2. 1. It applies to changes in strategy,
structure, and/or processes of an
entire system of an organization, a
single plant, a department or work
group or an individual role or job.
2. It is based on the application and
transfer of behavioral science
knowledge and practices, such as
leadership, group dynamics, work
design.
3. 3. It is concerned with managing planned
change, it is more adaptive approach.
The planned change can be modified and
redesigned if necessary.
4. It involves both creation and
reinforcement of change. It goes beyond
initial stage till stabilizing new activities.
5. It is oriented to improving organizational
effectiveness – effective organization is
able to solve its own problems and
focuses on achieving key goals.
4. Organizational Development Process is
based on the action research model
which begins with an identified problem
or need for change. The process proceeds
through assessment, planning of an
intervention, implementing the
intervention, gathering data to evaluate
the intervention, and determining if
satisfactory progress has been made or if
there is need for further intervention. The
process is cyclical and ends when the
desired developmental result is obtained.
5.
6. Diagnosis
diagnose the present
situation, collect data
(interviews, questionnaires, reports)
and develop strategy.
9. 1.Human Values. Humanistic values are
positive beliefs about desire for growth
among workers. The objectives of
developing an organizational climate
should be directed towards the recognition
and implementations of the OD program
that will develop workers, who are self-
actualized, integrally developed human
beings imbued with the sense of human
dignity, and are human beings with a sense
of responsibility for their organization, and
society.
10. 2. Utilization of a Change Agent. Change
agents are people whose roles are to
stimulate, facilitate, and coordinate
change within the system while
remaining independent from it. It is in
this context that OD program use one
or more change agents. Basically, the
change agent acts a catalyst sparkling
change within the organization.
Change agents may be external or
internal, and usually, they are
consultants form other organizations.
The advantage of using external
agents is that they are more objective
and have diverse experience.
11. 3. Problem-solving. OD emphasizes the
process of problem solving by way of
training participants to identify and
solve actual problems that are important
and need immediate solutions. The usual
approach used to improve prove
problem-solving skills is to have workers
identify existing problems, gather data,
take corrective action, assess, and make
periodic adjustments. This process of
using research to guide action in which
new data are needed as the basis for
new action is known as action research.
12. 4. Experimental Learning. Experimental
learning is the process when
participants learn by experiencing is the
process when participants learn by
experiencing in the training environment
of human problems that they actually
face on the job. Participants can discuss
freely and analyze their immediate
experiences and learn from them. This
approach tends to produce a better
change in behavior that the traditional
lecture and discussion in which workers
only hear and talk about theories and
concepts. What participants need to
learn is how these theories can concepts
are applied to real situations so that their
experiences will be more meaningful.
13. 5. Interventions at Various Levels.
Basically, one of the primary objectives
of organizational development is to build
organization that will be responsive to
the needs of workers; e.g., learning
adopting and improving the individual,
interpersonal group, and intergroup
organizational level. This OD strategy is
then developed with some interventions,
which are structural activities designed
to help workers improve their work
effectiveness. These interventions relate
to career planning and team building.
14. 1. Initial Diagnosis. At the
outset, the consultant meets
with top officials of the
organization to identify the
problems. The consultant then
seeks inputs by means of
interviews with various
workers in the organization.
15. 2. Data Collection. The data to be collected
should be related to the problem to
determine the organizational climate and
behavioral problems. The consultant asks
questions such as:
What kinds of conditions contribute most
of your job effectiveness?
What kinds of conditions interfere with
your job effectiveness?
What would you most like to change in the
way this organization operates?
3. Date Feedback and Confrontation. Work
groups are assigned to review and analyze
the data collected, to mediate areas of
disagreement, and to establish priorities
for change.
16. 4. Action Planning and Problem-solving. The
data are collected, synthesized and analyzed
are used by the group to study appropriate
recommendations for a change. The
discussion focuses on the existing problems
in the organization and plans that are to be
carried out, and the person responsible for
the implementation is specific.
5. Use of Interventions. When action is
completed, the consultant helps the
worker/participants select the appropriate OD
interventions. The intervention will focus on
the individual, group, interdepartmental
relations or the whole organization.
17. 6. Evaluation and Follow-up,
this is the stage of the
development process when
the expertise of the
consultant is necessary to
help organization evaluate
with outmost objectively the
results of the study.
