DCE 5632 ORGANIZATIONAL DEVELOPMENT PROCESS PRESENTER : INSTRUCTOR : NOR AZMI AHMAD MOHD ZAMRI MAT ZAIN HAPDZAN HUSAINI LAI LUNG KWANG INSTRUCTOR : DR KHAIRUDDIN IDRIS

Organizational Development Process : The Model STAGE 6 Continuous Improvement Process STAGE 1 Anticipating a Need for Change STAGE 2 Developing the Consultant –Client Relationship STAGE 3 The Diagnostic Phase STAGE 4 Action Plans, Strategies, and Techniques STAGE 5 Self-Renewal, Monitoring Stabilizing

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

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

Retrieved from http://hrpeople.monster.com

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Stage 1: Anticipating a need for change

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 2: Developing the Consultant – Client Relationship Element of Consultant-Client Relationship Consultant Internal / External OD Consultant Client Sponsor Person / 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 organization’s readiness for change, level of resistance, and culture

Stage 2: Developing the Consultant – Client Relationship Consultant Client Relationship Mode Charismatic Open to Others Reject Responsibility Consensus Open to others Accepts responsibility Gamesmanship Closed to Others Apathetic Rejects responsibility

Stage 3: The Diagnostic Phase INTRODUCTION 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 DIANOGSIS to identify system parameters and recognize symptoms, problems, and causes of the organization effectiveness

Figure of The diagnostic process The Process of Diagnosis The process that involves data gathering, interpretations, and identification of problem and potential action programs Figure of The diagnostic process Tentative Problem Areas Identified 1 4 6 Data Feedback 3 Problem Areas Identified More Data Needed Now 2 Collect Data NO More Data Needed Now 5 Client Target Motivated To Work on Problem YES 7 No Change At Present NO YES Diagnosis Work on Problem Causes. Result is Change 8 4/17/2017

Diagnostic Models The Analytical Model 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 Emergent-Group Behavior Model Conceptual scheme for analyzing behavior in work group, particularly the interdependence of groups The Management Consulting Model i. Basic planning ii. General business practices iii. Finance iv. Advertising and promotion v. Market Research iv. Personnel 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 environment Cause 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

The Method of Diagnosis Data-gathering method Data acquired in a system manner, thus allowing quantitative or qualitative comparison between elements of the system Employee Surveys Questionnaires, interviews , orientations, feedback and etc DIAGNOSTIC

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 Confidentiality The Crisis Diagnosis The Consultant’s Favorite Diagnosis

Stage 4: Action Plans, Strategies and Techniques INTERVENTION!!! STRATEGIES Structural Technological Behavioral TYPE OF INTERVENTIONS Development Intervention Individual Team Development Intervention Intergroup Development Intervention Total Organizational System Development Intervention

TOTAL ORGANIZATIONAL SYSTEM TYPE OF INTERVENTIONS STRATEGIES INDIVIDUAL TEAM INTERGROUP TOTAL ORGANIZATIONAL SYSTEM BEHAVIORAL Career planning Team building Goal setting Intergroup development Survey feedback Stress management Quality control TQM Action Research STRUCTURAL Job enrichment Restructuring TECHNOLOGICAL Job design Action research Reengineering

Stage 5: Self-Renewal, Monitoring and Stabilizing Conceived 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

Stage 5: Self-Renewal, Monitoring and Stabilizing Evaluation and monitoring Model of five alternative ways to evaluate Ask the expert What’s the target Did we hit the target Mid course correction Continues monitoring (Weiss & Rein, 1970)

Stage 5: Self-Renewal, Monitoring and 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 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.

INCORPORATED DEMING CYCLE (PDCA) IN OD Define and analyze the current process Develop and implement plan Action : Correction , Prevention, Engraft and plan next CP Study the approaches, technique & result Also known as Deming Cycle and made it famous by Dr W. Edwards Deming PDCA model was introduced by Walter A Shewhart

OTHERS MODEL OF CONTINUOUS IMPROVEMENT KAIZEN BENCHMARKING TQM

CONCLUSION Organization need to continuously introduce changes through repeating the cycle of organization development process for continues existing in the market. VZXVzXVV

Thank you VZXVzXVV