Organizationa

l
Development
Prof . Luz P. Magpatoc

AHA MOMENTS

Introduction to OD
Organizational
Development
Today not
Yesterday !!!!

Course Overview
Subject title : Organizational Development
Credit unit : 3 units
Course Code : NSA 207
Course Description : It focuses on the entire
organizational culture in order to facilitate
organizational preparedness for change.
It intends to change beliefs, attitudes,
values, and structure of organization so
that student can better adapt to newer
technologies, markets and challenges.

Course : Learning Outcomes

to enable the students to :
1. Understand the historical ,theoretical
and practical underpinning of OD
2. Increase awareness of the different tools
that are used in OD interventions
3. Demonstrate the application Of OD
process in accomplishing OD team paper
4. Understand the theoretical concepts of OD

Course Methodology
Group reports
Class Participation
Can Group discussion
Quiz
OD team Paper

Grading System
15% class participation
15% Quiz
20% Can Group participation
10% Teamwork activities
40 % OD team paper
______
100%

Topic outline
Time Frame
week -1
March 12, 2016
8-5pm

Concepts
- Appreciative Inquiry
- Gen. Introduction to OD
1. OD definition
2. Historical
Development
3. Characteristic of OD
4.Features of OD
5. Concepts of OD
- Organization
- Organizational
culture
-

Theories in the Practice

of OD
Models of OD
When and Why
Organization Use OD

Week 2
Week 2

Concepts
OD Process
OD Values
( OCTAPACE)
The OD Practioner
Competencies Of OD
Practioner
Managing Change
- Sacred Cow Hunts
- Employee
acceptance of change
- implementing
change
Coping with change
OD Interventions/ Tools

Exam :Caselet : An Employee Moral

Problem/ OD concepts
when : Week 2
OD team Paper discussion of Mechanics
Group reporting

Topics for group reporting :

Group 1- The Nature of Planned Change
Group 2- Designing an OD interventions
Group 3- Entering and Contracting
( entering into an OD relationship
Group -4 Strategic Interventions
When : week 2
time allotment : 45min/ group w
Submit the hard copy after the presentations

Guidelines in Making an OD
Team Paper
- OD Team paper is a group work
-Date of Submission : March 26,2016 ( 8-5)
-Where to submit ? Sir Cris @ COAHs office
- Place in short folder with readable font
- Format :
1st page
Title
Graduate School requirement For OD course
Group members

Introduction of your title

Goal for conducting the area of study
Data Presentation with analysis
Conclusion : write the developmental
areas
Recommendation
OD Plan

OD Plan
Identified
OD
Development intervent
al areas
ions

Timeline

Respon
sible
person

Appreciative Inquiry
Can Group discussion -1
1. What makes a company a best
employer ?
2. What do Best employers have in
common ?

Introduction to OD

Definition of Organizational
Development
Organizational Development is a body
of knowledge and practice that enhances
organizational performance and individual
development by increasing alignment
among various systems with the overall
system.

Organizational Development is a system

wide application and transfer of
behavioral science knowledge to planned
development, improvement, and
reinforcement strategies ,structures and
processes that lead to organizational
effectiveness.
Cummings and Worley
2005

Objectives of OD
1.
2.
3.
4.

Higher quality of work life

Productivity
Adaptability
Effectiveness

Historical Dev. of OD
Work
design

Social
process

OD

Org
Design

HR

Features of OD
1.
2.
3.
4.

Contractual relationship
Change agent
Sponsoring organization
System context

Characteristics of OD

When to use OD
1.
2.
3.
4.
5.
6.

To develop or enhance mission or

vision statement
Help align functional structure
Create a strategic plan
Manage conflicts
Create a collaborative environment
To put in place organizational
processes

Critical thinking Check

Point
Can group discussion - 2
Is your current organization an OD
primed? If Yes/ No . Justify your answer.

Theories in the Application of

OD
Lawler and Vrooms Expectancy theory
2. Skinners Positive reinforcement
theory
3. Hackman and Oldhams : Job
characteristic theory
4. Kurt Lewin : Change theory
1.

Vrooms expectancy theory

Assumptions of expectancy
theory
1.Motivated performance is the result of
conscious choice.
2. People will do, what they believed will
provide them the highest rewards
Expectancy theory asserts that leadership
practitioners will be able to motivate
followers if they understand the process
followers use to determine whether
behaviors will lead to value rewards

 People

will be motivated to perform the

tasks if 3 conditions are met :
1. they can perform the task adequately
2. they will be rewarded if they do it
3. they value the reward.

Positive reinforcement
Positive reinforcement is a positive
feedback and calls it energizing because it
validates the employees effort.
Approaches for an effective reward
feedback :
1. Positive reinforcement must be
specific
or relevant to a particular performance

It must occur as close to the event as

possible.
3. Reinforce any improvement not just
excellence
4. Rewards should be intermittent
5. Reinforcement of new behaviors
should be continuous
Mc Connell
2005
2.

Positive reinforcement by
Skinner
-Individual behavior is a function of its
consequence.
-Why we do , what we do.
- it focuses on observable behavior
- stimuli are used to shape behavior
- it is a form of operant conditioning and
focuses on environmental factors that
contributes shaping of behavior
Skinner

Positive Reinforcement
Theory by Skinner

Hackman & Oldham

Job characteristic model
- is based on the idea that the tasks
itself
is a key to employee motivation.
- a boring and monotonous job stifles
motivation

Job characteristic theory proposes

increased motivation is related to
experiencing 3 psychological states :
1. Meaningfulness of work
2. Responsibility
3. Knowledge of outcomes

Hackman and Oldham

Planned Change
Managing and innovation did not always
fit comfortably together. Thats not surprising.
Managers are people who like to order. They like
forecasts to come out as planned. In fact,
managers are often
judge how much they can produce . Innovation ,
on the other hand, is often a disorderly process.
Many times, perhaps most times, innovation does
not turn out as planned. As a result, there is
tension between managers and innovation. --------Lewis Lehro

Change theory

Contemporary adaptation of
Lewins Model
Stage -1 Unfreezing
- gather data
- accurately diagnose the problem
- decide if change is needed
- make others aware of the change
Note : do not proceed to stage 2 until the
status quo has been disrupted and the need
for change is percieved by others

stage 2- Change / movement

- Develop a plan
- set goals and objectives
- identify areas of support and
resistance
- include everyone who will be affected
by the change in its planning
- set target dates

- develop appropriate strategies

-implement the change
- be available to support others and offer
encouragement through the change
- use strategies to overcome resistance
- evaluate change
- modify the change if necessary

Stage -3 Refreezing
- Support others so that the change
remains

Lewins Driving & Restraining

Forces
Driving forces (facilitators) the forces that
push the system toward
change (e.g. pay increase ,
received recognition )
Restraining forces (barriers) the forces the
system away from change
( e.g. conformity to norms,
unwillingness to take risks )

Models of Organizational
Development
What is Model ?
Model- is a constructed representations of
some aspect of reality, they use concepts
as building blocks.
and is intended to provide general
guidance and suggestions
Examples of Models in OD:
1. Action research model ( ARM )

Shewhart PDC Model

PDCA Model in CQI

Organizational Dev. Process

OD Framework

Organizational Development
Concept
What is Organization ?
A social entity that is goal directed and
deliberately structured
Forces on organization :
1. Social forces
2. Political forces
3. Economic forces

Organizational Development
Concept
What is Organization ?
A social entity that is goal directed and
deliberately structured
Forces on organization :
1. Social forces
2. Political forces
3. Economic forces

Organization as System
System theory !!
System is a set of interrelated parts
that function as a whole to achieve a
common
purpose.
Open system
entropy
Synergy
Subsystem

A system maybe :
1. State of equilibrium
2.State of bounded instability or chaos
3.State of explosive instability where
there is no order or path

Concept of an open system :

1.Homeostasis
2. Requisite variety ( internal regulatory
mechanism must be diverse.
3. Equi- finality ( flexible patterns )
4. System evolution

Criteria
Characteristics
Resources
on Work
on the work
force

old workplace
Atoms Physical
asset
Structured,
routine
governed by job
descriptions
localized
Dependable
employees

New workplace
Bits- information
Flexible, virtual
de jobbed
career bridges
Empowered,
Free agents
performance
oriented,

forces on Org
Tech
Markets

Mechanical
local, domestic

Digital , ebusiness
Global

Workforce
Values
Event

Management
Competencies
Leadership
Focus

Homogenous
Stability,
Efficiency
Calm,
Predictable

Autocratic

Profits

Diverse
Change, Speed
Turbulent, more
frequent crises

Dispersed,
empowering,
connected to
customer
People

Doing work
Relationship
Design

By individual
Conflict,
competition
Efficient
performance

By teams
Collaboration
Experimentatio
n,
Learning
organization

Doing work
Relationship
Design

By individual
Conflict,
competition
Efficient
performance

By teams
Collaboration
Experimentatio
n,
Learning
organization

The workforce of the 21st

century

Empowered and self directed

2. Multi- skilled and career resilient
One thing is clear : rethinking what life
and work and success are all about is
high in the agenda of the 21st century
workforce
1.

Types of organization in the

21st century
1.
2.
3.
4.

Shamrock organization ( Charles

Handy)
Values Driven Organization ( HAS)
A De jobbed workplace
Hoteling

Organizational culture
Def. of Culture
- refers to the learned , shared and
transmitted values of a particular group
that guides thinking, decisions, and
actions in patterned ways.

Organizational culture
What is Organizational culture ?
it comprises the shared values,
beliefs
and traditions that exists among
individuals in the organization
Nwachukwu & Vitell
1997

what is culture
Its simply we do things around here
Culture makes the difference!

1.the effects on e employee morale,

retention, commitment, productivity

and innovation are well documented

2. research has shown its powerful

impact on performance and
effectiveness of organization

Remember if you dont use culture ,

culture
will use you !!!
If you are not aware, it will shape you.
- Human beings Copy, Coach, and
Correct each other to fit into the group
So make sure Culture works for you,
instead of against your necessary
change

Organizational Culture is a system of shared

assumptions, values, beliefs which governs
how people behave in organizations.
As the source of motivated and coordinated
activities within organizations
activities that serve as a foundation for
practices and behaviors that endure because
they are meaningful, have a history of working
well and are likely to continue working in the
future.
Waters( 2004).

Critical check point

Your culture is your brand !!! How do
you build and maintain a culture that
you want
as a nurse manager ?

Assessing the Organizational

Culture
What is the organizations physical
environment ?
Are nursing stations crowded or noisy?
2. What is the organizations social
environment ?
Is there an annual party or team building
that is well attended by employees?
1.

3. How supportive is the Organization ?

Is educational reimbursement
available?
Are employees recognized for extra
effort?
4. What is the organizational power
structure?
Who holds the most power in the
org.?

5. How safe is the organization ?

Is there an active and involved safety
committee?
6.What is the communicative environment ?
Is there an active grapevine? Is it
reliable?
7. What are the organizational taboos?
Are there special rules and policies that can
never be broken?

Organizational Culture Assessment

Instrument ( OCAI ) - is use to
diagnose
and change culture to support
performance

Congruence Model

Organizational shell
The concept of Organizational shell
the team at work

authority

Group formation

boundary
industry
task

norms

org

Organizational Performance
Organizational effectiveness is the
degree
to which the organization achieve the
stated goal.
Organizational efficiency amount of
resources used to achieve the
organizational goal

Critical components that

that a leader manager
can influence
1.
2.
3.
4.

Trust and trustworthiness

Empowerment
Consistency
Mentorship

A Reminder
Trying

to change individual and /or

corporate culture without addressing the
larger organizational context is bound to
disappoint
Robert W. Keidel

Changing Culture
Steps in Assessing the New culture :
1. Needs assessment
2. Determining executive direction
3.Implementation direction
4.Training
5.Evaluation of the new culture
-

Critical Thinking Check point

Can group discussion 3

How do you build a

Winning Organization

ORGANIZATIONAL DEV.

Week -2

Organizational
Development Process

Organizational Dev. Values

Mnemonic for OD Values
O Openness
C Collaboration
T Trust
A Authenticity
P Proactive
A Autonomy
C Confrontation
E Experimentation

Competencies of an OD
Practitioner
1. Self awareness
2.Consulting Process Management
Competencies
3.Ability to diagnose and understand
system, design and execute interventions
and work with large system
4. Ability to transfer knowledge to client
5. Possess academic knowledge and skills
of OD, management and organization
theory
6.Ability to stay current with technology

7. Research methods competencies

8.Good interpersonal relationships
9.System thinking related competencies
10.integration, balancing and applying
theory and practice.

Caselet -1
Assume

that morale and productivity

are

low on the unit where you are the

new
nurse manager. In an effort to identify
the root of the problem, you have been
meeting informally with staff to
discuss their perceptions of unit
functioning and to identify sources of
unrest on the unit,
you believed that one of the greatest

factors leading to unrest is limited

advancement opportunity for your staff
nurses. You have a fixed charge nurse on
each shift. This is how the unit has been
managed for as long as everyone can
remember. You would like to rotate the
charge nurse position but are unsure of
your staffs feeling about the change.

Questions !
1.Will you retain the status quo or
Implement change ?
2. Cite a theory of change to help you
take the actions
3. What are the greatest barriers to this
change?
4. What are the strongest driving
forces ?

Managing Change
.I cant understand
why people are frightened
of new ideas . Im frightened
of old ones.
-----John Cage

Change theories
Contemporary nonlinear
1.

Complex adaptive system theory

- suggests that the relationship
between elements or agents within
any system is nonlinear and that
those elements are constantly in play
to change the environment or
outcome.

Complex Adaptive
System

2. Chaos theory About finding order in

what appears t be random data
it suggests that even small changes in
conditions can drastically alter a systems
long term behavior. ( known as butterfly
effect ).
- field of study in mathematics that studies behavior
of dynamical system that are highly
sensitive to conditions a response known as
butterfly effect.
Finding order on what appears to be random data

Butterfly effect

Kurt Lewin change theory

1. Unfreezing
2. Movement
3 Refreezing

Contemporary adaptation of
Lewins Model
Stage 1 Unfreezing
1. Gather data
2. Accurately diagnose the problems
3.decide if change is needed
4.Make others aware of the need for
change

Stage 2 Movement
1. Develop a plan
2. Set goals and objectives
3. Identify areas of support
4.include everyone who will be affected
by change in its planning
5. Set target goals
6.Develop appropriate strategies
7. implement the change

8. Be available to support others and offer

encouragement through the change
9.Use strategies for overcoming resistance
to change
10. Evaluate the change
11. Modify the change if necessary
Stage 3 Refreezing
Support others so that the change
remains

Steps toward Organizational change

( Kriegel and Bernard ) 1996
1. Sacred Cow Hunts
Questions that guide OD practitioner in
in Sacred Cow Hunts:
a. What are we doing ? Does it add
value , quality, service, or
productivity .

b. what if it did not exist?

c. Is already being done by someone
else?
d. How and when did we start doing this ?
e. Can it be done better by another
person, department, or company?

Potential sources for change

Types of sacred cows :
1. Paper cows
2. Meeting cows
3. Speed cows

Organizational sacred cows are practices

that have been around for a long time
and invisibly reduce productivity
A sacred cow hunts is an organization
wide attempt to get rid of practices that
serve no useful purpose.

2. Think like a beginner

3. Dont be complacent with something
that is working well.
4. Dont play by everyone elses rules
make your own.
5.Rather than penalizing the mistakes
reward employees for making the attempt
to change or to try something new.

Employee Acceptance of
Change Carnall ( 2008 )

Stages of accepting change :

Stage 1: Denial
Stage 4 :Adaptation
Stage 2: Defense
Stage
5:Internalization
Stage 3: Discarding

Factors affecting
acceptance of change
A. Types of change
1. Evolutionary continual process of
upgrading or improving processes
2. Revolutionary a change as a real
jolt to the system that drastically
change
the ways things are done.

B. The reason behind the change

C. The person making the change
Change agents
Receptive changer
Change analysts
Reluctant changers
Change resisters

D. Implementing change
Steps :
1. Creating an atmosphere for change
- provide emotional support
-allow employees to discuss and vent
their feelings
- providing employees the safety net that
allows them to commit mistakes during
the transition
- discuss the benefits of change

2. Communicate details
3. Time frame
4. Training needs

Managing Change

Classic change strategies

Empowerment
Empower employee ways to increase
the levels of employee inputs
Making the decisions to empower :
1. importance of decision quality
2. Leaders knowledge of the problem area
3.Structure of the problem
4.Subordinate trust and motivation
5.importance of decision acceptance
6. Subordinate acceptance

7. Probability of subordinates conflict

Levels of employee Input

low

Following
ownership of own product
Advisory
Shared/ participant / team

high

Absolute

Framework of
Empowerment

Rational empirical strategy to

effect change

3. Power- coercive

Kotters Eight essential steps

for effective change
1.
2.
3.
4.
5.
6.
7.

Establishing a sense of urgency

Forming a powerful guiding coalition
Creating a vision
Communicating said vision
Empowering to create / enable
implementers for the vision
Planning for and creating visible
performance improvements
Consolidating improvements and
continuing the change efforts.

8. Institutionalizing new approaches

Goal : attend Grad School

Forces driving to
reach goal:
Opportunity for
advancement
Status - social
gratification
Increase salary
Promotion

Forces restraining
from reaching
goal:
Erratic sched
Low energy level
Time with family
already limited
costs

When to use Parallel

learning structure
1. to develop and implement organization
wide innovation
2.To foster innovation and creativity within
a bureaucratic system
3. To support the exchange of knowledge
and expertise among performers.
4. To capture the organizations collective
expertise.

Rational Approach to
Organizational Change
Beers Model

C =D x M x P > R
D followers dissatisfaction
M model for change
P process
R - resistance

Expectation Performance
gap

INTERACTIONAL
FRAMEWORK

Common losses with Change

1.
2.
3.
4.
5.

Power
Competence
Relationships
Rewards
Identity

Reactions to Change
SARA MODEL ( KUBLER ROSS ) :
S - shock
A anger
R rejection
A -Acceptance

interventions are the actions taken to produce

desired changes.
4 conditions that give rise to the need for
OD interventions:
1. The organization has a problem
( corrective action to fix it )
2. Organization sees an unrealized
opportunity
( enabling action to seize the opportunity )
3. Features of organization are out of alignment
( alignment action to get things back
in sync )

4. Yesterdays vision is no longer good

enough( action for new vision actions
to build necessary
structures,
processes and culture to
make new vision a reality).

Types of interventions

Qualities of change agents to

drive Change
1.
2.
3.
4.
5.
6.

Power and Influence

Personality traits
Coaching
Planning skills
Knowledge of motivational techniques
Knowledge of group dynamics

Acknowledgement to the following

authors :
Joan V.Gallos
Asst. Prof. Ramakrishna Kongalla
Prof. Patel
Prof. TV Rao
Gary N. Mclean
Heywood Middleton and Rochdale

Austin and Bartunek

Dr. Artashes Gazaryan
Herbert J. Clark