ORGANIZATIONAL DEVELOPMENT
Practice of planned efforts to change the
Management - consists of the interlocking
functions of creating corporate policy and
organizing, planning, controlling, and
directing an organization's resources in
order to achieve the objectives of that policy
The organization and coordination of the
activities of a business in order to achieve
defined objectives.
5 M´s - Manpower, Machines, Materials,
Methods and Money
The directors and managers who have the
power and responsibility to make decisions
and oversee an enterprise.
Organization- Is a social unit of people that
is structured and managed to meet a need
to pursue collective goals.
Development - The systematic and
technical knowledge to meet specific
objectives or requirements.
Organizational Development - is a
process of improving organizational
performance by making organization-wide
rather than individual changes (Burke,
2008)
is an effort planned, organization-wide, and
managed from the top, to increase
organization effectiveness and health
through planned interventions in the
organizations "processes,” using
behavioral-science knowledge (Beckhard,
1969)
The process of helping organizations
improve through change in policies, power,
leadership, control and or job redesign.
values of employees through creation and
reinforcement of long-term training
programs.
It starts with a careful organization-wide
analysis of current situations and then
employs techniques of behavioral sciences.
THEORETICAL & HISTORICAL BASES
OF ORGANIZATION DEVELOPMENT
French & Bell (1999) provide an extensive
reprise of the events and major players over
nearly four decades
History of Organization Development
This is summarized with the identification of
four important "trunk stems" that make
up this history.
1. Kurt Lewin: The innovations in
applying the insights from laboratory
training to complex organizational
issues
2. Group of Rensis Likert: The
development of the survey
research and feedback
methodology
3. The emergence of action
research which is a collaborative,
client-consultant inquiry.
4. The socio-technical approach
developed in Tavistock Institute for
Social Research in London for work
redesign and quality of work-life
programs.
In the last two decades, the practice of OD
has found extensive application in helping
organizations cope with fast-paced and
turbulent environment.
Contemporary OD, which may well be the
5th stem has focused on organizational
transformation, studies of organization
culture and learning organizations.
Values, Assumptions and Beliefs
Espoused by OD
What makes OD unique from other
organization improvement strategies is the
set of values and assumptions on which it
rests. These help define OD and guide its
implementation (French & Bell,1999).
These values and assumptions were
developed over the years through research
and theory by behavioral scientists, as well
as through experiences and observations by
practitioners.
Burke (1997) suggests that despite the
historical context wherein these values
developed, research into the actual practice
of consultants today reflect
adherence/support for these values.
Humanistic values of OD proclaim the
importance of the individual and respect for
the whole person.
Thus, any intervention that is implemented
must be consistent with this.
Recognizes that it is worthwhile for people
to have the opportunity to learn and develop
their full potential.
It also gives legitimacy to expression of
feelings, just as they are permitted to
express thoughts and ideas.
Optimistic values: people are innately
good and rational, and that they are capable
of making progress. (e.g. Douglas
McGregor's Theory Y)
Democratic values: assert the sanctity of
the individual, the significance of fairness
and equitable treatment for all, and the
importance of choice and due process.
The OD processes promote participation
and involvement of as many organization
members on issues that affect them.
Transparent communication recognizes
that individuals in organization are entitled
to know what is going on so that they can
make informed decisions about their
situation and their future.
Foundations of OD
The uniqueness of organization
development also strongly founded on
certain concepts that may be considered as
pillars of the field (French and Bell, 1999).
1. Planned change model
The process of change: unfreezing,
changing & refreezing. This draws
heavily on Kurt Lewin's adoption of
the systems concept of homeostasis
or dynamic stability.
Gives rise to thinking about a staged
approach to changing things.
An individual/system will only change when
it is ready.
Once the change takes place, it must be the
new state & will require supporting systems
that will restore the balance and harmony.
(e.g. a person trying to quit smoking)
Unfreeze- ensures that employees are
ready for change
Change - execute the intended change
Refreeze - ensures that the change become
permanent
2. Systems Theory
An organization is an open system
that is in active exchange with its
environment (Kaiz & Kahn, 1966).
System, up of parts that are interconnected
and interdependent on one another.
A change is one part would have an effect
on the entire system, and on the other parts.
As an open system, its reason for existence
must be aligned with the purpose and goals
of the environment. Thus, it provides its
products or services to the environment, but
also takes from it.
3. Empowerment & participation
A change effort must encourage
participation at all levels to be
labeled as OD.
There must be increased involvement and
empowerment of the organizational
members who are not typically consulted.
4. Normative re-educative change
Strategies for effecting change may
be categorized into three types
depending on the underlying
assumptions (Bennis et al., 1969):
* Power-coercive- those w/ less power will
comply with the will of those with more.
* Empirical rational- people are rational
and once knowledge is revealed to them,
they will act to protect their self interest.
* Normative re-educative - change is not
exclusively at cognitive/intellectual level, nor
can it be forced, but rather it is a process of
internalization through values attitudes and
habits.
5. Action Research
Learning and doing
Primary mode of problem-solving in
OD
It is data-based and involves three
main processes participated in by
the "problem owners."
> System data gathering,
>feedback of the data to the "problem
owners," and
>action planning based on the data.
6. Teams and teamwork
Primary unit of change is in the team
rather than the individual because
the work situation is a social system,
individuals respond strongly to team
interaction.
Influences are strong within the team and
changes in norms almost certainly affect
individual behavior.
The OD Process:
Preliminary Steps: Recognizing the Need
for Change and Establishing Change helpful information or criticism that is given
Relationship to someone to say what can be done to
improve a performance, product etc.
(Merriam-Webster Dictionary)
The Organization Development Process
Survey feedback is a process in which
I. recognizing the need for change
organizational members complete
II. establishing change relationship
questionnaires on various organizational
III. diagnosing the organization
issues, receive feedback on the results,
IV. feedback and action planning
then take appropriate actions to address the
V. identifying appropriate interventions
critical needs and concerns. (Mann, 1957-
VI. managing change / implementation
1965)
VII. evaluation
Elements needed to ensure feedback’s
DIAGNOSIS
effectiveness:
Helps consultants and clients determine the
issues to focus and prioritize.
SPECIFICITY
-Feedback works best when it relates to a
DIAGNOSTIC FRAMEWORKS
specific goal.
Provides a structure that makes the
-Establishing employee performance
sometimes unconnected information more
expectations and goals before work begins
coherent and understandable.
is the key to providing tangible, objective,
and powerful feedback.
SWOT ANALYSIS
Synthesizing information regarding present
TIMELINESS
situation.
-Employees should receive information
about how they're doing as timely as
RELATIONAL ANALYSIS
possible.
Prioritizes the most important factors
-If they need improvement, the sooner they
surfaced in the data gathering
find out about it the sooner they can correct
the problem.
Seven S(McKinsey)
-the sooner they receive positive feedback,
Shared values, strategy, structure, style,
the more rewarding it is to them.
staff, skills, and systems
MANNER
WEISBORD’S SIX-BOX MODEL
-Since people respond better to information
Purpose, structure, rewards, helpful
presented in a positive way, feedback
mechanisms, relationships, and
should be expressed in a positive manner.
relationships
-It must be accurate, factual, and complete.
When presented, however, feedback is
IV. Feedback and Action Planning
more effective when it reinforces what the
employee did right and then identifies what
Feedback
needs to be done in the future.
-Constant criticism eventually will fall upon
deaf ears.
If effective feedback is designed into a
performance management program,
individual and team performance will
improve, which will make your organization
more effective. With effective feedback
processes, employees won't be working
blind and, hopefully, will reach their
destinations successfully.
FEEDBACK MEETING- give the clients an
opportunity to see the data and validate the
analysis.
CONSULTANT’S ROLE- aid the audience
make sense of the data and OD diagnostic
frameworks may be used.
After understanding the results of the
diagnosis, the group is invited to participate
in designing the actions.
ROLE OF CONSULTANT
1.) facilitate the exploration and
identification of the appropriate actions
2.) educate the client system on the
possible intervention options.
IV. Intervention
comes from the Latin intervenire, meaning
"to come between, interrupt.“
Signifies an interruption or interference.
taking action to change the course of events
or to move out of the status quo.
specified activity that occur as a result of
diagnosis and feedback.
involves client in the planning and
implementing of the change and leads to
change in the organization’s culture.
Every action that influences an
organization´s improvement program in a
change agent-client system relationship can
be said to be an intervention.
Classifications of Interventions
● STRATEGIC
● TECHNOLOGICAL AND
STRUCTURAL
● HUMAN RESOURCE
● HUMAN PROCESS
3 Criteria for Effective Interventions
1.) based on valid and useful information;
must address real needs of the organization
2.) allows free choice; alternatives for action
3.) internal commitment
CHANGE MANAGEMENT
-- application of the set of tools, processes,
skills and principles for managing the
people side of change to achieve the
required outcomes of a change project or
initiative.
Requirements for Successful
Organizational Change
MOTIVATING CHANGE - This phase
includes creating a readiness for change in
your client organization and developing
approaches to overcome resistance to
change
CREATING A VISION - Leaders in the
organization must articulate a clear vision
that describes what the change effort is
striving to accomplish. The vision should
clearly depict how the achievement of the
vision will improve the organization.
DEVELOPING POLITICAL SUPPORT

often overlooked, yet it is the phase that
often stops successful change from
occurring.
- Power is important among members of the
organization when striving for the resources
and influence necessary to successfully
carry out their jobs.
MANAGING THE TRANSITION
This phase occurs when the organization
works to make the actual transition from the
current state to the future state.
SUSTAINING MOMENTUM
Often, the most difficult phase in managing
change is this phase when leaders work to
sustain the momentum of the
implementation and adjustment of plans
EVALUATION
Evaluating change effort is important and
desired.
Evaluation results give confidence and
guide future efforts.
Organization Development in the
Philippines
In a study conducted among HR heads
(Franco, 2005), respondents from various
organizations reported the following priority
responses to the challenges:
A. Facilitating change
B. Developing an HR Information
System
C. New HR competencies
D. Becoming a business partner
-A recent survey of OD as practiced in the
Philippines shows that it is one of the tools
used by organizations to face the business
challenges.
-A number of organizations have dedicated
specialists in handling the OD function, but
the most common set-up is for the HR
department to take the role of OD.
How has Organization Development
helped the local organizations?
Most organizations implemented human
processes, and human resource
management interventions.
The most widely used interventions are
team-building, training and education, and
HR Systems (Presbitero, 2006).
Study also showed that there were few
organizations engaged in these, especially
those multinational organizations with more
evolved HR systems and processes.
- The recent study, may not provide the true
picture of OD in the Philippines, as the
actual number of respondents was less than
5% of the targeted OD practitioners.
- However, it gives a glimpse of where OD
is, and that inadequate involvement of top
management in OD would result to a
narrower perspective, and a more limited
impact.
GLOBAL IMPLICATIONS
Some realities in the globalized environment
are driving the practice of OD to take on a
new identity.
The constant quest for a leaner and agile
organization has led many to implement
reengineering and downsizing programs.
The development of a new form of
employment called contingent workers (or
rental employees) whose place in the
organization is unclear.
Advanced technology has changed the
nature of jobs, spawning many roles that
perform very routine work.
Newly created positions are self-navigating
and hardly require human interaction with
anyone.
How does these developments changed
the focus of OD practitioners?
Trust level expectedly drops in the process
of restructuring, and downsizing.
The role of the OD consultant may be as the
adviser to the top executives in the design
of interventions both for the separated, and
those who remain.
The new workplace also requires
community building and uses skills of the
OD consultant not just for facilitating, but
also for organizing and forcing interactions
for various assemblies. Workers need to be
part of the team and must continue to
receive attention.
Merged organizations require compensation
policies that are equitable and viable.
Hence, OD creates innovative HR systems
that features the traditional processes, but
packaged to meet the demands of non-
traditional structures.
What does it take to be an OD person?
1. Mastery of the phases of OD
process.
2. Knowledge, belief and advocacy of
the foundations of OD
3. Mastery of the theories of human
behavior such as motivation,
learning, and well-being
4. Knowledge of leadership and
management principles
5. Familiarity with the organization's
main business or purpose
6. Excellent facilitation and
communication skills
7. Interpersonal competence, not only
to “deal with”, but to fully engage
individuals of different levels
8. Cultural sensitivity and openness to
diversity
9. Openness to ambiguity
10. Humility and integrity
Some common violations of ethical
standards:
Misinterpretation of competencies,
accepting engagements that are not within
the realm of one’s capability or expertise
Professional ineptness and delivering poor
quality work
Misuse or manipulation of data and
information accessed or entrusted during
the engagement
Collusion, or allowing one’s self to be used
by powerful members of the organization
Promising unrealistic outcomes that are
clearly not deliverable.
“If organization development practitioners
want to sleep better at night, they need to
live the basic values of their profession,
challenge actions they know are immoral,
and play a more expansive role in improving
organizational life”.
MANAGING CHANGE
Sacred Cow Hunts
first step towards organizational change
(Kriegel & Brandt, 1996) in which
employees look for practices and policies
that waste time and are counterproductive
TYPES:
The Paper Cow (TPC)
The Meeting Cow (TMC)
The Speed Cow (TSC)
Employee Acceptance
Stages:
a. Kurt Lewin (1958) theorized that
organizations go through three stages:
UNFREEZING, MOVING, REFREEZING
b. Carnall (2008) suggests that employees
typically go through five stages: DENIAL,
DEFENSE, DISCARDING, ADAPTATION,
INTERNALIZATION
Type of Change (Burke, 2008)
Evolutionary Change
vast majority of change and a continual
process of upgrading or improving
processes
Revolutionary Change
real jolt to the system and a drastically
change of the way things are done
The extent to which the employees
readily accept and handle the change is
dependent on: Reasons behind the
change
>Legitimate
- financial reasons
- external mandates
- productivity improvement
>Whim
>Everybody else is doing it
Person making the change
Popularity
Degree of respect
History of successful change
Personality being changed
Change Agents
Change Analysts
Receptive Changers
Reluctant Changers
Change resisters
Implementing Change
Steps:
1: Creating an atmosphere for
change
2: Communicating details
communicating change is hard work
training is needed
two-way communication is essential
honesty is the best policy
3: Time Frame
change mode should not be longer
than 2 years
4: Training Needs
Organizational Culture
referred to as corporate culture or corporate
climate
comprises of the shared values, beliefs and
the traditions that exist among the
individuals in the organization
it is the culture that establish the workplace
norms of appropriate behavior and defines
roles and expectations that employees and
management have of each other.
Steps in Changing Organizational
Culture
MAINTAINING THE NEW CULTURE
IMPLEMENTING THE CHANGE
ASSESSING THE NEW CULTURE
ASSESSING THE NEW CULTURE
Steps 1: Needs assessment
 2: Determining Executive Directions
3: Implementation Consideration
4: Training
5: Evaluation of the New Culture

IMPLEMENTING THE CHANGE

Creating Dissatisfaction with Existing
Culture
Communicating to the employees
Distribute attitude surveys

MAINTAINING THE NEW CULTURE

Develop new reward systems
Selection of employees
Organizational socialization

Empowerment
process of enabling or authorizing an
individual to think, behave, take action and
control work and decision making in
autonomous ways. It is the state of feeling
self-empowered to take control of one’s own
destiny

desirable management and organizational

style that enables employees to practice
autonomy, control their own jobs and use
their skills and abilities to benefit both their
organization and themselves
Factors in Making the Decision to
Empower
1. Importance of decision quality
2. Leader knowledge of problem area
3. Problem structure
4. Importance of decision acceptance
5. Probability of decision acceptance
6. Subordinate trust and motivation
7. Probability of subordinate conflict

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