Organizational Development

• What is Organizational Development?

  • Change
  • Improvement
  • Innovation
• Characteristics of VUCA


  • Volatile
  • Uncertain
  • Complexity
  • Ambiguous
• Volatile


  Unexpected change, sensitive
• Uncertain


  Not clear, unpredictable
• Complexity


  Multiple key decision factors
• Ambiguous


  Lack of clarity, difficulty understand, lack of experience
• Dimensions of an Organization

  • Structure
  • System
  • People
• Structure


  • Flow
  • Functionality
• System


  • Technologies
  • Procedure
  • Policies/SOP
• People


  • Assets
  • Problematic
• Organizations can be developed through various methods such as training programs, team building activities, leadership development initiatives, and strategic planning sessions.
• Authority


  • Managerial control (McGregor 1960)
  • Comes from the bottom (Barnard)
• Hierarchy of authority


  Organizational chart
• Division of labor


  By Department
• Span of control


  Extent individuals responsible
• Line function


  On the top management (president, vp)
• Staff function


  In the lower management (rank and file)
• Decentralization


  Allow all individual in decision making
• Employee


  Should know the supervisor
• Retrenchment


  Decreasing the manpower
• Attrition


  Decrease in numbers including resignation
• Organizational chart


  • Flat - limited people
  • Tall - Broad; branches company; many levels
• Structure


  • The company lead by the president
  • Understand the structure
  • Understand vision, mission and goals
  • Job description
  • To know the manpower
• Organizational Development


  • Growth and relevance
  • Globalization - economics, competitiveness of one country
  • Technology - competitive
  • Managerial Innovation - risk taker(trust and innovator), exposure, transfer of learnings
• Globalization


  1. Start with school (curriculum)

  2. After that government and foreign investors (low cost of living, low salaries)
• The chance process model

  1. The need to understand the existing condition (policy, structure)

  2. The effort to encourage change in the employees

  3. The decision not to impose change (resistance)

  4. The necessity to lead with a vision
• Planned change


  • It is a cause and effect relationship between dependent and independent
• Factors affecting change


  • Social -(labor market), customer and consumer
  • Political - imbalance (power and wealth), terrorism (foreign investment), global alliances
  • Legal - rules, regulation, policies
  • Economic - globalization, inflation rate
  • Technological - informations
  • Environmental
• Change


  • It is Always mobility
  • Universal accepted
• Theory of planned change by Kurt Lewin

  • Unfreezing (present level)- understanding change is needed
  • Move (new level)- process of initiating change
  • Refreezing (new state)- establish a new status quo
• Action Research


  A model that provides information to guide subsequent action and validates an existing situation
• Steps in Action Research

  • Problem Identification
  • Consultation with a behavioral science expert
  • Data Gathering and Preliminary Diagnosis
  • Feedback to a key client or group
  • Joint Diagnosis of the problem
  • Joint Action Planning
  • Action
  • Data gathering After Action
• Problem Identification


  Define what is the problem (survey, interview, observation)
• Consultation with a behavioral science expert

  • Understand the culture and behavior of employees
• Data Gathering and Preliminary Diagnosis

  Distributed information/data
• Feedback to a key client or group

  Provide feedback to a key client or group on whether to accept or reject the question
• Joint Diagnosis of the problem

  Members discuss the problem and agree on a diagnosis
• Joint Action Planning


  The producer and the client members jointly agree on the beginning of the moving process and subsequent actions
• Action


  Interaction with employees
• Data gathering After Action(never enter without a contract)

  Measure and determine effects of the action