DCE 5632

ORGANIZATIONAL DEVELOPMENT PROCESS

PRESENTER :NOR AZMI AHMAD

MOHD ZAMRI MAT ZAIN

HAPDZAN HUSAINI

LAI LUNG KWANG

INSTRUCTOR :DR KHAIRUDDIN IDRIS

STAGE 6Continuo

us Improvem

ent Process

Organizational Development Process :

The Model

Gary N.McLean (2005). Organization Development: Principles, Processes, Performance. San Francisco, USA: Berrett-Koehler.

Retrieved from http://en.wikipedia.org/wiki/Organization_development based on the Kurt Lewin Model of Action research

Retrieved from http://hrpeople.monster.com

Retrieved from http://www.authorstream.com/Presentation/Bharathisunagar-347048-5-managing-od-process-entertainment-ppt-powerpoint/

Stage 1: Anticipating a need for change

Organization /leader recognizes that a problem exists which impact the effectiveness, mission & health of organization.

Leadership has a vision of a better way and wants to improve the organization in term of performance.

Dissatisfaction with the present situation.

To achieve the first steps towards reaching the desired vision.

Business is not as usual

Stage 1: Anticipating a need for change

Stage 2: Developing the Consultant – Client Relationship

Element of Consultant-Client Relationship

Consultant

Internal / External OD Consultant

Client SponsorPerson / group

in need and requested for

change

Client Target System

Organizational / Units that need OD intervention

Stage 2: Developing the Consultant – Client Relationship

Developing Consultant

–Client Stage

Interaction between

consultant & client

Assess the degree of

gap of understanding OD

Involve organization members

at all levels and convince

them

Target organizatio

n’s readiness

for change, level of

resistance, and

culture

Stage 2: Developing the Consultant – Client Relationship

Consultant Client

Relationship Mode

Charismatic

Open to OthersReject

Responsibility

ConsensusOpen to others

Accepts responsibilit

y

Gamesmanship

Closed to OthersAccepts

responsibility

ApatheticClosed to

OthersRejects

responsibility

The Medical Term

•The act or process of finding out what disease of a person on animal has by examination and careful study of the

The Organizational Term

•to identify system parameters and recognize symptoms, problems, and causes of the organization effectiveness

WHY DIANOGS

ISto identify

system parameters and

recognize symptoms,

problems, and causes of the organization effectiveness

Stage 3: The Diagnostic Phase

INTRODUCTION

04/10/2023 13

Figure of The diagnostic processTentative ProblemAreas Identified

Collect Data

More DataNeeded Now

Data Feedback

More DataNeeded Now

Problem Areas Identified

No ChangeAt Present

Diagnosis Work onProblem Causes.Result is Change

ClientTarget Motivated

To Work on Problem

YES

1

23

4

5NO

YESNO

6

7

8

The Process of Diagnosis

The process that involves data gathering,

interpretations, and identification of problem

and potential action programs

Diagnostic Models• To study & understand Interdepartmental issues & problem areas• i. the degree of departmental structure.• ii. time orientation of members• iii. the interpersonal orientation of members

toward others.• iv. organization members orientation toward

goals

The Analytical Model

•Conceptual scheme for analyzing behavior in work group, particularly the interdependence of groups

The Emergent-Group Behavior

Model• i. Basic planning ii. General

business practices • iii. Finance iv. Advertising and

promotion• v. Market Research iv. Personnel

The Management Consulting Model

The Socio-technical System Model

Cause Maps and Social Network Analysis Model

The Force-Field Analysis Model

is used to analyze the organization as a socio-technical system interacting with its external environmentCause maps are mathematical representations of perceived causal relationships among variables. Among the most important factors such as quantity, speed, frequency, quality, morale, and so forth)This technique assumes that at any given moment an organization is in a state of equilibrium/balanced

Data-gathering methodData acquired in a system manner, thus allowing quantitative or qualitative comparison between elements of the system

Employee SurveysQuestionnaires, interviews ,

orientations, feedback and etc

DIAGNOSTIC

The Method of Diagnosis

Evaluating The Effectiveness Of Diagnosis

The Validity of the Data Collection

The Time to Collect

Data

The Organization Culture and

Norms

The Cost of Data

Collect

The Hawthorne

Effect in Data Collecting

Red Flags In The

Diagnosis

The Threatening

and Overwhelming

Diagnosis

The Over Diagnosis

The ConfidentialityThe Crisis

DiagnosisThe

Consultant’s Favorite

Diagnosis

Stage 4: Action Plans, Strategies and Techniques

INTERVENTION!!!

STRATEGIES

StructuralTechnologi

cal

TYPE OF INTERVENTIONS

IndividualDevelopmen

t Intervention

Team Developmen

t Intervention

Intergroup Developmen

t Intervention

Total Organization

al System Development Intervention

TYPE OF INTERVENTIONS

STRATEGIES INDIVIDUAL

TEAM INTERGROUP

TOTAL ORGANIZATIONAL

SYSTEM

BEHAVIORAL Career planning

Team buildingGoal setting

Intergroup development

Goal settingSurvey feedback

Goal settingStress management

Quality control

TQM TQMAction Research

STRUCTURAL Job enrichment

Job enrichment

Job enrichmentGoal setting

RestructuringSurvey feedback

Stress management

Team building

TQM TQM

TECHNOLOGICAL

Job design Job design Job design Survey feedbackAction research

Quality control

TQM TQMReengineering

Stage 5: Self-Renewal, Monitoring and Stabilizing

Self renewalConceived of as a response to routine and lack of intellectual stimulation, which characterize many occupations in our society (Gardner,1964; Hudson, 1991).

Organization renewal define as an ongoing process of building innovation and adaptation into organisation

Evaluation and monitoring

Model of five alternative ways to evaluate

1. Ask the expert2. What’s the target3. Did we hit the target4. Mid course correction5. Continues monitoring

(Weiss & Rein, 1970)

Stage 5: Self-Renewal, Monitoring and Stabilizing

Stabilizing

process maintenance phase.

takes place under conditions of unfreeze ness which are necessary for the changes to have an impact once introduced however it is necessary that the changed system should stabilize to allow the changes to permeate the culture of the organization.

The process consists of activities to maintain the effectiveness of the intervention by receiving feed back about the change & produced modifications

Stage 5: Self-Renewal, Monitoring and Stabilizing

Stage 6: Continous Improvement Process

CIP IS • An ongoing effort to improve products, services or processes through intervention.

WHY NEED CIP ?• Organization environment became more-more competitive and business became usual. • Only two type of organization - those that are changing and those that are going out of business.

HOW TO DO?• Continuously introduce changes through repeating the cycle of organization development process.

Also known as Deming Cycle and made it famous by Dr W. Edwards Deming PDCA model was introduced by Walter A Shewhart

Develop and

implement plan

Study the approach

es, techniqu

e & result

Define and analyze the current process

Action : Correction , Prevention,Engraft and plan next CP

INCORPORATED DEMING CYCLE (PDCA) IN OD

OTHERS MODEL OF CONTINUOUS IMPROVEMENT

KAIZENBENCHMARKINGTQM

CONCLUSION

Organization need to continuously introduce changes through repeating the cycle of

organization development process for continues existing in

the market.

THANK YOU