Topic 3: Understanding Organization Development

1. Topic 3: Understanding Organization Development JICA LGREP Organization Development and Management

2. Topic objectives • At the end of the session the participants should be able to: • List and discuss the characteristic of organization; • Explain the critical roles in the change process; • Differentiate the various roles of the OD players especially the change agent; • Understand the process of organizational development. Organization Development and Management

3. Understanding OD • Organization Development (OD) is the systematic application of behavioral science knowledge at various levels, such as group, inter-group, organization, etc., to bring about planned change. • so that the organization can adapt to competitive actions, technological advances, and the fast pace of change within the environment. Organization Development and Management

4. Question 1 What is the planned change for our community beneficiary? Organization Development and Management

5. Point 1 • The planned change is to organize a BAWASA to undertake management of the Potable Water System. Organization Development and Management

6. Question 2 In your personal experience what can you observe in a newly formed organization and ask yourselves why? Organization Development and Management

7. Point 2 • Characteristics of a newly organized association: • Low member participation • Low compliance to policies, systems, and procedures (PSP) • Insufficient PSP • Inefficient/ineffective use of resources (personnel, time , fund) • Ineffective leadership • Lack of respect to leaders or elected officials of the association • Unestablished support program and mechanisms from government and private sectors. • Why? • The Association is at its formative stage • Lack of members’ familiarity to roles and responsibilities • PSP under test run and for fine-tuning • Lack of familiarity in performing roles and functions • Officers and leaders lack confidence, are on OJT, and in the process of practicing/enhancing their skills in organizational management • The Association is in the process of establishing track record and credibility – an important personality for establishing network and linkages. Organization Development (OD) is very necessary to take place! Organization Development and Management

8. The end goal of OD … is for an organization to be more effective and fullyfunctioningin which the potential of its members are more realized. It is a which results to purposeful decision to effect changes in organization. We need to undertake OD for a newly organized BAWASA. change process Organization Development and Management

9. OD for our BAWASA therefore… Change... • Is all about creating changesconsciously towards a clear vision. • Is a problem solving oriented. • Applies both non-systematic and systematic approaches by closely linking human resources and organization potential to technology, structure and management process. • Focuses its efforts toward changesin the organizational members’ attitudes, behaviorand performance. Organization Development and Management

10. Critical Players in the Change Process • Change Sponsor (the BAWASA leadership) • is the formal leadership which legitimizes the change/s in the organization. • Change Agent (the CO Team) • transducer between scientific knowledge regarding organizational functioning and change process. • Change Target (BAWASA HH members) • Made up of people or group that must actually change. Organization Development and Management

11. Roles of a Change Agent Non -directive Directional Consultant behavior which fosters client interdependence Consultant behavior which fosters client dependence Observer Questioner Trainer Leader Facilitator Counselor Advisor Judge Organization Development and Management

12. Role as an Observer • The role is characterized by the consultant’s being present at meetings or in a work area over a period of time without being an active participation. Organization Development and Management

13. Role as a Facilitator • works with a person or group more actively in order to help them work through problems or bring about desired change. Organization Development and Management

14. Role as a Questioner • This role involves the asking of searching questions and the raising of fundamental issues that lie behind the manager with the consequences of his or her actions or invite him or her to examine his / her basic assumptions. Organization Development and Management

15. Role as a Counselor • Counselors may use many approaches – some of them quite nondirective and others quite coercive. Organization Development and Management

16. Role as a Trainer • In the Trainer’s role, the consultant acts as a resource person for a workgroup or stranger group in order to help achieve some short-range learning goals. Organization Development and Management

17. Role as a Advisor • In the role of the advisor, the consultant becomes, in effect, an “assistant to the manager”. Organization Development and Management

18. Role as a Leader • Under certain circumstances, the designated leader of an organization may become so dependent on an internal consultant that the consultant, in effect, becomes the leader of the organization. Organization Development and Management

19. Role as a Judge • In the role of Judge, the consultant reviews the personnel policies and practices of the organization and evaluates them. Organization Development and Management

20. Four Basic Stages Of Organization Development • Organizational Diagnosis • Action planning • Implementation of Plan • Evaluation Organization Development and Management

21. OD Process Organization Development and Management

22. References • Handout on Organization Development, PRRM North Cotabato, 1996. • Cunningham, J. B. & Eberle, T. (1990). "A Guide to Job Enrichment and Redesign," Personnel, Feb 1990, p.57 in Newstrom, J. & Davis, K. (1993). Organization Behavior: Human Behavior at Work. New York: McGraw-Hill; Knoster, T., Villa, R., & Thousand, J. (2000). A framework for thinking about systems change. In R. Villa & J. Thousand (Eds.), Restructuring for caring and effective education: Piecing the puzzle together (pp. 93-128). Baltimore: Paul H. Brookes Publishing Co.; Koch, C. (2006). The New Science of Change. CIO Magazine, Sep 15, 2006 (pp 54-56). Also available on the web: http://www.cio.com/archive/091506/change.html; Revans, R. W. (1982). The Origin and Growth of Action Learning. Hunt, England: Chatwell-Bratt, Bickley; Schein, E. (1968). "Organizational Socialization and the Profession of Management," Industrial Management Review, 1968 vol. 9 pp. 1-15 in Newstrom, J. & Davis, K. (1993). Organization Behavior: Human Behavior at Work. New York: McGraw-Hill. From http://www.nwlink.com/~donclark/leader/leadob.html • The role of the creative outlook in teambuilding, Adams, John, In W. Brendan Reddy & Kaleel Kamison, (eds). Team Building: Blueprints from Productivity and Satisfaction, USA: NTL Institute for Applied behavioral Science and University Association, Inc., 1987 Organization Development and Management