ORGANIZATIONAL DEVELOPMENT PROGRAM

A. INTRODUCTION:

“Organizations are like kids, it’s all about development. If you give them good, strong 

values, a clear vision of the future, and the view that everything is possible, they will 

grow up to be like that and . . . vice versa.”  

“You just have to do it (OD). It’s kind of like ‘good grooming.’ People don’t want to 

know the details, but you’ve got to look and smell good as you walk out of the house.”

Some community-based organizations emerge in the wake of a “hot” issue, only to die when
public attention wanes or when the founders tire or move on. Other organizations grow
organically to meet the changing needs and interests of their constituents, remaining effective
and building human and financial resources to sustain their work for decades. Whether an
organization takes the first or second path depends a little on luck and a lot on the attention the
board and staff pay to developing the organization intentionally over its life span.
Today, as in the past, people form community-based organizations because they want to act
collectively to do good, to bring justice, and to make their communities better places to live.
Cathy Alston-Kearney, executive director of Warren Family Institute, contrasts today’s reality
with the past for nonprofit leaders: “Prior to this generation of leaders, in which nonprofit work
has been professionalized, people came to the work because they wanted to do good. They
learned by trial and error because there were no resources to do [organizational development]
work. Learning by trial and error not only is not necessary, but can be fatal… most people
understand this nowadays; it’s not a hard conversion if you can give people exposure.”

B. GOALS:

• “Being the best we can be” 

Many organizational leaders believe that organizational development work provides them with a 
way of improving the quality of the work that they do and, as a consequence, building their 
credibility and accountability in the eyes of their constituents and supporters. Organizational 
development work is viewed as a means of achieving outcomes and of setting and meeting 
standards in their mission work, of “being the best that we can be.” 

• "Raising more resources for the mission work

Sometimes the payoff of organizational development work is viewed as very basic and 

straightforward.  If you strengthen your capacity to raise funds for the work and thereby have 

more resources, then you are able to increase your level of program work and your impact. If you 

develop more effective evaluation and communications systems and are able to build your 

reputation and visibility, then you most likely will raise more money to do program work. If you 

collaborate with other organizations in a real way and develop ways of working together on 

common goals, then you gain access to and legitimacy with their set of supporters and may 

increase your sources of support as well. The monetary payoff of OD work is often very clear. 

• “Walking our talk” 

For some leaders of community based organizations, organizational development work is the 

vehicle for overcoming the “disconnect” between the values that are the foundation of their 

mission work and their internal policies and practices. Often due to the crisis nature of the work 

or the focus on changing the “world out there,” organizations fail to take the time to think 

through how to “walk their talk” on an organizational level. For many, organizational 

development work enables them to make that commitment to reflect internally what they are 

seeking to build externally. 

C. OBJECTIVES:

• To expose the individual for the different experience and problem that may encounter in the individual.  
• To developed and to create a well productive individual that may help them to become competitive. 
• To be able to help the individual to enhance their knowledge and skills in the organization.

D. CALENDAR OF ACTIVITIES:

January 1, 2011                             New Year's Eve Celebration

February 14, 2011                         Valentines Party

March 15- 30, 2011                      Sport's Fest

April 25, 2011                                Retreat at Baguio

May 10, 2011                                 Anniversary Celebration

June 17, 2011                               Training for employees

July 29, 2011                                Team Building

August, 2011                                Yearly Workshop for Top Employees

September 9, 2011                        Charity Works

October 28, 2011                          Seminars for Managers

November 12, 2011                      Thanks Giving

      

December 20, 2011                       Christmas Party

E. K.S.L ACTIVITIES:

•  February 12 Group A1 and A2 perform their learning summary through learning circle
•  February 19 Group B1 perform their learning summary through learning circle
•  February 16 Group B2 perform their learning summary through learning circle.
•  March 5 Group C1 perform their learning summary through learning circle.
• March 12 Group C2 perform their learning summary through learning circle.

F. GABAY OR O.D NORMS:

• The only thing that is permanent is CHANGE.Change is a part of each organization to create a better organization that can provide people to their needs to be more competitive.
•        Each member of the organization will respect each other opinion to have the best relationship with others.
•        The organization faced each problem with confidence and treat it as a challenge for the organization.

G.GABAY ACTIVITY NORMS:

• All of the event, activities for the participants is a way of giving information for each other and sharing they ideas and to learned from each of them.

H. GABAY NORMS FOR COLLABORATION: 

• The organization has the what we called collaborative effort between the managers and the boss. Each of them need each other to create different plans on how to achieve the goals of the organization, how to implement those new rules and regulations that can help each other, and how to evaluate each member without dehumanization.

I. GABAY EVALUATION:

•  In everything we do we have our objectives our goals to achieve it.  In order for us to learned. It's good to have a human relations skills for us to approach each one participants.  Of course we know also to communicate and to cooperate for  every activity.  Because we cannot do it alone especially this kind of organization.

J. RECOMMENDATION:

• I want to recommend to our organization to be more active in terms of sharing ideas with each other to create the beat organization around the world. To be more competitive globally and locally.

 

By: Quiloan, Anakristel B.
         BSOAD 3-A

Organizational Change

1.    Why is diagnosis so vital in organizational change programs?

Through diagnosis, we can locate in which part of the organization structure is effective and which is not. Through this we can also see where the problem lies, and we can make necessary actions about it.

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

       Organization intervention is a specific action or program undertaken to focus the change process on particular targets. In this case organization change can be considered as intervention because change means something will be modify in the structure of organization and as you can see it is an intervention in an organization.

3.    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 problem.

A chance to analyze their feelings about changes taking place in their personal and professional lives. Once they identify areas of resistance the model helps them find ways to overcome those barriers. having managers use it with their employees helps those employees make adjustments to their own attitude and provides managers with useful feedback about areas they need to address with their staffs. 

Tools such as ADKAR can be useful. It stands for : awareness, desire, knowledge, ability and reinforcement, in building organizational change.

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

       Because one of qualities needed in an organization is flexibility. One must be flexible in order to face different hindrances that will come in the organization. Change is a part of life as well as every organization. Also team building and behaviors of employees toward change can be the main key for the success or failure of such modification. There are reasons why members resist change, at first they are not that aware of the real reason and benefits of it. Aside from that what lacking is the knowledge of what will be happen if this change will be implemented. Some people are afraid to lose what already had if they will embrace such change. But still whatever it is the important is the manager knows how he will handle such employees for them to become cooperative.

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

                          Ethical issues normally deals with the ways the organization view its constituents. It is always told that reducing the labor force for the sake of increasing the organization's chance of survival is an evidence  that organizations view its employees as one of its least consideration.However, change is vital for the organization to continue its operation amidst changing business demands.Other ethical issues includes the misuse of data in terms of organizational development. People who are handling the needed data may become subjective on its presentation and interpretation, thus coming up with appropriate change program would be difficult.

6.    Management must remain committed to the effort throughout all its steps, from diagnosis through implementation and evaluation.

In an organizational change it all starts with the diagnosis of the problem to the evaluation, effort is the passion and time given towards the said particular activity. In this case we must commit all of our efforts all throughout so that there can be an assurance in the result of each and every activity that we will do. An organization will not undergo a change for a second so we must be very patience in every step of it. This efforts that we will give will not only account for the success of the organization but also provides such contentment in every member that they have done their job well.

7.    How is the appreciative inquiry approach to an organizational change different from problem solving approach?

Appreciative Inquiry is an organizational change process that focuses on diagnosis and presentation of positive characteristics of change, the process, and outcomes it also means to see the best in others and to create enough development programs while problem solving approach means following a step by step procedure in order to come up to a decision and application of it.

8.    What would be characteristics of an organization or situation for which the use of reason would be an effective approach for managing change? Are such organizations and situations relatively rare?

It will be easy part for the employees if there will be answers for their question. And one of those is the reasons why such changes are needed to be implemented. They will be more cooperative if the reasons of such changes will be understood. But I think this kind of approach is rare to happen because most of the managers will just direct their employees to do whatever they wanted, the authority is always at stake.

9.    Explain the difficulties that you would encounter in attempting to obtain diagnostic information from members of two groups that believe they’re competing for scarce resources.

Obtaining diagnostic information from members of different groups may lead to difficulties in interpreting and gathering accurate data. Thus, it would also be difficult to identify the organization's real problem which will result to the difficulty in the designing or structuring the appropriate change program.

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

If there are organizational diagnosis about the identification of the problem and then implementing it, then evaluation of a change program is a must. It is only through evaluation that an organization will determine if it is achieving its desired outcome of the intervention the organization itself is undergoing. This process may be difficult to conduct for the reason that the procedure must be structured in an experimental design. This means that the end results should be operationally defined, and measurement should be taken before and after the implementation of the said intervention.

1. What type of change(s) at Bayer?       
Answer:
The plant had changed ownership three times and the workforce seemed to have dissolved as fast as the     analgesic tablets rolling off production lines - down from 800-360 workers in less than a year.  That was a lot of change to absorb in a facility that had been steadily producing over-the-counter and prescription pharmaceuticals for more than half a century.

2.  What type of employee resistance to change did Bayer have to address?
    
Answer:
From top-down to collaborative and reactive instead of proactive.knowing the employees from Myerstone were skeptical of new management programs because of past failures , plant manager John O'Neil and the HR team addressed workers at an all-employee meeting about the first initiative- developing a site strategies and goals.

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

Answer:
 The positive lesson learned from how change was handled at Bayer is always listened to the opinion  of others and have a communication with the employee and other members of the company. 

Learnning Circle Summary

Learning Circle Summaries

MENTORING

MENTORING

Mentorship - refers to a personal developmental relation ship in which a more experienced or more knowledgeable person helps a less experienced or less knowledgeable person.

In other cases, mentoring is used to groom up-and-coming employees deemed to have the potential to move up into leadership roles. Here the employee (protégé) is paired with a senior level leader (or leaders) for a series of career-coaching interactions. A similar method of high-potential mentoring is to place the employee in a series of jobs in disparate areas of an organization, all for small periods of time, in anticipation of learning the organization's structure, culture, and methods. A mentor does not have to be a manager or supervisor to facilitate the process.


The concept of mentoring has entered the business domain as well. This is different from being a apprentice, a business mentor provides guidance to a business owner or an entrepreneur on the entrepreneur's business. An apprentice learns a trade by working on the job with the "employer". The experience of the mentor can help the mentee overcome hurdles in business easily, given that the mentor has faced similar situations in business himself.


Business professionals with a lot of experience and successful entrepreneurs are lending their time to help others in business.The word mentoring is being often used by organizations such at TiE, which help entrepreneurs start new ventures. Several venture capitalists also claim that they provide mentoring along with capital.


Mentor -   Mentor has been adopted in English as a term meaning a father-like teacher. 

Qualities of a good mentor:

1. Mentors create opportunities and open doors.

2. Mentors know your strengths and abilities. 

3. Mentors set an example. Sometimes it’s just a matter of 

watching your mentor in action—how he or she conducts a 

cruise as chief scientist, prepares a manuscript or presentation, or analyzes data.

4. Mentors want you to succeed and help you learn from your 

mistakes. They are not in competition with you. They don’t 

put up any roadblocks to success. 

. Mentors want you to become independent. The training 

you receive and the associations you build, often through 

your mentor, enable you to eventually function independently—whatever your ultimate career path. 

Work Teams Behavior:

Understanding Work Teams

Team work is “working in team”, Where group of individuals or members or employees are committed to end goal. With there is a common goals, teamwork is essential to success. Many Fortune 500 companies use project teams, which consist of employees from diverse managerial and good professional backgrounds, works for specific period of time on certain projects to produce output which is efficient. Members of show passion for the project and each contributes to its success.

 Skills which are necessary for good teamwork are:

* Respect for team members

* Patience

* Compromise

 * Polite but clear communication

 * No individual glory

 * Persuasive speech

The difference between work teams and work group:

Work Groups	Work Teams
1.Members have individual goals.	1.Members have common goals.
The primary motive of interaction is to share information and to take decisions, thereby helping each other to perform within his or her area of responsibility.	2.The primary motive of mutual interaction is to perform collectively.
2.Performance is nothing but the sum of  each individual’s contribution belonging to the group. Thus there is no positive synergy that would create the performance level greater than the sum of individual inputs.	3. The performance in a work team is greater than the group member’s individual inputs. The synergy is positive which aids the organization to have a performance level greater than the sum of individual inputs.
The responsibility is individual.	4. The responsibility is individual and mutual in nature.
5.The accountability is of individual nature.	5. The accountability is individual and mutual in nature.
6.The skills involved are random and varied. i.e. the skill of one individual does not complement the skills of other individuals.	6. The skills involved are complementary in nature i.e., the skill of one individual aids the other to use his skills to achieve the objective.
6. It has a strong and focused leader with clear objectives.	The leadership is shared among the team members.
8. The purpose of work group is same as that of the organization.	8.The purpose of a team is very specific requiring collective effort.
9. The work group’s products are individual work products.	9. A work team’s products are collective work products
10.The work group meetings are efficiently run.	10.The team meetings are open-ended and problem solving. Allowing every member to participate actively.
11.Effectiveness of performance is measured Indirectly, i.e. by measuring the performance of the organization (for instance, the financial performance of the organization). This is so because the purpose of work group and the organization are same.	11. Effectiveness of performance is measured directly by assessing the collective work product.
12. In a work group. Discussions are carried out, decisions are taken and workelegated	12. In a work team. Discussions. Decisions and real work, all are carried out together (by the members of the team).
13. Groups can be of any size.	13. Teams are needed to be small.

Team Behavior And Processes

Team Behavior and Processes

There are many important elements that effect how a learning team behaves and the processes that a learning team chooses to complete tasks and reach desired goals. The current learning team has established roles and responsibilities, time management skills, and decision making strategies that allow the team to work up to it's full potential. The learning team has maintained a level of trust and responsibility to one another that must exist in order for the team to remain successful 
Roles and Responsibilities
The roles and responsibilities for a learning team should be identified within the first meeting (Thompson, 2000). When roles and responsibilities are established, it opens up the lines of communication and eliminates the need for team members to question each other's motives. Roles and responsibilities can possibly change from week to week, depending on the circumstances.
  Within our learning team, we have established the criteria that we will rotate, on a weekly basis, the responsibility of formatting team papers within the APA guidelines and posting the papers to the assignments newsgroup. We have also established that we will post our individual sections of the team paper to the team newsgroup each Friday.   This will allow the weekly editor to review the input and make any changes as they see necessary. There are times, however, when this is not always the case. All team members currently work full time and have families. Situations do arise when we simply cannot fulfill our responsibilities. If this should occur, it is the other team member's responsibility in making sure that the appropriate actions are taken so that the team can continue to function.
Time Management
When working in a learning team environment, time management skills are a tool that each member must utilize. Each member must make the time to fulfill his or her obligations to the learning team.

Scope of 

_Group A2_

Learning circle