This document summarizes organizational development program evaluation and monitoring. It discusses methods for measuring the effectiveness of organizational change, including questionnaires, interviews, anecdotal evidence, and manager judgements. Guidelines for successful and failed organizational development interventions are provided. Characteristics of healthy and unhealthy organizations are also outlined. The document then analyzes Larry Greiner's study on patterns of successful and failed organizational changes, noting differences in starting points, sequences, and approaches used.

1. Reporters :
John Michael Crescencio
Mary Rose Jalang
Hyra Mae Gumban
CHAPTER 5
ORGANNIZATIONAL
DEVELOPMENT
PROGRAM
EVALUATION AND
MONITORING
HRM
325
HRM 325

2. 1. Rensis Likert’s questionnaire “Profile of
Organization Characteristics”
2. Interviews/Questionnaires
3. Anecdotal evidence
4. Informed Judgement of participating managers
Measuring The
Effectiveness
of Change in
OD

3. 1. OD need periodic long-range and extended period of
time-kind measurement
2. Recognized the cause-effect factors and avoid
contributing positive change or negative change
3. Measurement must not quantitative
Guideline in OD
Intervention

4. Condition for Failure and Success in OD
Efforts
Failure
1. Discrepancy between top
management statement values and
managerial behavior
2. Presence of big program activities
without solid base of change goal
3. Overdependence between outside
help and inside specialist
4. Changes of old structure and
existance
5. Confusing a “good relationship”
6. Inappropriate application of OD
intervention/Strategy
Success
1. Presence of pressure on
top management
2. Presence of Internal or
External pressure
3. Leadership and
collaboration
4. Form new relationship and
long-term perscriptive
5. Presence of system
rewards

5. The Larry Greiner's Study
Results of his survey on previous
organization change studies show the
following findings:
RESULTS OF
ORGANIZATIONAL CHANGE
STUDIES

6. A. Common approaches/forms used to
initiate organization-change
Unilateral Action.
01
Emphasis is on the authority of a man's hierarchical position in the company. The definition and
solution to a problem tend to be specified by the upper echelons and directed downward through
formal and impersonal control mechanisms.
a. By decree – a "one way" announcement that is directed downward to the lower levels in the
organization and usually in the form of a memorandum, policy statement, or verbal command.
b. By replacement – involves replacement of key personnel. It is based on the assumption that
organizational problems tend to reside in a few strategically located individuals, and replacing these
people will bring about basic change.
c. By structure – involves changing the organizational structure. It is based on the assumption that
people behave in close agreement with the structure and technology.

7. A. Common approaches/forms used to
initiate organization-change
Authority is still present and used, yet there is also interaction and sharing of power.
a. By group decision-making – the problem still tends to be deferred unilaterally from
above, but lower level groups are usually left free to develop alternative solutions and to
choose from among them.
b. By group problem-solving – power is shared through- out the decision process. There is
also an added opportunity for lower level subordinates to define the problem.

8. A. Common approaches/forms used to
initiate organization-change
Delegated Authority.
03
Almost complete responsibility for defining and acting on problems is turned over to the
subordinates.
a. By case discussion – focuses now on the acquisition of knowledge and skills with an authority
figure using his power only to guide a general discussion of information de- scribing a problem
situation.
b. T-group sessions – emphasis is on increasing individual self-awareness and sensitivity to
group processes.

9. 1. Success Patterns
There are distinct patterns in the evolution
of successful change:
a. The organization, especially top
management, is under considerable
external and internal pressures for
improvement even before an explicit
change is contemplated.
b. A new man known for his ability to
introduce improvement enters the
organization as official head of the
organization.
He initially encourages a re-examination of past
practices and current problems within the organization.
Likewise, he engages several levels of the organization
in problem-solving discussions to identify and diagnose
current organizational problems. In the process, he
provides others with new ideas and methods for
developing the solutions to these problems.
These solutions are developed and tested initially on a
small scale before these are applied in the entire
organization. When the successful change effort
spreads and management support grows, it is
gradually absorbed permanently in the organization's
way of life.
B . Reported results or what actually happened
in a number of organizational change:

10. 2. Failure Forms.
There are three interesting patterns of inconsistency in the "failure" forms:
a. The less successful changes begin from a variety of starting points.
Thus, one could begin with outside pressure on the organization; another
could originate with the hiring of a consultant; and another may start with
the presence of internal pressure, but without outside pressure.
b. Another pattern of inconsistency is found in the sequence of change
steps. In the less successful changes, there are wide and seemingly
illogical gaps in the sequence.
c. A final pattern of inconsistency found in the major approaches used lies
in the extreme ends of the power distribution continuum.
B . Reported results or what actually happened
in a number of organizational change:

11. Comparison Between Pattern and Failure Forms
of Organizational Change
1. Starting Point Begin from a common point.,
e.g., strong pressure both
internally and externally
Begin from a variety of points,
e.g., outside pressure on the top
organization; hiring of consultant
or presence of internal pressure
Item Successful
Patterns
Failure Forms
2. Sequence of
change steps
Shared approaches are used,
e.g., authority figures seek the
participation of subordinates in
joint decision-making
Wide and seemingly illogical gaps
in the sequence
The different phases of a successful organizational change as identified in Greiner's study
are the following:
Logical consistency is
absorbed between steps
Approaches used lies closer to the
extreme ends of the power
distribution continuum, e.g.,
unilateral approach (decree,
replacement, structure)
3. Use of a major
approach

12. A helpful guide in evaluating the success of OD
efforts is the knowledge of the characteristics of
a healthy or an unhealthy organization:
CHARACTERISTICS OF
ORGANIZATIONS
1. Little personal investment in
organizational objectives except at top
level.
Unhealthy Healthy
2. Extraneous factors complicate
problem-solving. Status and boxes in the
organizational chart are more important
than solving a problem.
3. Conflict is mostly covert and managed
by office politics and other games.
Objectives are widely shared by the
members and their is a strong and
consistent flow of energy toward those
objectives.
Problem-solving is highly pragmatic.
People work in-formally and are not
pre-occupied with status or territory.
Conflicts are considered important to
decision-making and personal growth.
They are dealt with effectively and
openly.

13. CHARACTERISTICS OF ORGANIZATIONS
7. The manager is a prescribing father to
the organization.
Unhealthy Healthy
5. Relationships are contaminated by
marksmanship and image-building.
People lack concern for one another.
6. People feel locked in in their jobs.
They feel stale and bored but
constrained by the need for security.
4. Learning is difficult. People don't
approach their peers and reject the
experience of others.
People are highly involved by choice.
They are optimistic and work place is
important.
Relationships are honest." People do
care about one another and do not feel
alone.
Leadership is flexible, shifting in style
to suit the situation.
There is a great deal of on- the-job
learning based on a willingness to give,
seek, and use feedback and advice.

14. CHARACTERISTICS OF ORGANIZATIONS
Unhealthy Healthy
9. Organization structure policies and
procedures encumber the organization.
10. Innovation is not wide- spread but in
the hands of a few.
8. The manager tightly controls small
expenditures and demands excessive
justification.
The organization itself adapts swiftly to
opportunities of changes in its market
place.
Organization procedures and policies
are fashioned to help people get the
job done and protect the long-term
health of the organization.
There is a high degree of trust among
people and a sense of freedom and
mutual responsibility.

15. Thankyou
for Listening.