipdoesnt really matter. If people dont

know where youre going, how can youhelp them get there? Goal setting getseverything started. It is creating a clear

picture of what good performance lookslike and what are the expected behaviorsto get there.


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The second secret is to look foropportunities to catch people doing thingsright. People love to be acknowledged fortheir work. Its unique and rewarding when

a manager comes around and is looking forthings that are going right instead ofwrong. You dont want to be a seagull

manager who only flies in, makes a lot ofnoise and dumps on people when there areproblems.

One Minute Praising


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This is how you deal with people when theyrenot performing up to expectations. The key hereis to focus on the behavior and not the person.Its also important to distinguish between cant

do behavior versus wont do behavior. A OneMinute Reprimand is for people who have theskills and talent to do better. If the problem is alack of skills or training, then it is more

appropriate to use redirection instead of areprimand. This means taking a second look atgoals, identifying needed resources and support,etc.

The One Minute Reprimand


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(d.)Relevance of OrganizationalDevelopment in Managing Change inModern Organization


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MODERN DEVELOPMENT

In recent years, serious questioninghas emerged about the relevance ofOD to managing change in modern

organizations.

The need for "reinventing" the field has

become a topic that even some of its"founding fathers" are discussingcritically


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With this call for reinvention and change,scholars have begun to examineorganizational development from anemotion-based standpoint


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deKlerk (2007)

Writes about how emotional trauma cannegatively affect performance.

Due to downsizing, outsourcing,mergers, restructuring, continualchanges, invasions of privacy,harassment, and abuses of power, manyemployees experience the emotions ofaggression, anxiety, apprehension,cynicism, and fear, which can lead toperformance decreases.


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deKlerk (2007)

Suggests that in order to heal the trauma

and increase performance, O.D.practitioners must acknowledge theexistence of the trauma, provide a safeplace for employees to discuss theirfeelings, symbolize the trauma and put itinto perspective, and then allow for and

deal with the emotional responses.


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One method of achieving this is by havingemployees draw pictures of what they feel aboutthe situation, and then having them explain theirdrawings with each other.

Drawing pictures is beneficial because it allowsemployees to express emotions they normallywould not be able to put into words.

Drawings often prompt active participation in theactivity, as everyone is required to draw a pictureand then discuss its meaning.


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The use of new technologies combined withglobalization has also shifted the field oforganization development.

Roland Sullivan (2005) defined OrganizationDevelopment with participants at the 1st

Organization Development Conference for Asiain Dubai-2005 as "Organization Developmentis a transformative leap to a desired visionwhere strategies and systems align, in the light

oflocal culture with an innovative andauthentic leadership style using the support ofhigh tech tools.


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There are some modern principles fororganizational change management and

effective employee training anddevelopment of an organization.

These ideas will not appeal to old-style

paternalistic X-Theory organizations andcultures, unless they want to change forthe better.

These principles are for forward-thinkingemotionally-mature organizations, whovalue integrity above results, and peopleabove profit.

ACTION RESEARCH TOOL


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ACTION RESEARCH TOOLWendell L French and Cecil Bell
http://en.wikipedia.org/wiki/File:Systems_Model_of_Action-Research_Process.jpg


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STAGE 1. In the language of systems theory, this isthe input phase, in which the client systembecomes aware of problems as yet unidentified,realizes it may need outside help to effect changes,and shares with the consultant the process ofproblem diagnosis.


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The second stage . This stage includes actionsrelating to learning processes in the form of role

analysis and to planning and executing behavioralchanges in the client organization. Feedback at thisstage would move via Feedback Loop A and wouldhave the effect of altering previous planning to

bring the learning activities of the client systeminto better alignment with change objectives.Included in this stage is action-planning activitycarried out jointly by the consultant and members

of the client system. Following the workshop orlearning sessions, these action steps are carriedout on the job as part of the transformation stage.


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The third stage. This stage includes actual changesin behavior (if any) resulting from corrective actionsteps taken following the second stage. Data areagain gathered from the client system so thatprogress can be determined and necessary

adjustments in learning activities can be made.Minor adjustments of this nature can be made inlearning activities via Feedback Loop B. Majoradjustments and reevaluations would return the

OD project to the first, or planning, stage for basicchanges in the program.

h bl d l


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Action research is problem centered, clientcentered, and action oriented.

It involves the client system in a diagnostic,active-learning, problem-finding, and problem-solving process.

Data are not simply returned in the form of awritten report but instead are fed back in openjoint sessions, and the client and the change

agent collaborate in identifying and rankingspecific problems, in devising methods forfinding their real causes, and in developing plansfor coping with them realistically and practically.]
http://en.wikipedia.org/wiki/Organization_developmenthttp://en.wikipedia.org/wiki/Organization_development


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Scientific method in the form of datagathering, forming hypotheses, testing

hypotheses, and measuring results, althoughnot pursued as rigorously as in the laboratory,is nevertheless an integral part of the process.

Action research also sets in motion a long-range, cyclical, self-correcting mechanism formaintaining and enhancing the effectivenessof the client's system by leaving the system

with practical and useful tools for self-analysis and self-renewal.


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