MEM 643 (B. OD and Trainig)

7/30/2019 MEM 643 (B. OD and Trainig)

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Polytechnic University of the Philippines

Open University

Organizational Development and Leadership

Effectiveness (MEM 643)


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Organizational

Development

and Training


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BRIEF HISTORY OF

ORGANIZATIONALDEVELOPMENT


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According to one theory, OD emerged from four

major backgrounds (Cummings, & Huse, 1989):

Laboratory Training: The National Training laboratories (NTL) development of traininggroups known as sensitivity trainingor T-groups. Laboratory Training began in 1946 when KurtLewin and his staff at the Research Center for Group Dynamics at MIT were asked by theConnect Interracial Commission and the Committee on Community Interrelations of theAmerican Jewish Congress for help on training community leaders.

Survey Research Feedback: Kurt Lewin formed the Research Center for GroupDynamics at MIT in 1945. After he died in 1947, his staff moved to the University of

Michigan to join the Survey Research Center as part of the Institute for Social Research. Itwas headed by Rensis Likert, a pioneer in developing scientific approaches to attitudesurveys (five-point Likert scale).

Action Research: In the 1940s John Collier, Kurt Lewin, and William Whyte discoveredthat research needed to be closely linked to action if organizational members were to use itto manage change. Action research has two results: 1) organizational members use researchon themselves to guide action and change, while 2) researchers were able to study theprocess to gain new information. Two noted action research studies was the work of Lewin

and his students at the Hardwood Manufacturing Company (Marrow, Bowers & Seashore,1967) and the Lester Coch and John Frenchs classic research on overcoming resistance tochange (Coch & French, 1948).

Productivity and Quality-of-Work-Life (QWL): This was originally developed in Europeduring the 1950s and is based on the work of Eric Trist and his colleagues at theTavistock Institute of Human Relations in London. This approach examined both thetechnical and the human sides of organizations and how they are interrelated.


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French (Varney 1967) describes the history of OD as emerging

about 1957 and having at least three origins:

Douglas McGregor's work with Union Carbide in aneffort to apply some of the concepts from laboratorytraining (see above) to a large system.

A human relations group at the Esso Company that

began to view itself as an internal consulting groupoffering services to field managers, rather than as aresearch group writing reports for top managers. Withhelp from Robert Blake and Herb Shepard, the groupbegan to offer laboratory training in the refineries ofEsso.

The Survey Research Center started using attitudesurveys.


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WHAT IS

ORGANIZATIONALDEVELOPMENT?


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According to Richard Beckhard

Organizational Development is defined as:

A planned effort

Organization-wide Managed from the top

To increase organization effectiveness and health

Through planned interventions in theorganizations processes, using behavioral-

science knowledge


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According to Cummings & Huse

Organization development is a process

by which behavioral science knowledge

and practices are used to help

organizations achieve greater

effectiveness, including improved quality

of work life and increased productivity.


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According to Matt Minahan

Organization Development is a body of

knowledge and practice that enhances

organizational performance and individualdevelopment, viewing the organization as a

complex system of systems that exist within

a larger system, each of which has its ownattributes and degrees of alignment.


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According to Warren Bennis

Organization Development is a complex

strategy intended to change the beliefs,attitudes, values, and structure of

organizations so that they can better adapt to

new technologies, markets, and challenges.


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According to Warner Burke

Organization Development is not just

anythingdone to better an organization; it is

a particular kind of change process designed tobring about a particular kind of result. OD

involves organizational reflection, system

improvement, planning, and self-analysis.


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UNDERSTANDING



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Several Main Conditions That Made ODNecessary

Human resources Changing nature of the workplace.

Global markets.

Accelerated rate of change


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When is an organization ready fororganizational development?

There is a formula, attributed to David Gleicher ,which we can use to decide if an organization isready for change:

Dissatisfaction x Vision x First Steps > Resistance to Change


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Organizational development efforts basically

entails two groups of activities:

action researchis a process of systematically

collecting data on a specific organization,

feeding them back for action planning, andevaluating results.

interventionsA few of the more popular

interventions are group interventions, inter-group interventions, comprehensive

interventions and total quality management.


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The Steps in Action Research

Entry.

Start-up and contracting

Assessment and diagnosis.

Feedback.

Action planning.

Intervention.

Evaluation.

Adoption.

Separation.


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CHARACTERISTICS

OFORGANIZATIONAL

DEVELOPMENT


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Team Building

Humanistics

Values

Systems

Orientation

Use of a Change

AgentProblem Solving

Experiential

Learning

Feedback

Contigency

Orientation

FIGURE 1 OD CHARACTERISTICS


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1. Systems Orientation

OD is a comprehensive program

that is concerned with interactions of

various parts of the organizations asthey affect each other. It is concerned

with working relationships as well as

personal ones.


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2. Use of A Change Agent

OD uses one or more change agents,

who are people with the role of simulating

and coordinating change within a group.Change agents are often outside

consultants with experience managing OD

programs, although companies sometimes

utilize inside managers.


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3. Problem Solving

Employees are learning how to

learn from their experiences, so they cansolve new problems in the future.


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4. Feedback OD relies heavily on feedback from

participants so that they have useful data

on which to base decisions. Feedback

encourages them to understand how they

are seen by others and take self-correcting

action.


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5. Contingency Orientation

OD usually is said to be situational and

contingency-oriented. Unlike many othertraining approaches that emphasize only

one right way to deal with a problem, OD

is flexible and pragmatic, adapting actions

to fit particular needs.


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6. Experiential Learning

Experiential Learning means that

participants learn by experiencing in thetraining environment the kinds of human

problems they face on the job.


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7. Humanistic Values

OD program typically are bases on

humanistic values, which are positivebeliefs about the potential and desire for

growth among employees.


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8. Team Building

The general goal of OD is to build

better teamwork throughout the

organization. Both small and large group

teams are emphasized. OD tries to resolve

differences in an organization so that they

can cooperate.


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THE


PROCESS


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Any organizational development process starts

with identification of problems that can besolved within the organization. This process

progresses through different stages and

determines satisfactory progress made foradditional involvement. The procedure is cyclic

and terminates only when desired result is

obtained. It can also be a series of trial and error

and a discovery of the best practices that can be

implemented in the organization.


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FIGURE 2 DIFFERENT STAGES OR PHASES OF THE ORGANIZATIONAL DEVELOPMENT PROCESS

Decision by managementto use OD, selection of

consultant.

Diagnosis of needs bymanagement and

consultant.

Collection of appropriatedata.

Evaluation and follow-up

Team BuildingAction planning andproblem solvingData feedback and

confrontation

Inter group development


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Does your organization have anorganizational process?

Has it improved the overallproductivity and situation of

your organization?


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TRAINING

METHODS USED


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Classification of Training Methods

Conventional Training Methods these include

coaching, lecture and discussion, films and the case

methods.

Laboratory Training Methods include role

playing, behavior modeling, gaming and encounter

groups.


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Laboratory Training

ROLE PLAYING

It just like acting out a given role as in a stage play. In

this method of training, the trainees are required to

enact defined roles on the basis of oral or written

description of a particular situation.

Focus on interpersonal responses.

Outcomes depend on the emotional and reactions of

the other trainees. The more meaningful the exercise, the higher the level

of particular focus and intensity


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Laboratory Training

BEHAVIOR MODELING

Uses the innate inclination for people to observeothers to discover how to do something new.

Based on the principles of social learning theory.

Provides trainees opportunity to practice the keybehavior.

It is teaching by actual demonstration with

acted-out ways to handle commonlyencountered behavioral problems.


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Laboratory Training

GAMING

It is defined as spirited activity or exercise inwhich trainees compete with each otheraccording to the defined set of rules.

This method is not used extensively in OD, yet,it does have some application. It resembles role-playing but differ from it in sense that gaming

focuses more on administrative problems.This provides a better balance of organizational

and emotional issues on the job.


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Laboratory Training

ORGANIZATIONAL GAMING

It is a group exercise in sequential decision

making under simulated organizational

conditions.This can show how leadership evolves, what

kinds of communication are effective, the

disastrous market results of internal groupconflict, human factors influencing decisions,

and the effect of success upon group cohesion.


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Laboratory Training

ENCOUNTER GROUPS

Encounter groups involve unstructured small-group interaction under stress in a situation that

requires people to become sensitive to oneanothers feelings in order to develop reasonablegroup activity.

This training seeks to improve understanding of

self, others, groups process, culture and generalbehavior skills.


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Documents

MEM 643 (B. OD and Trainig)