PSITE PEER! PReParE for OD

Organization DevelopmentApril 28-30, 2011

OD Concepts

OD Defined• Beckhard

“an effort, planned, organization-wide, and managed from the top, to increase organization effectiveness and health through planned interventions in the organization's processes, using behavioral-science knowledge."

OD Concepts (cont.)

Organizational Development – refers to "individual" as the unit of analysis– Internal development in the organization

a) Human Resourcesb) Hierarchy Developmentc) Infrastructure development

Organization Development– "collective or wholesome" as the unit of analysis– It is the development of the organization in the market by

comparing itself with previous year’s turnover etc. expanding the organization etc.

OD Concepts (cont.)

• Application of OD/Interventions– Social processes– Work designs– Human resources– Organization structures

OD Concepts (cont.)

• Psychological Foundations of OD– the nature of human beings in organizations– motivation that drives their behaviour– resistance of such behaviour to change– groups as the focus of organization change

OD Concepts (cont.)

OD and Change• OD involves both planned change and development of

the organization itself (Cummings & Worley, 2001).• OD focuses on changing and improving three key

aspects of organizations: – Strategies– Design components– Processes

• OD focuses on improving organization effectiveness

OD Concepts (cont.)

Rules of an Effective Organization (Gardner, 1965)• Must have an effective program for the recruitment and

development of talent• Capable of continuous renewal is that it must be a hospitable

environment for the individual• Must have built-in provisions for self-criticism• There must be fluidity in the internal structure• Must have some means of combating the process by which men

become prisoners of their procedures

OD Concepts?

Organizational Change and Development• Organization change is a departure from the

status quo. • In the simplest sense, change management

means the process of helping a person, group, or organization change.

• In essence, OD is a planned system of change– Change management implies “a purposeful effort

to bring about change.

OD Concepts (cont.)

• Definition of Organization– Organisations are bringing together activities so that

in their coordinated action, they would produce a greater result.

Core Components of an Effective Organization

• Vision, Values and Mission• Governance• Strategic Thinking and Planning• Program Development and Implementation• Evaluation, Learning and Accountability• Human Resource Management• Organizational Culture• Management Systems and Structures• Legal Compliance, Fiscal Management and Public Accountability• Resource Development• Constituent Relationships• Collaboration

OD Concepts (cont.)

• Definition of Organization– It would be more accurate to say that organization is

to bring together SYSTEMS to work in union rather than activities.

What is a System• In the simplest sense, a system is a series of

interdependent components (Burke, 1980).

• A structure or organization of an orderly whole composed of a number of parts, elements or functions, related to each other and to the whole working together to accomplish a specific mission.

Systems Thinking

14

Systems Thinking (cont.)

• The term systems approach emerged in the 1950s to describe a holistic and analytical approach to solving complex problems.

• Three parts include:– Systems philosophy– Systems analysis– Systems management

Systems Thinking (cont.)

Problem-solving approach: The analysis process 15

Systems Thinking (cont.)

Problem-solving approach: The synthesis process 16

Characteristics of System

• Wholeness

• Systematization • Compatibility

Systems ThinkingThe Laws of the Fifth Discipline: Peter Senge

1. Today’s problems come from yesterday’s “solutions.”2. The harder you push, the harder the system pushes back3. The easy way out usually leads back in 4. The cure can be worse than the disease5. Faster is slower6. You can have your cake and eat it too—but not all at once.7. Dividing the elephant in half does not produce two small

elephants.8. There is no blame.

Defining System Boundaries

SYSTEM An integrated whole made up of interacting, interrelating and interdependent parts unified by design to achieve a set of goals or objectives.

Focal System

System of concern (e.g. your office or organization)

Sub-system Parts or members of your office or organization.

Defining System Boundaries (cont.)

Macro System

Larger organization to which your office or organization belongs.

Related System

Other offices or organization which may be within or outside your larger organization

Mega System

The community at large

Systems Map

(RS)(RS)

MSSS

MegaS

(RS)

FS

PSITE Systems Map

• Region 3 ·

Professional •

Organizations

· CHED/TESDA

· Linkages (I/A)

· Accrediting • Agencies

· Division/Luzon

· Linkages· Extension· Members

· HEI’s· Members

• Individual· Institutional

· SSTIE chapter

· Industry· Extension· Linkages· Research

• SS

• RS MEG

A

• RS• MACR

O

• FS

PSITE National

MACRO

· CHED· Linkages· Extension· Regional ICT

Council· Research

InternalPITJ

MEGA

PSITE Systems Map?

Activity

Why OD?

• People should care about organization development because it is rapidly emerging as a key business topic—if not the key business topic

PSITE PEER! PReParE for OD?

• Honestly, I do not have an answer now.• What I can share with you is a PROCESS or a

ROADMAP to take, to answer this question; to make the choices.

• As it is, PREPaRE for OD is a challenge. PSITE’s success will depend largely on how well those ideas and innovations account for the fact that organization change is essentially a social process requiring human beings to change their behavior and mental sets.

PSITE PEER! PReParE for OD?

• “The interdependent nature of our world calls for all of us to collaborate with others within and outside of our organizations each and every day. ‘Going-it-alone’ is often an ineffective, even damaging, strategy, particularly in light of the tremendous complexity of the challenges we face.

• The success of our organizations—and our individual and collective well-being—depends more and more on our ability to work with others to create a common understanding of the systems from which both problems and solutions emerge.” (Building Collaborations, 2004)

Jar of Priorities

• A professor stood before his philosophy class and had some items in front of him: Jar Golf balls Pebbles Sand 2 cups of coffee

References• SAIDI Organization Planning System module• Organization Development & Change

– T. Cummings & C. Worley• Six Thinking Hats

– Edward de Bono• The Laws of the Fifth Discipline

– Peter Senge