TABLE OF CONTENTS Page TITLE PAGE1 LETTER OF TRANSMITAL..2 ABSTRACT.3 ACKNOWLEDGEMENT .4 DEDICATION5 LIST OF TABLE...6 LIST OF FIGURES...

CHAPTER I THE PROBLEM..8 BACKGROUND OF THE STUDY9 THEORETICAL CONCEPTUAL FRAMEWORK18 RESEARCH PARADIGM.41 STATEMENT OF THE PROBLEM.42 CHAPTER II DESIGN AND METHODOLOGY43 RESEARCH DESIGN AND METHOD.44 POPULATION LOCALE...44 DATA GATHERING TOOL..45 DATA GATHERING PROCEDURE.45 TREATMENT OF DATA47

CHAPTER III PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA 49 CHAPTER IV SUMMARY, CONCLUSIONS, RECOMMENDATIONS..57 REFERENCES.60 APPENDICES.63 LETTER OF PERMISSION...64 COVER LETTER...65 QUESTIONNAIRES.66 ATTACHMENT.67 BIODATA.69

LIST OF TABLES Chapter II Table I List of Respondents.45 Appendix 1 Data Tables Table 1 Gender ..50 Table 2 Age..51 Table 3 Educational Attainment52 Table 4 Years of Service ..53

LIST OF FIGURES

Chapter I Figure I Organizational Development15 Figure II ODPEE of Moog Employees...17 Chapter III Figure III Respondents Age Range.49 Figure IV Gender of the Respondents50 Figure V Seniority of Respondents 53 Figure VI Educational Attainment of Respondents.54

LETTER OF TRANSMITTAL Our team is submits this research to the University of the Cordilleras through our professor, Dr. Herbolario. We look forward to the future when this paper will be used as a jumping board to a deeper study on Organizational Development through Performance Evaluation and Enhancement. We hope that this will be the instrument to tickle their minds to pursue further what we have started.

This is just the beginning

Abstract This study aims to look into how performance evaluation and enhancement impacts organizational development. A questionnaire was developed to look into this. The company selected for the survey was Moog Controls Corporation.

Data from the survey were tabulated and graphed to provide for visual understanding of the outcomes. Furthermore, based on the outcomes, conclusions and recommendations were established.

ACKNOWLEDGEMENT

We are thankful to the employees of Moog Controls Corporation for their responses to our survey questionnaire. Further, we acknowledge their inputs through comments and casual talks that provided us deeper insights about Moog as a company, its culture and business philosophy, and its people.

We also would like to thank our professor for giving us the knowledge and appreciation about doing research. The knowledge gained will be useful for us when we do researches in the conduct of our work and/or business.

The Researchers

DEDICATION

This research is dedicated to all workers past, present and future and, of course, our loved ones.

Chapter I The Problem

Background of the Study Moog Story Over fifty years ago, we started as designer and supplier of aircraft and missile components. Today, our motion control technology enhances performance in a variety of markets and applications, from commercial aircraft cockpits, to power-generation turbines, to Formula One racing, to medical infusion systems. Our culture supports our talented people, allowing them to approach their work with energy, enthusiasm, and the promise of success. Our history begins with our founder, William C. Moog inventor, entrepreneur and visionary. In 1951, Bill Moog developed the electrohydraulic servovalve, a device that translates tiny, electrical impulses into precise and powerful movement. In July of 1951, Bill, his brother Arthur, and Lou Geyer, rented a corner of the abandoned Proner Airport in East Aurora and formed the Moog Valve Company. "A Better Way" to Run a Company From experience, Bill knew that work environment played an important role in any Company's success. He had some unique ideas about a "better way" to run a Company -- treating employees with trust and The Problem 9 respect. These simple ideas laid the foundation for what would eventually become part of Moog's much-acclaimed work environment and culture. Moog's First Orders

The first order for four valves was sold to Bendix Aviation. Larger orders followed from Boeing and Convair. The servovalve revolutionized the aerospace industry and led to the creation of Moog Inc. By 1954, Moog valves were standard equipment on about half of all US fighter planes and more than 70% of all guided missiles. The introduction of the industrial valve was a success, and by 1960 total sales had grown to more than $10 million. In the aerospace arena, in one of Moogs proudest achievements, the companys engineers designed and manufactured the actuators on the Saturn C-5 rocket that carried Neil Armstrong to his historic first step on the moon in July 1969. 1970s through 1990s: Continued Growth During the 1970s, Moog entered the growing market for injection and blow molding process controls. More involvement in the US space program led to the award of a contract to supply hardware on the Space Shuttle. The Shuttle flew for the first time in 1981 utilizing the first application of our groundbreaking "Fly-by-Wire" technology. In 1988, Robert T. Brady, Aircraft Group President, was named CEO. Sales at the end of the decade reached $282 million. By the mid-1990s operations were established in India. Moogs first large acquisition, a purchase from Allied Signal, was the Torrance, California Aircraft Operation. By the end of 1999, revenues grew to more than $630 million.

The Problem 10

Recent Successes

The Problem 10

2001 brought a $50 million-dollar Space Shuttle refurbishment contract and Moog stock moved from the American to the New York Stock Exchange. The company was named designer and supplier for the flight control systems for the Lockheed F-35 production aircraft and provider of the primary flight controls for Boeings 787 Dreamliner program. In 2004 Moog revenues broke the $900 million revenue mark with another large acquisition, Litton Poly-Scientific, renamed Moog Components Group. For the first time, the companys fiscal year sales were over 1 billion dollars. Moog: An Innovative Environment Bill Moog's sense of innovation went far beyond product design. From the very beginning, Bill believed that work should be a special place. He believed that people would be more creative, committed, and productive in a work environment where they felt trusted, respected and rewarded. This set of ideas came to be known as the Moog Philosophy. It is a set of principles that guides the company even today. "Work can be a more rewarding and satisfying experience for everyone in an atmosphere of mutual trust and confidence." The Problem 11 In Moog 2006 Annual Report, Bob Brady wrote, "The most important attribute of our Company, though, is the culture that unites and

motivates our people. Its a culture that's founded on integrity, honesty, and mutual trust. It values competence, extraordinary effort, individual responsibility, collaborative relationships, and open communications. It's what attracts the best people to our Company and its the reason that the best people stay. In this environment they're able to do their best work. Customers, who know our people, know that they will make every effort to deliver on our commitments. If a man or woman from Moog makes a promise, our Company will keep that promise." What other companies are now just discovering, Moog had known all along -- that people work best in an environment where they feel valued, involved and empowered. As Bill Moog once said, "We believe in the people who work here.... having trust and confidence in our people is the only way we know." Moog is a highly successful Company built upon a community of hardworking, talented and dedicated people. In the fall of 1997, Bill Moog passed away. In a tribute to Bill shortly after his death, Bob Brady, Chairman and CEO, had this to say about the Company: "Every day an extraordinary group of people come together to devote their time and energy to build the best product of its type built anywhere in the world...and to deliver that product to the most demanding customers in the world.

The Problem 12

Those customers can be assured that the product bearing Bill's name is the best product that mankind can make...and it will be better next month, and better next year. This is our lasting tribute to Bill." Moog thinks that says it all. Organizational Development Organization Development is the attempt to influence the members of an organization to expand their candidness with each other about their views of the organization and their experience in it, and to take greater responsibility for their own actions as organization members. The assumption behind OD is that when people pursue both of these objectives simultaneously, they are likely to discover new ways of working together that they experience as more effective for achieving their own and their shared (organizational) goals. And that when this does not happen, such activity helps them to understand why and to make meaningful choices about what to do in light of this understanding. -- Neilsen, Becoming an OD Practitioner, Englewood Cliffs, CA: Prentice-Hall, 1984, pp. 2-3. Experts might agree that the following definitions of OD represent the major focus and thrust of many of today's OD practitioners.

The Problem 13 "Organization development is a system-wide application of behavioral science knowledge to the planned development and reinforcement of organizational strategies, structures, and processes for improving an organization's effectiveness." -- Cummings and Worley, "Organization Development and Change", Sixth Edition, South-Western Publishing, 1997, p.2. "Organization Development is a body of knowledge and practice that enhances organizational performance and individual development, viewing the organization as a complex system of systems that exist within a larger system, each of which has its own attributes and degrees of alignment. OD interventions in these systems are inclusive methodologies and approaches to strategic planning, organization design, leadership development, change management, performance management, coaching, diversity, and work/life balance." -- Matt Minahan, MM & Associates, Silver Spring, Maryland Organizational Development through Performance Evaluation and Enhancement Organizational development is a change management strategy which has been in operation for the last forty years or so years. It is based on the understanding of behavioral sciences and is concerned with how people and organizations function and how they can be made to function better through effective use of human and social processes.

The Problem 14

The changes may be influenced by changing customer tastes, competition arising from new technology, changing cultures and processes and higher demands for efficiency, effectiveness, profitability and sustainability. What strategies have employed cope with these changes. Is organizational development model our option for dealing with change? What is the perception of OD, a fad or useful tool for combating change? Performance evaluation and enhancement for Moog employees is to determine how skilled they are? Teambuilding and improvement, change of organizational behavior through OD. Change can occur in society, organization or an individual that implies a perceived difference or transformation in situation, person, work team, a relationship or an organization viewed from two different points at a time. In this research we will determine the Moog employees and illustrate some models that will incur the organizational development and performance evaluation for Moog employees. OD and evaluation enhancement discusses the interrelationship between the OD and performance evaluation. Kubr(1996) states that OD can involve; products, technologies, systems, relationship organizational culture, management techniques, strategies,

The Problem 15

competence, capabilities, performance and other features of a business. The features in an OD which may require further changes in structure, framework, networks and impacts, but the behavior of organizational workers at all levels determines what organizational development can be made and what real benefits will be drawn from them. This can be done if they are willing to learn new knowledge, absorb more information, upgrade their skills, and modify their work habits, values and attitudes. Figure 1

(High) Organizational Development through Performance Evaluation (4)

Difficulty Involved

Individual Behavior(3)

Attit udes (2)

(low)

Knowledge (1) (short) Time Involved (long)

The Problem 16 This model sometimes lead to what is described as organizational dilemma i.e. the problem of meeting individual employee needs and aspirations whilst meeting performance, survival and growth needs of the organization as a whole. This approach is preferred by organizations including public sector organizations, operating in a fast moving competitive environment and faced immediate threats that need rapid improvements within tight timescales. This marks a good point of divergence between the OD and Organizational change which on the other hand improved effectiveness with the long term.

Organizational development and performance evaluation This approach determines the stages wherein the ODPEE of Moog employees categorizes as the interventions on each worker.

The Problem 17

Figure II

Workshops

Attitude Survey

Upward feedback

Corporate Forum

Service agreements

Service Reviews

Organizational Development through Performance Evaluation and Enhancement of MOOG Employees

Service days

Staff training

Performance Appraisal Corporate Network

Team Leaders program

Managerial skills program

The Problem 18 Theoretical Conceptual Framework This research is on the analysis regarding the organizational development and performance evaluation for the MOOG employee. The researchers basically will be guided on some theories and concepts that are applied to organizational development and performance evaluation through everyday work life. In the book Organizational Development and Change, Cummings and Worley, sixth edition 1997 the following is stated: Organizational development is a system-wide application of behavioral science knowledge to the planned development and reinforcement of organizational strategies, structures, and process for improving an organizational effectiveness. Organizational Development interventions in these systems are inclusive methodologies and approaches to strategic planning, organizational design, leadership development, change management, performance management, coaching, diversity and work life balance. Performance evaluation and enhancement for Moog employees is to determine how skilled they are. Teambuilding and improvement, change of organizational behavior through OD. Change can occur in society, organization or an individual that implies a perceived difference or transformation in situation, person, work team, a relationship or an organization viewed from two different points at a time.

The Problem 19 In this research we will determine the Moog employees and illustrate some models that will incur the organizational development and performance evaluation for Moog employees. OD and evaluation enhancement discusses the interrelationship between the OD and performance evaluation. Kubr(1996) states that OD can involve; products, technologies, systems, relationship organizational culture, management techniques, strategies, competence, capabilities, performance and other features of a business. The features in an OD which may require further changes in structure, framework, networks and impacts, but the behavior of organizational workers at all levels determines what organizational development can be made and what real benefits will be drawn from them. This can be done if they are willing to learn new knowledge, absorb more information, upgrade their skills, and modify their work habits, values and attitudes. At the core of OD is the program of organization, defined as two or more people working together toward one or more shared goal(s). Development in this context refers to the process by which an organization becomes more effective over time at achieving its goals. OD is a long range effort to improve organization's problem solving and renewal processes, particularly through more effective and collaborative management of organizational culture, often with the assistance of a change agent or catalyst and the use of the theory and technology of applied behavioral science. Although behavioral science has provided the basic foundation for the study and practice of organizational development, new and emerging fields of study have

The Problem 20

made their presence known. Experts in systems thinking, leadership studies, organizational leadership, and organizational learning (to name a few) whose perspective is not steeped in just the behavioral sciences, but a much more multi-disciplinary and inter-disciplinary approach have emerged as OD catalysts. These emergent expert perspectives see the organization as the holistic interplay of a number of systems that impact the process and outputs of the entire organization. More importantly, the term change agent or catalyst is synonymous with the notion of a leader who is engaged in leadership a transformative or effectiveness process - as opposed to management, a more incremental or efficiency based change methodology. Organization development is a "contractual relationship between a change agent and a sponsoring organization entered into for the purpose of using applied behavioral science and or other organizational change perspectives in a systems context to improve organizational performance and the capacity of the organization to improve itself". Organization development is an ongoing, systematic process to implement effective change in an organization. Organization development is known as both a field of applied behavioral science focused on understanding and managing organizational change and as a field of scientific study and inquiry. It is interdisciplinary in nature

The Problem 21 and draws on sociology, psychology, and theories of motivation, learning, and personality. Organization development is a growing field that is responsive to many new approaches including Positive Adult Development. Contractual relationship Although neither the sponsoring organization nor the change agent can be sure at the outset of the exact nature of the problem or problems to be dealt with or how long the change agents' help will be needed, it is essential that some tentative agreement on these matters be reached. The sponsoring organization needs to know generally what the change agent's preliminary plan is, what its own commitments are in relation to personal commitments and responsibility for the program, and what the change agent's fee will be. The change agent must assure himself that the organization's, and particularly the top executives', commitment to change is strong enough to support the kind of selfanalysis and personal involvement requisite to success of the program. Recognizing the uncertainties lying ahead on both sides, a termination agreement permitting either side to withdraw at any time is usually included. Change agent A change agent in the sense used here is not a technical expert skilled in such functional areas as accounting, production, or finance. S/he is a

The Problem 22 behavioral scientist who knows how to get people in an organization involved in solving their own problems. His/her main strength is a comprehensive knowledge of human behavior, supported by a number of intervention techniques (to be discussed later). The change agent can be either external or internal to the organization. An internal change agent is usually a staff person who has expertise in the behavioral sciences and in the intervention technology of OD. Beckhard reports several cases in which line people have been trained in OD and have returned to their organizations to engage in successful change assignments.[3] In the natural evolution of change mechanisms in organizations, this would seem to approach the ideal arrangement. Qualified change agents can be found on some university faculties, or they may be private consultants associated with such organizations as the National Training Laboratories Institute for Applied Behavioral Science (Washington, D.C.) University Associates (San Diego, California), the Human Systems Intervention graduate program in the Department of Applied Human Sciences (Concordia University, Montreal, Canada), Navitus (Pvt) Ltd (Pakistan), and similar organizations. The change agent may be a staff or line member of the organization who is schooled in OD theory and technique. In such a case, the "contractual relationship" is an in-house agreement that should

probably be explicit with respect to all of the conditions involved except the fee. The Problem 23 Sponsoring organization The initiative for OD programs comes from an organization that has a problem. This means that top management or someone authorized by top management is aware that a problem exists and has decided to seek help in solving it. There is a direct analogy here to the practice of psychotherapy: The client or patient must actively seek help in finding a solution to his problems. This indicates a willingness on the part of the client organization to accept help and assures the organization that management is actively concerned. Applied behavioral science One of the outstanding characteristics of OD that distinguishes it from most other improvement programs is that it is based on a "helping relationship." Some believe that the change agent is not a physician to the organization's ills; that s/he does not examine the "patient," make a diagnosis, and write a prescription. Nor does s/he try to teach organizational members a new inventory of knowledge which they then transfer to the job situation. Using theory and methods drawn from such behavioral sciences as (industrial/organizational psychology, industrial sociology, communication, cultural

anthropology, administrative theory, organizational

The Problem 24

behavior, economics, and political science, the change agent's main function is to help the organization define and solve its own problems. The basic method used is known as action research. This approach, which is described in detail later, consists of a preliminary diagnosis, collecting data, feedback of the data to the client, data exploration by the client group, action planning based on the data, and taking action. Systems context OD deals with a total system the organization as a whole, including its relevant environment or with a subsystem or systems departments or work groups in the context of the total system. Parts of systems, for example, individuals, cliques, structures, norms, values, and products are not considered in isolation; the principle of interdependency, that is, that change in one part of a system affects the other parts, is fully recognized. Thus, OD interventions focus on the total culture and cultural processes of organizations. The focus is also on groups, since the relevant behavior of individuals in organizations and groups is generally a product of group influences rather than personality. Improved organizational performance The objective of OD is to improve the organization's capacity to handle its internal and external functioning and relationships. This would

include such things as improved interpersonal and group processes, more effective communication, enhanced ability to cope with The Problem 25 organizational problems of all kinds, more effective decision processes, more appropriate leadership style, improved skill in dealing with destructive conflict, and higher levels of trust and cooperation among organizational members. These objectives stem from a value system based on an optimistic view of the nature of man that man in a supportive environment is capable of achieving higher levels of development and accomplishment. Essential to organization development and effectiveness is the scientific method inquiry, a rigorous search for causes, experimental testing of hypotheses, and review of results. Organizational self-renewal The ultimate aim of OD practitioners is to "work themselves out of a job" by leaving the client organization with a set of tools, behaviors, attitudes, and an action plan with which to monitor its own state of health and to take corrective steps toward its own renewal and development. This is consistent with the systems concept of feedback as a regulatory and corrective mechanism. Early development Kurt Lewin played a key role in the evolution of organization development as it is known today. As early as World War II, Lewin

experimented with a collaborative change process (involving himself as consultant and a client group) based on a three-step The Problem 26 process of planning, taking action, and measuring results. This was the forerunner of action research, an important element of OD, which will be discussed later. Lewin then participated in the beginnings of laboratory training, or T-groups, and, after his death in 1947, his close associates helped to develop survey-research methods at the University of Michigan. These procedures became important parts of OD as developments in this field continued at the National Training Laboratories and in growing numbers of universities and private consulting firms across the country. Two of the leading universities offering doctoral level degrees in OD are Benedictine University and the Fielding Graduate University. Douglas McGregor and Richard Beckhard while "consulting together at General Mills in the 1950's, the two coined the term organizational development (OD) to describe an innovative bottoms-up change effort that fit no traditional consulting categories" (Weisbord, 1987, p. 112). The failure of off-site laboratory training to live up to its early promise was one of the important forces stimulating the development of OD. Laboratory training is learning from a person's "here and now" experience as a member of an ongoing training group. Such groups usually meet without a specific agenda. Their purpose is for the members to learn about themselves from their spontaneous "here and

now" responses to an ambiguous hypothetical situation. Problems of leadership, structure, status, communication, and self-serving The Problem 27 behavior typically arise in such a group. The members have an opportunity to learn something about them and to practice such skills as listening, observing others, and functioning as effective group members. As formerly practiced (and occasionally still practiced for special purposes), laboratory training was conducted in "stranger groups," or groups composed of individuals from different organizations, situations, and backgrounds. A major difficulty developed, however, in transferring knowledge gained from these "stranger labs" to the actual situation "back home". This required a transfer between two different cultures, the relatively safe and protected environment of the T-group (or training group) and the give-and-take of the organizational environment with its traditional values. This led the early pioneers in this type of learning to begin to apply it to "family groups" that is, groups located within an organization. From this shift in the locale of the training site and the realization that culture was an important factor in influencing group members (along with some other developments in the behavioral sciences) emerged the concept of organization development.[6] Case history The Cambridge Clinic found itself having difficulty with its internal working relationships. The medical director, concerned with

the effect these problems could have on patient care, contacted an organizational consultant at a local university and asked him for help. The Problem 28 A preliminary discussion among the director, the clinic administrator, and the consultant seemed to point to problems in leadership, conflict resolution, and decision processes. The consultant suggested that data be gathered so that a working diagnosis could be made. The clinic officials agreed, and tentative working arrangements were concluded. The consultant held a series of interviews involving all members of the clinic staff, the medical director, and the administrator. Then the consultant "schematized", or summarized, the interview data to identify specific problem areas. At the beginning of a workshop about a week later, the consultant fed back to the clinic staff the data he had collected. The staff arranged the problems in the following priorities Role conflicts between certain members of the medical staff were creating tensions that interfered with the necessity for cooperation in handling patients. The leadership style of the medical director resulted in his putting off decisions on important operating matters. This led to confusion and sometimes to inaction on the part of the medical and administrative staffs. Communication between the administrative, medical, and outreach (social worker) staffs on mutual problems tended to be avoided. Open conflicts over policies and procedures

were thus held in check, but suppressed feelings clearly had a negative influence on interpersonal and intergroup behavior. The Problem 29

Through the use of role analysis and other techniques suggested by the consultant, the clinic staff and the medical director were able to explore the role conflict and leadership problems and to devise effective ways of coping with them. Exercises designed to improve communication skills and a workshop session on dealing with conflict led to progress in developing more openness and trust throughout the clinic. An important result of this first workshop was the creation of an action plan that set forth specific steps to be applied to clinic problems by clinic personnel during the ensuing period. The consultant agreed to monitor these efforts and to assist in any way he could. Additional discussions and team development sessions were held with the director and the medical and administrative staffs. A second workshop attended by the entire clinic staff took place about two months after the first. At the second workshop, the clinic staff continued to work together on the problems of dealing with conflict and interpersonal communication. During the last half-day of the meeting, the staff developed a revised action plan covering improvement activities to be undertaken in the following weeks and months to improve the working relationships of the clinic. A notable additional benefit of this OD program was that the clinic staff learned new ways of monitoring the clinic's performance as an

The Problem 30 organization and of coping with some of its other problems. Six months later, when the consultant did a follow-up check on the organization, the staff confirmed that interpersonal problems were now under better control and that some of the techniques learned at the two workshops associated with the OD programs were still being used. Organizational Development is a system-wide application and transfer of behavioral science knowledge to the planned development, improvement, and reinforcement of the strategies, structure, and process that lead to organization effectiveness. (Abdul Basit - NUST SEECS) organization development is a really creating good things in the environment. Understanding organizations Weisbord presents a six-box model for understanding organization: 1. Purposes: The organization member are clear about the

organizations mission and purpose and goal agreements, whether people support the organization purpose. 2. Structure: How do we divide up the work? The question is

whether there is an adequate fit between the purpose and the internal structure. 3. Relationship: Between individual, between units or

department that perform different tasks, and between the people and requirements of their job.

The Problem 31 4. Rewards: The consultant should diagnose the similarities

between what the organization formally reward or punished for doing. 5. Leadership: Is to watch for blips among the other boxes

and maintain balance among them 6. Helpful mechanism: Is a helpful organization that must

attend to in order to survive which as planning, control, budgeting, and other information systems that help organization member accomplish.[7] Modern development In recent years, serious questioning has emerged about the relevance of OD to managing change in modern organizations. The need for "reinventing" the field has become a topic that even some of its "founding fathers" are discussing critically. With this call for reinvention and change, scholars have begun to examine organizational development from an emotion-based standpoint. For example, deKlerk (2007) writes about how emotional trauma can negatively affect performance. Due to downsizing, outsourcing, mergers, restructuring, continual changes, invasions of privacy, harassment, and abuses of power, many employees experience the emotions of aggression, anxiety, apprehension, cynicism, and fear, which can lead to performance decreases. deKlerk

(2007) suggests that in order to heal the trauma and increase performance, O.D. practitioners must acknowledge the The Problem the existence of 32 trauma, provide a safe place for employees to discuss their feelings, symbolize the trauma and put it into perspective, and then allow for and deal with the emotional responses. One method of achieving this is by having employees draw pictures of what they feel about the situation, and then having them explain their drawings with each other. Drawing pictures is beneficial because it allows employees to express emotions they normally would not be able to put into words. Also, drawings often prompt active participation in the activity, as everyone is required to draw a picture and then discuss its meaning. The use of new technologies combined with globalization has also shifted the field of organization development. Roland Sullivan (2005) defined Organization Development with participants at the 1st Organization Development Conference for Asia in Dubai-2005 as "Organization Development is a transformative leap to a desired vision where strategies and systems align, in the light of local culture with an innovative and authentic leadership style using the support of high tech tools."od is the thing helping in building good culture iin the orgaanisati.-Rahul Action research

Wendell L French and Cecil Bell define organization development (OD) at one point as "organization improvement through action research". If one idea can be said to summarize OD's underlying philosophy, it would be action research as it was conceptualized by Kurt Lewin and The Problem 33 later elaborated and expanded on by other behavioral scientists. Concerned with social change and, more particularly, with effective, permanent social change, Lewin believed that the motivation to change was strongly related to action: If people are active in decisions affecting them, they are more likely to adopt new ways. "Rational social management", he said, "proceeds in a spiral of steps, each of which is composed of a circle of planning, action, and fact-finding about the result of action".[10]

Figure 1: Systems Model of Action-Research Process Lewin's description of the process of change involves three steps:[10]

"Unfreezing": Faced with a dilemma or disconfirmation, the individual or group becomes aware of a need to change. "Changing": The situation is diagnosed and new models of behavior are explored and tested. The Problem 34

"Refreezing": Application of new behavior is evaluated, and if reinforcing, adopted. Figure 1 summarizes the steps and processes involved in planned change through action research. Action research is depicted as a cyclical process of change. The cycle begins with a series of planning actions initiated by the client and the change agent working together. The principal elements of this stage include a preliminary diagnosis, data gathering, feedback of results, and joint action planning. In the language of systems theory, this is the input phase, in which the client system becomes aware of problems as yet unidentified, realizes it may need outside help to effect changes, and shares with the consultant the process of problem diagnosis. The second stage of action research is the action, or transformation, phase. This stage includes actions relating to learning processes (perhaps in the form of role analysis) and to planning and executing behavioral changes in the client organization. As shown in Figure 1, feedback at this stage would move via Feedback Loop A and would have the effect of altering previous planning to bring the learning

activities of the client system into better alignment with change objectives. Included in this stage is action-planning activity carried out jointly by the consultant and members of the client system. Following the workshop or learning sessions, these action steps are carried out on the job as part of the transformation stage. The Problem 35

The third stage of action research is the output, or results, phase. This stage includes actual changes in behavior (if any) resulting from corrective action steps taken following the second stage. Data are again gathered from the client system so that progress can be determined and necessary adjustments in learning activities can be made. Minor adjustments of this nature can be made in learning activities via Feedback Loop B (see Figure 1). Major adjustments and reevaluations would return the OD project to the first, or planning, stage for basic changes in the program. The action-research model shown in Figure 1 closely follows Lewin's repetitive cycle of planning, action, and measuring results. It also illustrates other aspects of Lewin's general model of change. As indicated in the diagram, the planning stage is a period of unfreezing, or problem awareness. The action stage is a period of changing, which is, trying out new forms of behavior in an effort to understand and cope with the system's problems. (There is inevitable overlap between the stages, since the boundaries are not clear-cut and cannot be in a continuous process). The results stage is a period of refreezing, in which new behaviors are

tried out on the job and, if successful and reinforcing, become a part of the system's repertoire of problem-solving behavior. Action research is problem centered, client centered, and action oriented. It involves the client system in a diagnostic, active-learning, problem-finding, and problem-solving process. Data areThe Problem 36 not simply returned in the form of a written report but instead are fed back in open joint sessions, and the client and the change agent collaborate in identifying and ranking specific problems, in devising methods for finding their real causes, and in developing plans for coping with them realistically and practically. Scientific method in the form of data gathering, forming hypotheses, testing hypotheses, and measuring results, although not 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 for maintaining and enhancing the effectiveness of the client's system by leaving the system with practical and useful tools for self-analysis and self-renewal. OD interventions "Interventions" are principal learning processes in the "action" stage (see Figure 1) of organization development. Interventions are structured activities used individually or in combination by the members of a client system to improve their social or

task performance. They may be introduced by a change agent as part of an improvement program, or they may be used by the client following a program to check on the state of the organization's health, or to effect necessary changes in its own behavior. "Structured activities" mean such diverse procedures as experiential exercises, The Problem 37 questionnaires, attitude surveys, interviews, relevant group discussions, and even lunchtime meetings between the change agent and a member of the client organization. Every action that influences an organization's improvement program in a change agent-client system relationship can be said to be an intervention. There are many possible intervention strategies from which to choose. Several assumptions about the nature and functioning of organizations are made in the choice of a particular strategy. Beckhard lists six such assumptions: 1. The basic building blocks of an organization are groups

(teams). Therefore, the basic units of change are groups, not individuals. 2. An always relevant change goal is the reduction of

inappropriate competition between parts of the organization and the development of a more collaborative condition.

3.

Decision making in a healthy organization is located where

the information sources are, rather than in a particular role or level of hierarchy. 4. Organizations, subunits of organizations, and individuals

continuously manage their affairs against goals. Controls are The Problem 38 interim measurements, not the basis of managerial strategy. 5. One goal of a healthy organization is to develop generally

open communication, mutual trust, and confidence between and across levels. 6. People support what they help create. People affected by a

change must be allowed active participation and a sense of ownership in the planning and conduct of the change. Interventions range from those designed to improve the effectiveness of individuals through those designed to deal with teams and groups, intergroup relations, and the total organization. There are interventions that focus on task issues (what people do), and those that focus on process issues (how people go about doing it). Finally, interventions may be roughly classified according to which change mechanism they tend to emphasize: for example, feedback, awareness of changing cultural norms, interaction and communication, conflict, and education through either new knowledge or skill practice.

One of the most difficult tasks confronting the change agent is to help create in the client system a safe climate for learning and change. In a favorable climate, human learning builds on itself and continues indefinitely during man's lifetime. Out of new behavior, new dilemmas and problems emerge as the spiral continues upward to new levels. In an unfavorable climate, in contrast, learning is far less certain, and in The Problem 39 an atmosphere of psychological threat, it often stops altogether. Unfreezing old ways can be inhibited in organizations because the climate makes employees feel that it is inappropriate to reveal true feelings, even though such revelations could be constructive. In an inhibited atmosphere, therefore, necessary feedback is not available. Also, trying out new ways may be viewed as risky because it violates established norms. Such an organization may also be constrained because of the law of systems: If one part changes, other parts will become involved. Hence, it is easier to maintain the status quo. Hierarchical authority, specialization, span of control, and other characteristics of formal systems also discourage experimentation.[11] The change agent must address himself to all of these hazards and obstacles. Some of the things which will help him are: 1. 2. 3. A real need in the client system to change Genuine support from management Setting a personal example: listening, supporting behavior

4. 5. 6.

A sound background in the behavioral sciences A working knowledge of systems theory A belief in man as a rational, self-educating being fully

capable of learning better ways to do things. A few examples of The Problem 40 interventions include team building, coaching, Large Group Interventions, mentoring, performance appraisal, downsizing, TQM, and leadership development.

The Problem 41 Research Paradigm

Organizational Development through Performance Evaluation and Enhancement of MOOG Employees

Input Profile of respondents in terms of: 1. Gender 2. Age 3. Educational Attainment and 4. Seniority Respondents concur the employability skills in terms of: 1. Teamwork and Cooperation 1. 2. Flexibility 2. 3. Relationshi p Building 3. 4. Technical Expertise 4. 5. Organizati onal Awareness 5. 6. Quality and Accuracy?

Process Survey 1. Questionnaire 2. Casual Talk Data Analysis 1. Population Profile Demographics 2. Distribution of Favorability, Unfavorability or Neutrality per Population Profile

Output Improving a planning working on strategy. Effective Leadership training Seminar on Personality Enhancement.

Ho = Employee Performance Evaluation has no Impact on Organizational Evaluation and Enhancement

The Problem 42 Statement of the Problem The researcher aims to identify the extent of organizational development through performance evaluation of MOOG employees in terms of the following: 1. What is the profile of respondents in terms of: 1. a. Gender 1. b. Age 1. c. Educational Attainment and 1. d. Seniority 2. What extent do the respondent concur on the following employability skills? 2. a. Teamwork and Cooperation 2. b. Flexibility 2. c. Relationship Building 2. d. Technical Expertise 2. e. Organizational Awareness 2. f. Quality and Accuracy

Chapter II DESIGN AND METHODOLOGY

This chapter provides insight on the research design, population and locale of the study, data gathering tools, data gathering procedures and statistical treatment of data that was used in the conduct of the research. Research Design and Methodology According to Calderon and Gonzales (1993) they define descriptive research, the design used in this study, as a purposive process of gathering, analyzing, classifying, and tabulating data about prevailing conditions and them making adequate and accurate interpretation and without the aid of statistical methods (p.62). Using the normative survey technique which collects demographic data about peoples behavior, attitudes, beliefs, intentions, interest, judgments, perceptions and practices, problems and abnormal conditions that confront the employees of Moog is revealed so that remedial measures can be taken to address these problems. Furthermore, this method can be give a description of the general characteristics of the study in question, whether it be quantitative or qualitative or both. The qualitative approach to research is typical used to answer questions about the nature of phenomena with the purpose of

Design and Methodologies 44 describing and understanding them from the participants point of view. Creswell (cited in Leedy, 1997:104) defined a quantitative study as an inquiry into social or human problems, based on testing a theory composed of variables, measured with numbers and analyzed with statistical procedures in order to determine whether the predictive generalizations of the theory hold true. Qualitative study defined as inquiry process understanding a social or human problem, based on building a complex, holistic picture, formed with words, reporting detailed views of informants, and conducted in a natural setting. Denzin and Smith (1998:3). Population locale of the Study The respondents of the study are the Employees of Moog Controls Corporation (270) in Baguio City, Philippines. Listed below are the details of respondents. Table 1 List of Respondents Employees of MOOG Male Female Total 216 54 270

Design and Methodologies 45 Data Gathering Tools

Data collection tools used in personal contact observations are used when there is face to face contact with the participants. Some examples of this type of data collection tool would include:

In-person surveys used to gain general answers to basic questions

Direct or participatory observations where the researcher is directly involved with the study group

Interviews used to gain more in depth answers to complex questions

Focus groups where certain sample groups are asked their opinion about a certain subject or theory. These data collection tools not only allow for a true

measurement of accuracy but also let the researcher obtain any unspoken observations about the participants while conducting research. http://scienceray.com/technology/information/the-three-main-types-ofdata-collection-tools/#ixzz1JvnY7pNd

Since such type of questionnaires requires the respondents to answer on his/her own, thus there was a minimal administration questions were limited to recall type, scale type and multiple responses that were easy to answer and understand.

Design and Me
An introductory letter was attached to the survey instrument explaining the purpose of the research while emphasizing the importance of the respondents responses for the completion of the study. Part 1 was about the basic data about the respondent will be initially asked in the questionnaires. A questionnaire was designed to gather quality data from employees of Moog. This part was more on the background information of the respondents. Part 2 was about the respondents concurrence regarding the twelve employability skills adopted from Coll and Zegwart (2006). Competencies description (Teamwork and Cooperation, Flexibility, Relationship Building, Technical Expertise, Organizational Awareness, Quality and Accuracy) see appendix A. All employability skills are stated in a specific situation/statement to give specific and exact concurrence. The respondents were asked to check which verbal fluency scale is applicable for each skill situation. The verbal scale was used: 1. SD Strongly Disagree 2. D Disagree 3. N Neutral 4. A Agree 5. SA Strongly Agree.

Design and Methodologies 47 Data Gathering Procedure The questionnaires were finalized and printed, and then the researcher administered the questionnaires at Moog Controls Corporation located at Philippine Economic Zone, Loakan Road, Baguio City. The researchers fast-tracked the data gathering on first week of April 2011. Statistical Treatment of the Data Statistical treatment of data is essential in order to make use of the data in the right form. Raw data collection in only aspect of any experiment; the organization of data is equally important so that appropriate conclusions can be drawn. This is what statistical treatment of data is all about. http://www.experiment-resources.com/statistical-treatment-ofdata.html#ixzz1JvyIWihz Statistics is simply a tool to help the experimentalist interpret data in an unbiased manner. When properly employed, statistics will not only tell the scientist how "good" his or her numbers are, but can also lead to improvements in experimental design. However, the most important function of a statistical description of data is to remind the experimentalist not to assume any more about his or her results than the data warrant.

http://wiki.answers.com/Q/What_is_statistical_treatment_in_a_thesis#ix Design and Methodologies 48 zz1JvyvyIYr Descriptive statistics was used in the analysis of data as this researchs aim, is to reveal concurrence of employability skills of MOOG employees. The ordinal level of measurement will likewise be used to measure variables since some of the choices are ranked in terms of the degree of occurrence. Statistical tools used are frequencies and percentage tables as well as graph.

Chapter III PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA

The chapter contains the presentation, analysis, and interpretation of data obtained from two hundred seventy (270) production employees of MOOG as respondents. The presentation is so sequenced that is consistent with the order of the specific problems in Chapter 1.
Figure III R pondent ' Age Range es s

7% 11%

3% 3%

47%

29%

25-30 years old 45-50 years old

30-35 years old 50 years old

35-40 years old

40-45 years old

Respondents Age Range 25-30 30-35 35-40 40-45 45-50 50

Respondents

Percentage

Presentation,126 Analysis and Interpretation of Data 50 47%

79 29 20 8 8 29% 11% 7% 3% 3%

Total

270

100 %

Figure III presents forty seven percent (47 %) or 126 respondents who are between 25-30 years old, twenty nine percent (29%) or 79 respondents belong to ages 30-35 years old, eleven percent (11%) or 29 respondents belong to ages 35-40 years old, seven percent (7%) or 20 respondents belong to ages 40-45 years old, and 8 respondents each belong to ages 45-50 years old and above 50 years old, that equates to three percent (3%) per age group.
Figure IV Gender of t Res he pondent s

20%

80%

male

female

Presentation, Analysis and Interpretation of Data 51 Gender Male Female Total Respondents 216 54 270 Percentage 80% 20% 100 %

Figure IV shows that eighty percent (80%) of the respondents are men, and twenty percent (20%) are women. The percentage distribution implies that men have capability, producing and high skilled for a metal works than women. It means that the male gender is good in handling metal works. It may also mean that women are less inclined to be employed in metalworking industries. Metalworking predates history. No one knows with any certainty where or when metalworking began. The earliest technologies were impermanent and were unlikely to leave evidence for long. The advance that brought metal into focus was the connection of fire and metals. Who accomplished this is as unknown as the when and where, but the Egyptians are thought to have been one of the first civilizations to work with gold. Not all metals required fire to obtain it or work with it. Isaac Asimov speculated that gold was the "first metal." His reasoning is that gold by its chemistry is found in nature as nuggets of pure gold. In other words, gold, as rare as it is, is always found in nature as the metal that it is. There are a few other metals that occur in pure elemental state native to the earth or as a result of meteors and meteorites that hit the earths crust. Almost all other metals are found in ores, mineral bearing rocks, which require heat or some other process to liberate the metal. Another feature of gold is that it is

Presentation, Analysis and Interpretation of Data 52

workable as it is found; meaning that no technology beyond eyes is needed to find a nugget, and a hammer and an anvil to work the metal is needed. Stone hammer and stone anvil will suffice for technology. This is the result of gold's properties of malleability and ductility. The earliest tools were stone, bone, wood, and sinew. They sufficed to work gold. At some unknown point the connection between heat and the liberation of metals from rock became clear, rocks rich in copper, tin, and lead came into demand. These ores were mined wherever they were recognized. Remnants of such ancient mines have been found all over what is today the Middle East. Metalworking was being carried out by the South Asian inhabitants of Merghar between 70003300 BCE. The end of the beginning of metalworking occurs sometime around 6000 BCE when copper smelting became common in the Middle East. Women today are very professional than women of yesterday. They are good supervisors and managers. They have learned to move Presentation, Analysis and Interpretation of Data 53 all the way to the top management.

Figure V S eniorit Res y pondent s

4% 16%

3% 1%

46%

30%

0-5 years

5-10 years

10-15 years

15-20 years

20-25 years

25 years

Seniority 0-5 years 5-10 years 10-15 years 15-20 years 20-25 years 25 years Total

Respondents 124 82 42 11 9 2 270

Percentage 46% 30% 16% 4% 3% 1% 100 %

Figure V shows that forty six percent (46%) or 124 respondents categorize 0-5 years of service, thirty percent (30%) or 82 respondents is under the 5-10 years of service, sixteen percent (16%) or 42 respondents is under the 10-15 years on service, the smallest parts of the portions of the pie graph describes the length of services, expertise, highly skilled on doing metal work such as the products of Moog. Ranging from 4% (11), 3% (9) to 1% (2) of respondents are highly regarded as experts of the corporation.

Presentation, Analysis and Interpretation of Data 54

Figure VI Educat ional At ainment t

4%

3%

12%

47% 34%

High School

Some College

Technical/Technology

College Degree

Master

Educational

Respondents

Percentage

Attainment High School 7 3% Some College 32 12% Technical/Technology 91 34% College Degree 130 47% Presentation, Analysis and Interpretation of Data 55 Master 10 4% Total 270 100 % In Figure VI, forty seven percent (47%) or 130 respondents are College degree holders and four percent (4%) with Masters Degree or Masteral Units taken. These respondents are potentials for leadership positions in the organization. Majority of line technical support comes from technology graduates and these respondents are thirty four percent (34%) of the sample population. Some of the technology graduates were able to pursue and complete their college degree and are now included in the college degree segment of the sample

population, nevertheless they still maintain their expert support in the production lines of the company. Analysis of Data Tables (See Tables of Data in Appendix 1) Generally, the response distributions are in the favorable range in all aspects. It was also noted that the performance development and individual development aspects received the lowest favorability at sixty nine percent (69%) respectively. Teambuilding aspect is also relatively low with a rating of seventy one percent (71). High hitters were standardized work process at seventy eight percent (78%), goals alignment at eighty percent (80%), and performance management at seventy nine percent (79%). It was expected that the development aspects with regard to work performance, personal, and teambuilding would receive low marks in favorability as the company had to limit these to bare Presentation, Analysis and Interpretation of Data 56 essentials to manage costs and survive the recession from the past three years. Focus was dedicated to individual development plans within the job families to improve QCD (quality, cost, delivery) targets in the work centers. Continuous improvement activities were also at a high with great efforts on Lean Manufacturing and Six Sigma in the past five years. The results are reflected in the ratings for work process standardization, goals alignment, and performance management.

Chapter IV SUMMARY, CONCLUSIONS, AND RECOMMENDATIONS

The Survey The survey consisted of six questions plus one open question where employees could write whatever they wanted. Since the primary goal was to explore the Organizational Development through Performance Evaluation and Enhancement, the questions were related to that subject. Participation The sample population targeted was 270 out of a total 521 direct labor employees. The target was achieved in the survey. Key Findings To make the findings easier to understand, we grouped the results of the five-point scale. The results for these categories appear next. The Agree and Strongly Agree were grouped together as Favorable, and Disagree and Strongly Disagree as Unfavorable. The middle category was maintained as Neutral. Compared to the responses that companies generally get in this type of survey, this is a very positive picture. Were particularly pleased with the responses on all questions that cover work process standardization, goals alignment, and performance management.

Summary, Conclusion and Recommendations 58 Conclusions Therefore, we are rejecting Ho as employee performance evaluation and enhancement has great impact on organizational development. We gathered from the results that performance evaluation and enhancement greatly impacts organizational development. Proof to this is the outcome of the survey results and that it is a well publicized fact that Moog Controls Corporation is a recognized and multi-awarded company in terms of people management. They are one of the few companies in the Philippines who have won the grand slam of People Management Association of the Philippines awards; having won the Personnel Manager of the Year Award in 1999, Employer of the Year Award in 2002 and Employee Program of the Year Award in 2005. The company grew from a core of 18 machinists to a high of more than 1200 employees. Moog has an established performance management program that it continually improves to match the needs of the times. Next Steps So thats a short look at the companywide survey results for a specific population segment. While the results of the survey are very positive, this doesnt mean that Moog in Baguio cant do better. Thus, a further study is needed to identify opportunities for addressing those concerns, written in some of the survey forms that need improving. Summary, Conclusion and Recommendations 59 Changes may need to be made Recommendations

Based on the foregoing conclusion, it was recommended that a module shall be produced for seminars and trainings on Improving a Planning Working out Strategy , Leadership training, Personality Enhancement to earn or develop confidence in carrying out of their duties and responsibility.

REFERENCES www.moog.com Moog Employee Handbook Moog Supervisors Policy Manual Neilsen, Becoming an OD Practitioner, Englewood Cliffs, CA: PrenticeHall, 1984 Cummings and Worley, "Organization Development and Change", Sixth Edition, South-Western Publishing, 1997 Matt Minahan, MM & Associates, Silver Spring, Maryland http://scienceray.com/technology/information/the-three-main-types-ofdata-collection-tools http://www.experiment-resources.com/statistical-treatment-ofdata.html Metals Handbook Desk Edition, 2nd Edition, ed: J.R. Davis, ASM International, 1998 Moog Philosophy and Values, Moog Inc., 2007 http://www.experiment-resources.com/statistical-treatment-ofdata.html#ixzz1JvyIWihz http://wiki.answers.com/Q/What_is_statistical_treatment_in_a_thesis#ix zz1JvyvyIYr What is Organizational Development ?: http://en.wikipedia.org/wiki/Organizational_development

References 61

Argyris, C.; Schon, D. (1978), Organizational Learning: A theory of action perspective, Reading MA: Addison-Wesley, ISBN 0201001748 Carter, Louis L. (2004), Best Practices in Leadership Development and Organization Change, Jossey Bass, ISBN 0787976253 Nonaka, I.; Takeuchi, H. (1995), The Knowledge Creating Company, New York: New York: Oxford University Press, ISBN 0195092694 Sullivan, Roland (2010), Practicing Organization Development: A Guide for Leading Change, Jossey Bass, ISBN 0470405449 Western, S. (2010), What do we mean by Organizational Development, Krakow: Krakow: Advisio Press Rother, Mike (2009), Toyota Kata, McGrawHill, ISBN 0071635238, http://books.google.com/books? id=_1lhPgAACAAJ&dq=toyota+kata Senge, Peter M. (1990), The Fifth Discipline, Doubleday/Currency, ISBN 0385260946 see also: The Fifth Discipline Cummings, Thomas G.; Worley, Christopher G., Organization Development & Change, Thomson South-Western, ISBN 8131502872 Smith, A. (1998), Training and Development in Australia. 2nd ed. 261. Sydney: Butterworths. Richard Arvid Johnson. Management, systems, and society : an introduction. Pacific Palisades, Calif.: Goodyear Pub. Co.. Richard Beckhard (1969). Organization development: strategies and models. Reading, Mass.: Addison-Wesley. p. 114. ISBN 0876205406. OCLC 39328. Wendell L French; Cecil Bell. Organization development: behavioral science interventions for organization improvement. Englewood Cliffs, N.J.: Prentice-Hall.

References 62

Weisbord, Marvin. (1987). Productive Workplace: Organizing and managing for dignity, meaning and community. Jossey-Bass Publishers, San Francisco. Richard Arvid Johnson (1976). Management, systems, and society : an introduction. Pacific Palisades, Calif.: Goodyear Pub. Co.. pp. 223 229. ISBN 0876205406. OCLC 2299496. Bradford, D.L. & Burke, W.W. eds, (2005). Organization Development. San Francisco: Pfeiffer. Bradford, D.L. & Burke, W.W.(eds), 2005, Reinventing Organization Development. San Francisco: Pfeiffer. deKler, M. (2007). Healing emotional trauma in organizations: An O.D. Framework and case study. Organizational Development Journal, 25(2), 49-56. Kurt Lewin (1958). Group Decision and Social Change. New York: Holt, Rinehart and Winston. p. 201. Richard Arvid Johnson (1976). Management, systems, and society: an introduction. Pacific Palisades, Calif.: Goodyear Pub. Co.. pp. 224 226. ISBN 0876205406. OCLC 2299496. Wendell L French; Cecil Bell (1973). Organization development: behavioral science interventions for organization improvement. Englewood Cliffs, N.J.: Prentice-Hall. chapter 8.ISBN 0136416624. OCLC 314258.

APPENDICES