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.
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