This document summarizes the stages of the organizational development process model: 1. Anticipating a need for change where leadership recognizes problems impacting effectiveness and wants improvement. 2. Developing the consultant-client relationship to work together on identifying issues. 3. The diagnostic phase uses tools to analyze the organization, identify problem areas, and determine causes through data collection and feedback. 4. Developing action plans and intervention strategies to address the diagnosed problems and causes. 5. Self-renewal, monitoring, and stabilizing change through evaluation, feedback loops, and maintenance to allow changes to permeate the culture. 6. Continuous improvement as an ongoing effort to refine processes, products

1. DCE 5632ORGANIZATIONAL DEVELOPMENT PROCESSPRESENTER :INSTRUCTOR :NOR AZMI AHMADDR KHAIRUDDIN IDRISMOHD ZAMRI MAT ZAINHAPDZAN HUSAINILAI LUNG KWANG

2. Organizational Development Process :The Model

3. Gary N.McLean (2005). Organization Development: Principles, Processes, Performance. San Francisco, USA: Berrett-Koehler.

4. Retrieved from http://en.wikipedia.org/wiki/Organization_development based on the Kurt Lewin Model of Action research

5. Retrieved from http://hrpeople.monster.com

6. Retrieved from http://www.authorstream.com/Presentation/Bharathisunagar-347048-5-managing-od-process-entertainment-ppt-powerpoint/

7. Stage 1: Anticipating a need for change

8. Stage 1: Anticipating a need for change Organization /leader recognizes that a problem exists which impact the effectiveness, mission & health of organization.Leadership has a vision of a better way and wants to improve the organization in term of performance.Dissatisfaction with the present situation.To achieve the first steps towards reaching the desired vision.Business is not as usual

9. Stage 2: Developing the Consultant –Client Relationship

10. Stage 2: Developing the Consultant –Client Relationship

11. Stage 2: Developing the Consultant –Client Relationship

12. Stage 3: The Diagnostic PhaseINTRODUCTIONWHY DIANOGSISto identify system parameters and recognize symptoms, problems, and causes of the organization effectiveness

13. 8/25/201013 Figure of The diagnostic processTentative ProblemAreas Identified146Data FeedbackProblem Areas Identified3More DataNeeded Now2Collect DataNOMore DataNeeded Now5ClientTarget MotivatedTo Work on ProblemYES7No ChangeAt PresentNOYESDiagnosis Work onProblem Causes.Result is Change8

14. Diagnostic Modelsis used to analyze the organization as a socio-technical system interacting with its external environmentCause maps are mathematical representations of perceived causal relationships among variables. Among the most important factors such as quantity, speed, frequency, quality, morale, and so forth)This technique assumes that at any given moment an organization is in a state of equilibrium/balanced

15. The Method of Diagnosis

16. Evaluating The Effectiveness Of Diagnosis

18. Stage 4: Action Plans, Strategies and TechniquesINTERVENTION!!!

20. Stage 5: Self-Renewal, Monitoring and StabilizingSelf renewalConceived of as a response to routine and lack of intellectual stimulation, which characterize many occupations in our society (Gardner,1964; Hudson, 1991). Organization renewal define as an ongoing process of building innovation and adaptation into organisation

21. Stage 5: Self-Renewal, Monitoring and StabilizingEvaluation and monitoringModel of five alternative ways to evaluateAsk the expertWhat’s the targetDid we hit the targetMid course correctionContinues monitoring(Weiss & Rein, 1970)

22. Stage 5: Self-Renewal, Monitoring and StabilizingStabilizing process maintenance phase.takes place under conditions of unfreeze ness which are necessary for the changes to have an impact once introducedhowever it is necessary that the changed system should stabilize to allow the changes to permeate the culture of the organization. The process consists of activities to maintain the effectiveness of the intervention by receiving feed back about the change & produced modifications

23. Stage 6: Continous Improvement ProcessCIP IS An ongoing effort to improve products, services or processes through intervention.WHY NEED CIP ? Organization environment became more-more competitive and business became usual. Only two type of organization - those that are changing and those that are going out of business.HOW TO DO? Continuously introduce changes through repeating the cycle of organization development process.

24. INCORPORATED DEMING CYCLE (PDCA) IN ODDefine and analyze the current processDevelop and implement planAction : Correction , Prevention,Engraft and plan next CPStudy the approaches, technique & resultAlso known as Deming Cycle and made it famous by Dr W. Edwards Deming PDCA model was introduced by Walter A Shewhart

25. OTHERS MODEL OF CONTINUOUS IMPROVEMENTKAIZENBENCHMARKINGTQM

26. CONCLUSIONOrganization need to continuously introduce changes through repeating the cycle of organization development process for continues existing in the market.

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