1. THE ORGANIZATION DEVELOPMENT

2. Organization Development (OD)
= is a process used to enhance the effectiveness of an organization and well –being of its members through planned interventions.
= is an on ongoing, systematic process to implement effective change in an organization.
= 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 and draws on sociology, psychology, and theories of motivation, learning and personality.

3. This Definitions makes three (3) key points
1. OD enhances the effectiveness of the organization.
= is defined as achieving organizational goals and objectives.
2. OD enhances the well-being of organization members.
= refers to the perceived overall satisfaction each organization member feels toward job and work environment.

4. 3. OD is used to enhance the effectiveness of organizations and individual well-being through planned interventions.
= refer to” sets of structured activities in which selected organizational units (target groups or individuals) engage with a task or sequence of tasks where the task goals are related directly or indirectly to organizational improvement.” Thus, planned interventions or planned strategies, are the primary means through which organizational improvement and changes take place.

5. OD theories evolved primarily from four academic disciplines:
Organization Development Theories and Concepts.
OD theories evolved primarily from four academic disciplines:
1. Psychology
2. Sociology
3. Anthropology
4. Management

6. OD theory can be divided into two categories :
1. Change process theory
2. Implementation theory
Change Process Theory
Tries to explain the dynamics through which organizational improvement and changes take place. The change process was first depicted by Kurt Lewin as occurring in three stages :
1. Unfreezing
2. Moving and
3. Refreezing

7. Change Process Theory

8. The unfreezing stage involves the process of getting people to accept the change as inevitable and to stop doing certain things that resist change.
The moving stage involves getting people to accept the new, desired state.
The refreezing , involves making the new practices and behaviors a permanent part of the operation or role expectations. Lewin viewed change as deriving from two forces :

9. 1. Those internally driven (from a person’s own needs) and
2. Those imposed or induced by the environment.
Environmental forces can be further distinguished between driving (pushing for change) and restraining forces (those seeking to maintain the status quo). For change to be environmentally imposed, driving forces must outnumber restraining forces.

10. Implementation Theory
Focuses on specific intervention strategies designed to induce changes.
Types of Interventions:
Human processual
Technostructural
Sociotechnical system designs
Large system

11. . Human Processual Intervention Theory – Changing behavior by modifying individual attitudes, values, problem-solving approaches, and interpersonal styles.
. Technostructural Intervention Theory – Focuses on improving work content, work method, work flow, performance factors, and relationships among workers. One of the key concept here is job design. A job has several distinguishing characteristics, including individual tasks or duties and responsibilities, authority, relationships and skill requirements.

12. . Sociotechnical System Designs – intervention are directed at the fit between the technological configuration and the social structure of work units results in the rearrangement of relationships among roles or tasks or a sequence of activities to produce self maintaining, semiautonomous groups.
Organization Transformation Change – was pioneered by Beckhard (1969), who viewed an organization as a complex, human system with a unique character, its own culture, and a value system, along with information work procedures that must be continually examined, analyzed, and improved if optimum productivity and motivation are to result.

13. END

14. =

16. Questionnaire
-In a situation where personal interaction between the researcher and the respondent is not necessary, very often, the interview schedule is readily converted into a questionnaire which the researcher submits to the respondent who in turn writes his responses on the questionnaire itself.

17. Types of Questionnaire
-closed form- questions permit only certain responses
Open form -allow the respondents to make any responses he wishes to make in his own words.
I When the questionnaire is used in an interview it may be called Interview Questionnaire.
Advantage of the Questionnaire
- It frees the researcher, especially the amateur researcher, of anxiety over facing a respondent with whom he may not feel at ease.

18. - It also saves the researcher time .
Response Formats
1. open-end format – allow the respondents to answer in anyway he wishes in his own terms.
- The advantage of this format is high probability that the probability that the respondent will think of a more authentic answer to the question at hand rather than choosing from a set of responses.

19. = Planned interventions refer “ to sets of structured activities in which selected organizational units engage with a task or sequence of tasks where the task goals are related directly or indirectly to organizational improvement “ Thus, planned interventions, or intervention strategies, are the primary means through which organizational improvement and changes take place.

20. The Try-out Interview.
Aside from interview guide content validated, it is advisable to make try-out interviews prior to the data-gathering proper to find out whether the interview procedures and questioning conditions really elicit the data desired.

21. = Planned interventions refer “ to sets of structured activities in which selected organizational units engage with a task or sequence of tasks where the task goals are related directly or indirectly to organizational improvement “ Thus, planned interventions, or intervention strategies, are the primary means through which organizational improvement and changes take place.

22. 2. Multiple- Choice Format
-This type presents a question which is followed by set of options.
Example:
What type of house do you live- in?
1. Concrete Cement ( Permanent materials) _______
2. Concrete and Wood ( Semi-permanent)
______

23. 3. Wood ( Temporary materials) ________
4. Other materials ( Specify) _________
3. Checklist Format
- The checklist is defined as a questionnaire in which the totally structured format is used exclusively or with some use of the free-response option.
- the respondents can answer a single questions with one or more options.

24. Example:
What is/are your sources of family income?
( Check as many as there are)
__1. Salary
__2. Commission
__3.Apartment rentals
__4. Stock Investments
__5. Honoraria
The Critical-Incident Technique
- it is the respondent himself who chooses events of significance to him or those which are critical to him.

25. - The instrument consists of highly structured questions which ask the respondent to recall an actual critical incident of a relatively specific nature and to describe that incident in detail.
- The word “ critical” suggests that the incident is an extreme illustration of the behavior under study.
- He may also be asked to write accompanying circumstances about the incident, such as what led to the incident, who

26. was involved in it, and what happened after it.
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Thank You!!!