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Organizational Development Process

OD Process Model

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ORGANIZATIONAL DEVELOPMENT PROSES By : Zulfadli Othman Mesnan Supa’ad Najmina Md Isa
Why Be Concerned with Process? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Organizational Development’s  Five Stages
 
 
STAGE 1 :  Anticipate a Need for Change ,[object Object],[object Object],[object Object],[object Object]

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Organizational Development Process

  • 1. ORGANIZATIONAL DEVELOPMENT PROSES By : Zulfadli Othman Mesnan Supa’ad Najmina Md Isa
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  • 8. AT&T Corporation The history of AT&T is in large measure the history of the telephone in the United States. AT&T's roots stretch back to 1875, with founder Alexander Graham Bell's invention of the telephone. During the 19th century, AT&T became the parent company of the Bell System, the American telephone monopoly. The Bell System provided what was by all accounts the best telephone service in the world. The system broke up into eight companies in 1984 by agreement between AT&T and the U.S. Department of Justice. From 1984 until 1996 AT&T was an integrated telecommunications services and equipment company, succeeding in a newly competitive environment. Today, AT&T is a global networking leader, focused on delivering IP-based solutions to enterprise and government customers. Additionally, as AT&T pivots away from traditional consumer services, the company continues to offer consumers and small businesses a breakthrough alternative to traditional services – Voice over IP.
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  • 19. Overview of an Improvement Project Weaknesses Solution Expected Outcomes PROCESS
  • 20. Sample Process Improvement Chart Customer contact lag time Too much for sales to do Cannot track ROI back to events Events are expensive WHICH PROCESSES ??? Weaknesses Solution(s) Expected Outcomes RFP losses Higher proposal win rate (M) Sales feels supported (S) Cost per lead data (M) Improved decision-making (S) Faster follow-up (M)
  • 21. STAGE 3: THE DIAGNOSTIC PHASE Collect important data. (important activity providing the organization of client system) Identify problem area and causal relationship (used to determine problem solution)
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  • 29. A380
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  • 33.
  • 34.
  • 35. AIRBUS EUROPEAN PLANTS FRANCE 1. Toulouse : (11,500 staff). Cabin and cargo. Electrics, nose, fuselage, wings. 2. Saint Nazaire : (2,300) Nose, centre fuselage. *Faces sell-off or closure 3. Nantes : (2,000) Nose, centre fuselage. 4. Meaulte : (1,200) Nose, centre fuselage. *Open to investors GERMANY 5. Hamburg : (10,000) Cabin and cargo. Electrics. Fuselage assembly. 6. Buxtehude : (350) Cabin and cargo. Communication systems. 7. Stade : (1,500) Vertical tail. Design, manufacture, assembly. 8. Bremen : (3,100) Cabin and cargo. Fuselage design, production. 9. Nordenham : (2,100) Manufacture of fuselage. *Open to investors 10. Varel : (1,100) Machining fuselage parts. *Faces sell-off or closure 11. Laupheim : (1,100) Cabin and cargo. Design and manufacture. *Faces sell-off or closure SPAIN 12. Getafe : (2,000) Horizontal tail, A380 rear fuselage. Assembly. 13. Puerto Real : (500) Horizontal tail and A380 rear fuselage. Production. 14. Illescas : (500) Horizontal tail and A380 rear fuselage. Development. UK 15. Filton : (6,500) Electrics and wing. Design. *Open to investors 16. Broughton : (5,000) Wing. Assembly, manufacture.
  • 36.
  • 37. Orders AND Deliveries Airbus A380 firm net orders and deliveries (cumulative by year) 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Total Orders A380-800 78 0 34 10 10 24 33 9 4 32 2 236 Deliveries A380-800 0 0 0 0 0 0 1 12 10 18 19 60

Editor's Notes

  1. Use of project teams: Manage problems: reduce cots and improve