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

2. 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

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

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

5. Retrieved from http://hrpeople.monster.com

6. Retrieved from http://www. authorstream

7. Stage 1: Anticipating a need for change

8. 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

9. 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

10. 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

11. 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

12. 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

13. 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

14. 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

15. 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

16. 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

17. Red Flags In The Diagnosis The Threatening and Overwhelming Diagnosis
The Over Diagnosis
The Confidentiality
The Crisis Diagnosis
The Consultant’s Favorite Diagnosis

18. 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

19. 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

20. 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

21. 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)

22. 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

23. 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.

24. 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

25. OTHERS MODEL OF CONTINUOUS IMPROVEMENT
KAIZEN
BENCHMARKING
TQM

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