OD PROGRAM IN HBO

AN OD PROGRAM FOR KAMOTE ORGANIZATION






INTRODUCTION 

     Kurt Lewin (1898 - 1947) is widely recognized as the founding father of OD, although he died before the concept became current in the mid-1950s. From Lewin came the ideas of group dynamics, and action research which underpin the basic OD process as well as providing its collaborative consultant/client ethos. Institutionally, Lewin founded the "Research Center for Group Dynamics" at MIT, which moved to Michigan after his death. RCGD colleagues were among those who founded the National Training Laboratories (NTL), from which the T-group and group-based OD emerged. In the UK, working as close as was possible with Lewin and his colleagues, the Tavistock Institute of Human Relations was important in developing systems theories. In the late 1960s organizational development was implemented in organizations via consultants, but was relatively unknown as a theory of practice and had no common definition among its practitioners. Throughout the 1970s and 1980s organizational development became a more established field with courses and programs being offered in business, education, and administration curricula. In the 1990s and 2000s organizational development continued to grow and evolve and its influences could be seen in theories and strategies such as total quality management (TQM), team building, job enrichment, and reengineering. Important too was the joint TIHR journal Human Relations, although nowadays the Journal of Applied Behavioral Sciences is seen as the leading OD journal.
The term "Organization Development" is often used interchangeably with Organizational effectiveness, especially when used as the name of a department within an organization. Organization Development is a growing field that is responsive to many new approaches including Positive Adult Development.


     Organization development (OD) is defined as a planned, top-down, organization-wide effort to increase the organization's effectiveness and health. It is a complex strategy intended to change the beliefs, attitudes, values, and structure of organizations so that they can better adapt to new technologies, markets, and challenges. It is a particular kind of change process designed to bring about a particular kind of end result. OD can involve interventions in the organization's "processes," using behavioral science knowledge as well as organizational reflection, system improvement, planning, and self-analysis.

GENERAL GOAL

• We demand ourselves to be effective and efficient in whatever job that was being indicated to us.

• 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.
• We demand ourselves to be effective and efficient in whatever job that was being indicated to us.
• We strive for continuous improvement in our performance not only inside the organization but in whole aspect.
• We respect everyone's tasks, opinions, and comments. Take it as a constructive criticism.Because we believe that it will make us a better person and it will contributed to our improvement.
• We play active role in making the organization useful for us and for the community. To establish its mission, purpose and objectives.
• We believe that leaders must possess or must have enough knowledge and information that he/she can contribute to his/her members and must lead us to a better place and help us strive for the best.
• We believe also that leaders must motivate others to work harder and reward those outstanding individual who have contributed much effort and showed their dedication to their work.
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CALENDAR OF ACTIVITIES
  
  For the month of November:

• First meeting, we introduce ourselves and conduct our interview with       the manager.
• We conduct our first activity,the First Job Orientation Day Activity (The dream-picture activity)  and the manager ask us to register to  givemeasmile.tk and fill up all the necessary information.

For the month of December:

• We conduct our first on line project our project: paranoia and before we end our school for a Christmas vacation, we have the task to have our Christmas for sale to post in our Blog.

 

For the month of January:

• continuous learning by conducting learning circles.

For the month of February:

• After conducting our group learning circles, the manager ask us to post on our blog the summary of our learning circles.

For the month of March:

• After the learning circles regarding with the topic, Organizational Change, The manager ask us to post to our blog all about organizational Change.

 

LSA Activities with dates

•  NOV 13 – FIRST MEETING
•  Thursday, November 25, 2010 –REGISTRATION TO GIVEMEASMILE.TK
•  Saturday, November 20, 2010 - First Job Orientation Day Activity (The          Dream-Picture Activity)
•  Tuesday, December 7, 2010 - PROJECT: PARANOIA 
•  Tuesday, December 21, 2010 - CHRISTMAS FOR SALE 
•  February 14, 2011 - Learning Circle Summaries 
•  Saturday, March 5, 2011 - Organizational Change

Gabay Organization Development Norms

Our Organization fosters:

• cooperation
• respect
• responsibility
• improvement
• friendship
• human behavior
• human relation

Gabay Activity Norms 

     With every activity,everyone was expected to cooperate and do their assign task with their best effort and ability.Every task is design to develop their sense of responsibility, leadership and cooperation.

Gabay Norms for Collaboration 

    We are are trying our best to have a collaborative organization, and also with other organization. By this, we could eliminate competition among with other organization and foster a friendly one. 

Gabay for Evaluation 

     Organization requires strong cooperation within the group and everyone is being evaluated by their sense of cooperation and it is not only being friends with others but the relationship with them during the work is really important.

Participating in a group activity will improve their sense of cooperation as well as leadership.

Recommendations

     A lot of members will be a greatly advantage inside the group. A very strong cooperation and leadership is highly needed in this case but it will serve as a challenge to everyone.  More activity will a great help too. In order for us to have a strong relationship and also to know each and everyone int he group.

Personal Learning Summary 

     In one semester of learning the HBO,  lots of behavior will be understand, inside and outside the organization. With every activity different behavior will be introduced and needed, and sometimes you developed this kind of attitude. You will also understand the cycles inside the organization, how it works and behavior they show and wants to intends to us. But at the end, it is still based or depends on the students, on how they respond with this kind of teaching and subject.

Organizational Change

Discussion and Review Questions

Why is diagnosis so vital in organizational change programs?

      Diagnosis is important because it is use to trace the cause of the problem.

We cannot solve the problem immediately without knowing the cause of it. By means of diagnosis, organization can evaluate their effectiveness. So as to improve the management, it is important to know the effectivity because it is essential for our growth.

                        

                            Through diagnosis, management associates the problem with skill, attitudinal, behavioral, and structural causes and selects the appropriate intervention.

Explain the concept of organization intervention and why any particular management or organization change can be considered an intervention.

       

   Intervention is a specific action that a change agent takes to focus the change process. It also refers to a formal activity. Organization change can be considered as intervention because as what I have noted, organization conducts diagnosis to trace the cause of problem and in order to promote change. Promoting change needs action and this is intervention.

 Might some managers attempt to implement a particular intervention, such as TQM, without first diagnosing whether the intervention would be appropriate for their organization’s problems?

               Sometimes they just wanted to solve the problem without diagnosing, so that everything will be fine. Maybe they are lacking with the evaluation.

Why is it important for managers to reduce the resistance to change exhibited or covertly practiced by employees?

   

 Employee resistance to change is a behavioral and/or emotional response to actual, perceived, or imagined threats brought about by work change.

             It is important for the managers to reduce the resistance to change practiced by employees because in an organizations where life is a constant-push-pull of new ideas, the ability to overcome resistance is a critical skill.  

Evaluate the ethical issues associated with downsizing an organization by reducing its labor force to increase the organization’s long-run chance of survival. What other ethical issues can you identify in the practice of organizational development as you understand it thus far?

             Downsizing involves reducing the size of the workforce, and often closing some operations and consolidating others.

             The objective of downsizing is to increase the organization’s long-run chance of survival and to be more efficient and production though there are traumatic aspect involve by eliminating some position and operation still business is business.

Describe the relationships among the steps of the steps of the change model depicted in this chapter and the process of unfreezing-new-learning-refreezing. Which steps of the model are related to which elements of the relearning process?

             Forces for Change

                         affects

            Performance Outcomes

                                 Encourage

                 Diagnosis of the Problem

                                 Leads to

                Selection of appropriate

                   As constrained by

               Limiting Conditions

                        Followed by

                Implementation of the Method

                     Provision for

               Evaluation of the Method

How is the appreciative inquiry approach to organizational change different from a problem-solving approach?

            When we say appreciative inquiry (IA) it is an organizational change process that focuses on diagnosis and presentation of positive characteristics of change, the process, and the outcomes while problem solving approach Problem-solving method is focused on the identification of problems, shortfalls and deficiencies of the organization. This includes the survey method wherein the issues of the employees are being assessed.

Explain why a change program should be evaluated and why such an evaluation is so difficult to conduct.

           Change program is important to evaluate the effectiveness. Evaluation is difficult to conduct because in establishing an evaluation you need to know first what is the objective of your evaluation and there should be relevance with each other. The evaluation should also be reliable for you to use it as your information diagnosis.

Case for Analysis: Bayer’s Major Change in One Plant

Discussion Questions

1.      What type of change(s) occurred at Bayer?

Structural change

Behavioral change

Technological change

2.      What type of employee resistance to change did Bayer have to address?

Downsizing

Empowerment

Telecommunicating

3.      What are the positive and negative lessons learned from how change was handled at Bayer?

Negative

     As one employee said,” it would be nice if managers were really sincere in this, but we’ve all been through this before. I think this is going to be another flavor of the month.”

Positive

     As an employee said,” I felt like the entire process was handled extremely well.”

    “The thing I really appreciated about the process was that the managers listened to what everyone had to say, treated us as equals and really valued our opinions.”

Experiential Exercise: Alternative Ways to Initiate Change

COMPLETING THE EXERCISES

Phase I: Evaluate the five alternatives, and prepare an oral report defending their choice.

 The five alternative ways was I think credible and will be effective but in my opinion I think number 4 will be more effective.

The 4 left, for me was obliging the employee’s to attend and participate. Yes they will attend but we are not sure that they will participate.

Phase II: Discuss the choices made by you as well as your reasons for picking a particular alternative.

I choose number 4 because I believe that talking to the employees sincerely will struck their heart and they will participate enthusiastically with the training knowing that it is for their company.

A1 LEARNING CIRCLE

Leadership

·         Interaction between members of a group.

·         An attempt to use influence to motivate individuals to accomplish some goal.

·         Process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task.

·         Alan Keith of Genentech states that “leadership is ultimately about creating a way for people to contribute to making something extraordinary happen”.

·         According to Ken “SKC” Ogbonnia, “effective leadership is the ability to successfully integrate and maximize available resources within the internal and external environment for the attainment of the organizational or societal goals”.

·         Organizing a group of people to achieve a common goal.

·         Arieu, A. defines a leader as “a person capable of inspiring and associate others with a dream”.

Leaders are Born or Made?

When we say leaders are born, we are referring to their natural abilities in leading a group, while leaders are made; these are the leaders who undergo several trainings to acquire skills in leading a group. Therefore, we conclude that business leaders must have these two qualities to create an effective and efficient leader.

Difference between a Manager and a Leader Manager 

        – in a formal organization is responsible for and entrusted with such functions as planning, organizing, and controlling, but not necessary leading.

Based on their definitions, a manager is the one that is responsible in planning, organizing, and controlling while the leader the one who initiates and motivate their members to reach the goals of an organization. Like for example, HBO class with Sr. Hector, he is the manager who gives the instructions, plans the activity and each group (A1, A2, and so on) are the said leaders who initiates and motivate the members of the organization.

Trait Theory Approach

Proposed characteristics that distinguish leaders from non-leaders:

• intelligence
• Dominant
• adaptability
• persistence
• integrity
• socioeconomic status
• self-confidence

In the late 1940’s and early 1950’s during this time, leadership was no longer characterized as an enduring individual trait. Why? It is said to be that individuals can be effective in certain situations, but not others.

The Behaviors of Effective Leaders

Two kinds of Leadership Behavior

Job-centered and Employee-centered Leadership

• Job-centered leader – is a person who closely supervises and observes the work of others. It focuses on completing the task and uses close supervision so that subordinates perform their task using specified procedures.

• Employee-centered leader – is a person who only generally supervises the work of others. He or she attempts to permit others to sense autonomy and support.

• Employee-centered and Job-centered styles -  result in production improvements. However, after a brief period of time, the job-centered styles create pressure that is resisted through absenteeism, turnover, grievance, and poor attitudes. The best style is employee-centered.

Initiating Structure and Consideration Leadership

• Initiating structure – involves behavior in which the leader organizes and defines the relationships in the group tends to establish well-defined patterns and channels of communication and spells out ways of getting the job done. The leader with a high initiating structure tendency focuses on goals and results.

• Consideration – involves behavior indicating friendship, mutual trust, respect, warmth, and rapport between the leaders and the followers. The leader with a high consideration tendency supports opens communication and situational participation.

Contingency Leadership Model

            Developed by Fiedler, postulates the performance of groups is dependent on the interaction between leadership styles and situations favorableness.

Leader’s Style

• Task-oriented Leadership – individuals whose personality favors task completion and sense of accomplished.
• Relationship-oriented Leadership – who’s personality values warm, supportive relationship with others.

Situational Factors

• Leader-member relations – refers to the degree of confidence, trust, and respect that followers have in the leaders.
• Task-structure – refers specifically to the characteristics of the work to be done.
• Position power – refers to the power inherent in the leadership position.

Path-goal Model

-          Theory that suggests a leader needs to influence followers perceptions of work goals, self-development goals and pat to goal attainment.

Leadership Behavior

·         Directive Leader – tends to let subordinate know what’s expected to them.

·         Supportive Leader – treat subordinates as equal.

·         Participative Leader – consults with subordinates and considers their suggestions and ideas before reaching a decision.

·         Achievement-oriented Leader – sets challenging goals, expects subordinates to perform at the highest level, and continually seeks improvement I performance.

Hersey-Blanchard Situational Leadership Model

Emphasis is on followers and their level of maturity. The leader must properly judge or intuitively know follower’s level and then use a leadership style that fits the level.

Readiness – ability ad willingness of people to take responsibility for directing their own behavior.

Job readiness – has knowledge and abilities to perform the job without a manager structuring or directing work.

Psychological readiness – has the self-motivation and desire to do high- quality work.

Leadership Behavior

Leadership styles available to managers:

1. Telling – the leader defines the roles needed to do the jobs and tells the followers what, where, how, and when to do the tasks.
2. Selling – the leader provides followers with structured instructions but is also supportive.
3. Participating – the leaders and followers share in decisions about how best to complete a high-quality job.
4. Delegating – the leader provides little specific, close direction or personal support to followers.

Leader-Member Exchange Theory

-          LMX suggests hat leaders classify subordinates into in group members and out group members.

-          In-group members – share a common bond and value system, and they interact with the leader.

-          Out-group members – have less in common with the leader and don’t share much with him/her.

Vroom Jago Leadership Model

-          specifies leadership as decision making procedures most effective in each of several different situations:

·         Charismatic leadership – ability to influence followers based on a supernatural gift and attractive powers. Followers enjoy being with the charismatic leader because they feel inspired, correct and important.

Two types of Charismatic leaders

1.      Visionary charismatic leaders – focus on the long-term. It links followers’ needs and goals to job or organizational long-term goals and possibilities.

2.      Crisis based charismatic leaders – focus on the short-term. They have impact when the system must handle a situation for which existing knowledge, resources, and procedures are not adequate.

Transactional Leadership and Transformational Leadership

• Transactional leadership – leader identifies what followers want or prefer and helps them achieve level of performance that results in rewards that satisfy them.

• Transformational Leadership – ability to inspire and motivate followers to achieve results greater than originally planned for internal rewards.

TOP 5 BEST LEADERS IN THE WORLD FOR 2010

1. China’s leader Hu Jintao
2. Brazil’s president Luiz Inòcio Lula da Silva
3. India’ Prime Ministr Manmohan Singh
4. turkey’s Prime Minister Recep Tayyip Erdogan
5. Albania’s Prime Minister Salt Berisha

A1 GROUP

• REGIE KATHRINE M. IDAGO
• AARON E. PALMA
• MA. BERNADETH L. MAGARARU
• PAULINE JOY S. NERA
• SHARA B. PALCON
• SARRAH JEAN O. DIATA CRUZ

BSOAD 3A