Organizational Development Theory PDF

GOOD DAY EVERYONE! REPORTERS FOR TODAY! ABIA, EM ACIBAR, SANDARA BANARES JENELLE SALIENDRA, ALLYSA SORIANO, HANNA MAE Reporter Rules: Be attentive and; Respect the reporters Chapter Overview and Objectives This chapter discusses the concept of the a. The Nature of Planned Changed b....

GOOD DAY EVERYONE! REPORTERS FOR TODAY! ABIA, EM ACIBAR, SANDARA BANARES JENELLE SALIENDRA, ALLYSA SORIANO, HANNA MAE Reporter Rules: Be attentive and; Respect the reporters Chapter Overview and Objectives This chapter discusses the concept of the a. The Nature of Planned Changed b. The OD Practitioner After this chapter, readers are expected to comprehend and demonstrate knowledge on the following: 1.The Nature of Planned Changed 2. The OD Practitioner CHAPTER 3: OVERVIEW OF OD: THEORY AND PROCESS WHAT DO WE KNOW IN THE THEORY AND PROCESS OF OD? Organizational Development Theory Organizational Development (OD) is a field of research, theory, and practice dedicated to expanding the knowledge and effectiveness of people to accomplish more successful organizational change and performance. OD is a process of continuous diagnosis, action planning, implementation and evaluation, with the goal of transferring knowledge and skills to organizations to improve their capacity for solving problems and managing future change. History and Application of Organizational Development Theory OD emerged out of human relations studies from the 1930s where psychologists realized that organizational structures and processes influence worker behavior and motivation. Lewin's work in the 1940s and 1950s also helped show that feedback was a valuable tool in addressing social processes. More recently, work on OD has expanded to focus on aligning organizations with their rapidly changing and complex environments through organizational learning, knowledge management and transformation of organizational norms a Key Concepts of Organizational Development Theory Organizational Climate Defined as the mood or unique "personality" of an organization. Attitudes and beliefs about organizational practices create organizational climate and influence members' collective behavior. Key Concepts of Organizational Development Theory Climate features and characteristics may be associated with employee satisfaction, stress, service quality and outcomes and successful implementation of new programs. Climate features and characteristics include: Leadership, openness of communication, participative management, role clarity, and conflict resolution, leader support and leader control. Organizational Culture Deeply seated norms, values and behaviors that members share. The five basic elements of culture in organizations include: 1. Assumptions 2. Values 3. Behavioral norms 4. Behavioral patterns 5. Artifacts The subjective features (assumptions, values and norms) reflect members' unconscious thoughts and interpretations of their organizations. The subjective features shape the behaviors and artifacts take on within organizations. Organizational Strategies A common OD approach used to help organizations negotiate change, i.e. action research, consists of four steps. 1. Diagnosis 2. Action Planning 3. Intervention 4. Evaluation WHAT DO WE KNOW IN THE PLANNED CHANGE? Planned Changed refers to a purposeful and intentional effort to bring about modifications, improvements, or transformations within an organization. Unlike changes that occur organically or reactively, planned change involves a systematic and structured approach to address specific issues or achieve particular objectives. This type of change is typically initiated with a clear understanding of the need for change and a well- thought-out strategy for implementing it. In organizational development (OD), planned change refers to a purposeful and intentional effort to bring about modifications, improvements, or transformations within an organization. It is a systematic and structured approach to managing and implementing changes in various aspects of an organization, such as its structure, processes, culture, or technology. Planned change is a key concept within the field of organizational development, which is focused on enhancing organizational effectiveness and facilitating long-term success. Theory of Planned Change in Organizational Development Lewin’s Theory of Planned Change Model in Organization Development Lewin’s model is the basis for comprehending organizational change. It was first developed by Kurt Lewin and had three steps in it. So, Lewin’s change model suggests increasing the factors that trigger a change in the organization while reducing the forces that preserve the existing status of the organization. This reduces the resistance to change. The three steps involved in this model include: Unfreezing: As the name suggests, this step involves reducing the factors which maintain the existing organizational behaviour at the current level. It is named unfreezing because the existing state is unfrozen here. Unfreezing is sometimes accomplished by the causes of psychological disconfirmation. Moving: In this step, there is a displacement of existing organizational culture, innovation strategy, and individual or department to a different level. It also involves interfering in the present system to develop new attitudes and relevant organizational change. The three steps involved in this model include: Refreezing: In this step, stabilization of the organizational equilibrium occurs. Supporting mechanisms and procedures are used to achieve refreezing, which forces the new organizational state. These are the forces that gradually become regular, and the cycle continues.. Characteristics of Planned Change Intentional Systematic Approach Proactive Leadership Employee Involvement Communication Predictability Characteristics of Unplanned Change Spontaneous Less Predictable Reactive Leadership Limited Employee Involvement Communication Adaptability Types of Planned Change Structural Change Strategic Change Process-Oriented Change People-Oriented Change Technological Change Procedural Change Cultrural Change Policy Change Merger or Acquisition Change Leadership Change Product or Service Innovation Training and Development Change Process of Planned Change 8 Steps in Organizational Development Identify the need for change Develop goals for the change Appoint a change agent Analysis of the organization’s current state Select the implementation method Developing a plan Implementation of the selected plan Follow-up and evaluation WHAT DO WE KNOW IN THE OD PRACTITIONER? An organizational development practitioner is someone who helps create organizational change. Whether an in-house professional or consultant, they create organization-wide or department-wide strategies to implement change. Here’s a list of 8 competencies that an organizational development practitioner should develop to be successful. Diagnosis and assessment skills Analytic Skills Organizational Knowledge Process Skills Flexibility People Skills Communication Skills Inner Strength Organization development practitioner refers to at least three groups of people: - OD Professionals: These are specialists, either internal or external consultants, who work with clients such as top managers and department heads. They focus on open communication, employee involvement, and personal development. OD practitioners typically share humanistic values and possess skills in areas like group dynamics, decision-making, and communication. Organization development practitioner refers to at least three groups of people: - Content Specialists: This group includes experts in fields such as reward systems, organization design, IT, and business strategy. These areas are increasingly integrated with OD's process-oriented approach, as projects become more comprehensive and involve various parts of organizations. - Managers Applying OD Principles: This applies to the growing number of managers and administrators who have gained competence in OD and apply it to their own work areas. THANK YOU FOR LISTENING!