University of Makati

Presentacion, Angelyn
Prof: Dr. Dela Cruz, Janine Moneda
IV-AHRDM

Organizational Development Process

It is an action research model designed to understand known problems, set

measurable goals, implement changes, analyze results.

Organizational development has been something that many businesses have

taken seriously since at least at the 1930’s. Like other process improvement

methodologies, the organizational development process takes advantage of circular set

of steps that can be repeated in order to make changes, test them out, and then adjust

further until the desired results have been achieved.

Organizational Development Process Cycle

This process will begin when a problem is identified. This system can be used to

make improvements on just about any situation or problem that a business face. It is a

broad set of steps that are easily understood, provide companies with ability to quickly

make changes in an attempt to solve issues. Once the changes are made, they can be

evaluated to see if the problem was resolved, if not, it will continue through the

development process.

There are a lot of processes when it comes to Organizational Development and

but have the same ideology or methodology to solved its own problem. I’ll be providing

7 interesting approaches:
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1. Initial Diagnosis

The management should try to find out an overall view of the situation to find the real

problem.

2. Data Collection

The consultant will make the surveys to determine the climate of the organization and

the behavioral problems of the employees.

3. Data Feedback

The Data which has been collected in the second step will be given to the work groups,

who will be assigned the job of the reviewing the data. Any areas of disagreement will

be mediated among themselves only and priorities will be established for change.

4. Planning Strategy

The consultant will suggest the strategy for change. He will attempt to transform

diagnosis od the problem into a proper action plan involving the overall goals for

change, determination of basic approach for attaining these goals and the sequence of

detailed scheme for implementing the approach.

5. Intervention

It refers to the planned programmed activities during the course of an OD program.

These planned activities bring certain changes in the system, which is the basic

objective of OD.

6. Team Building
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During the entire process, the consultant encourages the groups to examine how they

work together. The consultant will educate them about the value of free communication

and trust as essentials for group functioning. The consultant can have team managers

and their subordinates to work together as a team in OD sessions to further encourage

team building. Following the development of small groups, there may be development

among larger groups comprising several teams.

7. Evaluation

OD is a very long process. So there is a great need for careful monitoring to get precise

feedback regarding what is going on after the OD Program starts. This will help in

making suitable modifications whenever necessary. For evaluation of OD Program, the

use of critique sessions, appraisal of change efforts and comparison of pre and post

training behavioral patterns are quite effective.

The steps in OD are part of a whole process, so all of them need to be applied if a firm

expects to get the full benefits if OD. An organization which applies only a frw steps and

leaves the others will be disappointed with the results.

Entering and Contracting into OD Process

The planned change process generally starts when one or more key managers

or administrators somehow sense that their organization, department, or group could be

improved or has problems that could be alleviated through organization development.

The organization might be successful yet have the room for improvement. It might be

facing impending environmental conditions that necessitate a change in how it operates.

The organization could be experiencing particular problems, such as poor product

quality, high rates of absenteeism or dysfunctional conflicts among departments.

Conversely, the problems might appear more diffuse and consist simply of feelings that

the organization should be “more innovative”, “more competitive”, or “more effective”.

Entering and contracting are the initial steps in the OD process. They involve

defining in a preliminary manner between the OD practitioner and members of the client

system about how to work on those issues. Entering and contracting set the initial

parameters for carrying out the subsequent phases of OD: diagnosing the organization,

planning and implementing changes, and evaluating and institutionalizing them. They

help to define what issues will be addressed by those activities, which will carry them

out, and how they will accomplish. Entering and contracting can vary in complexity and

formality depending on the situation. In those cases where the manager of a work group

or department serves as his or her own OD practitioner, entering and contracting

typically involve the manager and group members meeting to discuss what issues to

work on and how they will jointly accomplish that.

Entering into an OD Relationship

An OD process generally starts when a member of an organization or unit

contacts an OD practitioner about potential help in addressing an organizational issue.

The organization member may be a manager, staff specialist, or some other key

participant, and the practitioner may be an OD professional from inside or outside of the

organization. Determining whether the two parties should enter into an OD relationship

typically involves clarifying the nature of the organization’s current functioning and the

issue(s) to be addressed, the relevant client system for that issue, and the
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appropriateness of the particular OD practitioner. In helping assess these issues, the

OD practitioner may need to collect preliminary data about the organization. Similarly,

the organization may need to gather information about the practitioner’s competence

and experience. This knowledge will help both parties determine whether they should

proceed to develop a contract for working together. The activities involved in entering an

OD relationship are: clarifying the organizational issue, determining the representatives

of the client organization, and selecting the appropriate OD practitioner.

Clarifying the Organizational Issue

When seeking help from OD practitioners, organizations typically start with a

presenting problem—the issue that has caused them to consider an OD process. It may

be specific (decreased market share, increased absenteeism) or general (“we’re

growing too fast,” “we need to prepare for rapid changes”). The presenting problem

often has an implied or stated solution. For example, managers may believe that

because members of their teams are in conflict, team building is the obvious answer.

They may even state the presenting problem in the form of a solution: “We need some

team building.” In many cases, however, the presenting problem is only a symptom of

an underlying problem. For example, conflict among members of a team may result

from several deeper causes, including ineffective reward systems, personality

differences, inappropriate structure, and poor leadership.

The issue facing the organization or department must be clarified early in the OD

process so that subsequent diagnostic and intervention activities are focused correctly.

Gaining a clearer perspective on the organizational issue may require collecting

preliminary data. OD practitioners often examine company records and interview a few
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key members to gain an introductory understanding of the organization, its context, and

the nature of the presenting problem. Those data are gathered in a relatively short

period of time, typically over a few hours to one or two days.

They are intended to provide enough rudimentary knowledge of the organizational issue

to enable the two parties to make informed choices about proceeding with the

contracting process. The diagnostic phase of OD involves a far more extensive

assessment of the problematic or development issue that occurs during the entering

and contracting stage. The diagnosis also might discover other issues that need to be

addressed, or it might lead to redefining the initial issue that was identified during the

entering and contracting stage. This is a prime example of the emergent nature of the

OD process, where things may change as new information is gathered and new events

occur.

Determining the OD Team Members

A second activity in entering an OD relationship is to define who are the team members

involved in addressing the organizational issue. Generally such organization members

are involved who can directly impact the change issue, whether it is solving a particular

problem or improving an already successful organization or department. Unless these

members are identified and included in the entering and contracting process, they may

withhold their support for and commitment to the OD process.

In trying to improve the productivity of a unionized manufacturing plant, for example, it

will be necessary to include union official as well as managers and staff personnel. It is

not unusual for an OD project to fail because the team members were inappropriately
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defined. Determining the team members can vary in complexity depending on the

situation. In those cases where the organizational issue can be addressed in a specific

organization unit, members of that unit must be included in the entering and contracting

process. For example, if a manager asked for help improving the decision-making

process of his or her team, the manager and team members would be the part of the

OD process. Unless they are actively involved in choosing an OD practitioner and

defining the subsequent change process, there is little likelihood that OD will improve

team decision making.

Determining the team members is more complex when the organizational issue cannot

readily be addressed in a single unit. Here, it may be necessary to include members

from multiple units, from different hierarchical levels, and even from outside of the

organization. For example, the manager of a production department may seek help in

resolving conflict between his or her unit and other departments in the organization. The

requirement of team members would extend beyond the boundaries of the production

department because that department alone cannot resolve the issue. The team might

include members from all departments involved in the conflict as well as the executive

to whom all of the department report. If that interdepartmental conflict also involved key

suppliers and customers from outside of the firm, the team might include members of

those groups. In such complex situations, OD practitioners need to gather additional

information about the organization to determine the relevant team members, generally

as part of the preliminary data collection that typically occurs when clarifying the issue to

be addressed.
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When examining company records or interviewing personnel, practitioners can seek to

identify the key members and organizational units that need to be involved. For

example, they can ask organization members such question as who can directly impact

the organizational issue. Who has a vested interest in it? Who has the power to approve

or reject the OD effort? Answers to those questions can help determine who is the

relevant team for the entering and contracting stage, although the members may

change during the later stages of the OD process as new data are gathered and

changes occur. If so, participants may have to return to and modify this initial stage of

the OD effort.

Selecting an OD Practitioner

The last activity involved in entering an OD relationship is selecting an OD practitioner

who has the expertise and experience to work with members on the organizational

issue. Unfortunately, little systematic advice is available on how to choose a competent

OD professional, whether from inside or outside of the organization. Perhaps the best

criteria for selecting, evaluating, and developing OD practitioners are those suggested

by the late Gordon Lippitt, a pioneering practitioner in the field. Lippitt listed areas that

managers should consider before selecting a practitioner, including the ability of the

consultant to form sound interpersonal relationships, the degree of focus on the

problem, the skills of the practitioner relative to the problem, the extent that the

consultant clearly informs the client as to his or her role and contribution, and whether

the practitioner belongs to a professional association. References from other clients are

highly important.

Developing a Contract
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The activities of entering an OD relationship are a necessary prelude to

developing an OD contract. They define the major focus for contracting, including the

relevant parties. Contracting is a natural extension of the entering process and clarifies

how the OD process will proceed. It typically establishes the expectations of the parties,

the time and resources that will be expended, and the ground rules under which the

parties will operate. The goal of contracting is to make a good decision about how to

carry out the OD process.

It can be relatively informal and involve only a verbal agreement between the client and

OD practitioner. A team leader with OD skills, for example, may voice his or her

concerns to members about how the team is functioning. After some discussion, they

might agree to devote one hour of future meeting time to diagnosing the team with the

help of the leader. Here, entering and contracting are done together informally. In other

cases, contracting can be more protracted and result in a formal document.

When developing a Contract there’s always a Mutual Expectations which focuses on

the expectation of the client and the OD practitioner. Time and Resources must the

organization and OD practitioner have and lastly, Ground Rules.

Diagnostic Models in OD Particularly the Open System Model

OD Diagnostic Models

draw from the action research practice, where clients are involved and take an

active role in the different stages of the diagnosis process, including the definition of

objectives, stakeholders, activities, and timeframe to gather and analyze data.

All consultants advocate expert diagnosis and action-taking. Engineers and behavioral

scientists alike have diagnoses of organizational conflict and prescription for solving it.

A. Diagnosing

Diagnosis is the process of understanding how the organization is currently

functioning, and it provides the information necessary to design change

interventions. It generally follows from successful entry and contracting, which

set the stage for successful diagnosis.

B. Diagnosing Process

Diagnosis is a cyclical process that involves data gathering, interpretations, and

identification of problem areas and possible action programs.

C. The Need for Diagnostic Model

Entry and contracting processes can result in a need to understand a whole system or

some part, process, or feature of the organization. To diagnose an organization, OD

practitioner s and organization members need to have an idea about what information to

collect and analyze.

D. Open System Model and Diagnosing as Open System

Systems can vary in how open they are to their outside environments. Open systems,

such as organizations and people, exchange information and resources with their

environments. They cannot complete control their own behavior and are influence in

part by external forces.

Open systems display a hierarchical ordering. Each higher level of system comprises

lower-level system: systems at the levels of society comprise organizations;

organizations comprise groups (departments); and groups comprise individuals.

Although systems at different levels vary in many ways – in size and complexity, for

example- they a number of common characteristics by virtue of being open systems,

and those properties can be applied to systems at any level.

Diagnosis: Organization, Group and Individual Level

An organization is considered an open system when it is impacted and influenced in

many ways by the environment in which it exists. In order to function properly, the

external environment must be taken into consideration at all times. The organization

must understand the environment to respond to it effectively while accomplishing its

mission. This type of organization can be diagnosed at three different levels:

Organizational, Groups and Individual.

Organizational Level

The organizational level is looked at in three phases: Input, System Design and outputs,

First, the practitioner wants to look at the inputs which require them to understand the

general environment and industry structure. Secondly, it is necessary to look at the

design components which consist of technology, strategy, structure, human resource

system, and measurement system that exist internally. This creates process through

which the organization arrives at its goals our outputs. This is seen in organizational

effectiveness, productivity, and stakeholder satisfaction. Once the practitioner and the

key stakeholder review this information, they have a useful starting point to determine

how well the organization is functioning.

Group Level

The second level of diagnosis would be on the Group level. On this level the focus

would primarily be on the input of organizational design. This speaks to how the

organization with a greater focus on its inner workings. The internal systems have key

components that need to be observed such as task structure, goal clarity, team

functioning, group composition, and group norms. The Group level gives the practitioner

a close look at what the culture is, how communication flows, and how well each

component is aligned with the over aching design of the work life, and performance.

Individual Level

Individual jobs have specific designs to accomplish specific tasks that need to be

performed through certain processes. Characteristics of individuals working these jobs

will be effective based on the level of skills, maturity, education, and experience with the

jobs. In addition, individual needs and expectations have to be considered on the

Individual level of diagnoses. Individual growth levels can be a factor in self-direction,

learning and motivation when it comes to the job fit. Inputs on the Individual level

focuses on Organizational design, group design and personal characteristics.

Effective Organizational Development Intervention

Organizational Development Interventions OD interventions are sets of

structured activities in which selected organizational units engage in sequence of tasks

that will lead to organizational improvement. Interventions are actions taken to produce

desired changes. One of the four conditions gives rise to the need for OD interventions.

First, the organization has a problem; something is “broken” Corrective actions –

interventions – are implemented to “fix” the problem.

Second, the organization sees an unrealized opportunity; something it wants is beyond

its reach. Enabling actions – interventions – are developed to seize the opportunity.

Third, features of the organization are out of alignments; parts of the organization are

working at cross-purposes. Alignment activities – interventions – are developed to get

things back “in sync.”

Fourth, the vision guiding the organizations changes; yesterday’s vision is no longer

good enough.

“Interventions constitute the ACTION component of the OD cycle.”

The OD practitioner (consultant) adds value in many ways. 4 sets of attributes are

bought to the organizational context:

1. A set of values;

2. A set of assumptions about people, organizations and interpersonal relationships;

3. A set of goals for the practitioner, the organization and its members; and

4. A set of structured activities that are the means of achieving the values, assumptions

and goals.

Intervention strategies are based on results of the diagnostic process and the

specified goals of the client system. Eg. the client system wants to modernized the

production process by moving from an assembly line with simple task structure and

complexity to complex tasks performed by self-managed teams.

The diagnosis process examines the extent to which the work environment is amenable

to such a system, employee’s willingness to change, time and effort required to make

the change and possible benefits or disadvantages.

Using a systems model to guide the program, the OD practitioner would need to

suggest a series of interventions in order to facilitate the change: training and education,

modified reward systems, group and team building programs reworking of the

organizational structure etc.

Characteristics of Effectiveness

 Is it relevant to the needs of the organization?

o Valid information

o Free and Informed Choice

o Internal Commitment

 Is it based on causal knowledge of intended outcomes?

 Does it transfer competence to manage change to organization members?

The Design of Effective Interventions

• Contingencies Related to the Change Situation

o Readiness for change

o Capability to change

o Cultural context

o Capabilities of the change agent.

• Contingencies Related to the Target of Change.

Intervention Overview

1. Human Process Interventions

o T-Groups

o Process Consultation and Team Building

o Third-party Interventions (Conflict Resolution)

o Organization Confrontation Meeting

o Intergroup Relationships

o Large-group Interventions

o Grid Organization Development

2. Technostructural Interventions

o Structural Design

o Downsizing

o Reengineering
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o Employee Involvement

o Work Design

3. Human Resources Management Interventions

o Goal Setting

o Performance Appraisal

o Reward Systems

o Career Planning and Development

o Managing Work Force Diversity

o Employee Wellness

4. Strategic Interventions

o Integrated Strategic Change

o Trans-organization Development

o Mergers and Acquisitions

o Culture Change

o Self-designing Organizations

o Organization Learning and Knowledge Management

The Design of Effective Interventions

 Contingencies Related to the Change Situation

o Readiness for Change

o Capability to Change

o Cultural Context

o Capabilities of the Change Agent

o Strategic Issues

o Technology and structure issues

o Human resources issues

o Human process issues

Intervention Overview

1. Human Process Interventions

o Coaching

o Training and Development

o Process Consultation and Team Building

o Third-party Interventions (Conflict Resolution)

o Organization Confrontation Meeting

o Intergroup Relationships

o Large-group Interventions

2. Techno structural Interventions

o Structural Design

o Downsizing  Reengineering

o Employee Involvement

o Work Design
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3. Human Resources Management

o Goal Setting

o Performance Appraisal

o Reward Systems

o Career Planning and Development

o Managing Work Force Diversity

o Employee Stress and Wellness

4. Interventions Strategic Interventions

o Integrated Strategic Change

o Mergers and Acquisitions

o Alliances and Networks

o Culture Change

o Self-designing Organizations

o Organization Learning and Knowledge Management

Organizational Development Process to the Course Requirement

While doing all the research and depth understanding on the Organizational

Development in a particular company this would definitely help my current course right

now which is HRDM which more focused on Human resource, through OD It would

helps us to understand the company’s success and how to counter attack a problem in

a certain situation specially if the company is already losing its stand and have to

undergo an Organizational Development which the organizational has to be committed

to the survival of the company and also to enhance and innovate its current stance.

Organizational Development helps us also to have a broad information or knowledge

when it comes to be a consultant or practitioner, it’s a guide to help us to be more

accurate and precise when it comes to providing resolution to its problem of course with

the help of the teams, departments cooperation to be able to achieve and complete

success and understanding OD it requires a lot of research though the information and

steps are basic but it’s hard to comply. OD is a good insight to us students to

understand more of our course or job that we will be having in the future.

Research References:

Overall Reference

https://drive.google.com/file/d/1PllD8Qrx5Qx2N5B22x8F6-VwB1kacm9H/view

Organizational Development Process

https://www.creativesafetysupply.com/articles/organizational-development-
process/#:~:text=The%20organizational%20development%20process%20is,since
%20at%20least%20the%201930's.

Process or Cycle of Organizational Development

https://www.yourarticlelibrary.com/organization/organizational-culture/organizational-
development-process-7-steps/64078

https://www.businessmanagementideas.com/organization/development-process/the-
organization-development-process/19236?
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AUp9UKgMnFgRQKv2Un2MerQkHWrVs4pdPPF8RJ52lbKk-
Zj8oIQEvCrip1PlKQq1aAoULLJufKXd5lzUCzKyp_jd24OVhtUM-
tHOr4T2lS9BVfzn9CYFahY5phoRECELFVS8EPynprpsTp7ssIBbsWfL0D07Z9qrarFmR
Da7T5Oms2glV3GPak83zdWZr9PHa2bkA2MfkjoqbRbyvIwWAKw9T0REZ5km8k8Y5A
h6SB0RNeyloICiYMx17hr4JPEudqTqniUVk70QnwSU9DwRRBcL_0xfeOPDMBnt9DPB
MyyhcrahS99WyUwxvMRREkMOw1nLwrXzuGhtdD_rqIfSOySVKBhekV6UHabwKkzM
GoFg86s-JdmENEPGYaXdwbzOUg

Entering and Contracting into OD Process

http://www.zainbooks.com/books/management/organization-development_14_entering-
and-contracting.html#:~:text=The%20activities%20involved%20in%20entering,selecting
%20the%20appropriate%20OD%20practitioner.

Diagnostic Models

http://armandojusto.blogspot.com/2009/04/competency-profiling.html#:~:text=OD
%20diagnostic%20models%20draw%20from,to%20gather%20and%20analyze
%20data.

Open System Models

http://www.reflectlearn.org/discover/open-systems-model#:~:text=Summary,being
%20closed%20and%20independent%20units.

Diagnosis Organization

https://www.cphrmb.ca/news/289780/Organizational-Diagnosis-What-You-Need-to-
Know-and-Why-Organizations-Need-Our-Help.htm

https://theintactone.com/2018/05/02/od-u2-topic-1-diagnosis-at-the-organization-group-
and-individual-level/#:~:text=Inputs%20on%20the%20Individual%20level,group
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%20design%20and%20personal%20characteristics.&text=The%20Individual%20level
%20of%20diagnosis,that%20are%20conducive%20to%20productivity.

Organizational Intervention

file:///C:/Users/Angie/Downloads/Unit%20No-5.Notes%20ODIS.pdf