Organizational

Development
CANAIP
CLASS 3 (MODULE 5)
DIPLOMA IN HR AND TALENT MANAGEMENT.
 HUMAN RESOURCES
DEVELOPMENT SUBSYSTEM

• Human resource development

HUMAN RESOURCES
MANAGEMENT
processes include:
• Training activities
• Staff development.
Human Human Human • Organizational development
Resources
Integration resources resources audit • All of them represent the investments
Subsystem development subsystem that the organization makes in its staff.
subsystem
• They constitute three strata of different
extension in the conception of human
• Training
resources development.
• Staff development
• Organizational
development
Staff training and
development
.
 Organizations and the people who work in them are constantly changing. In organizations, new objectives are established, while existing ones are
reviewed and modified; new departments are created and old ones are restructured; people leave the organization or change jobs; new people are hired; products
undergo profound modifications; technology advances inexorably. People also develop, learn new things, change their behavior and attitudes, develop new
motivations and face new challenges. Times change. In organizations, some changes occur because opportunities arise, while others are planned in advance. The
term development is applied when the change is intentional and planned in advance.
 BASIC ASSUMPTIONS OF
ORGANIZATIONAL DEVELOPMENT
The concept of organizational development (OD) is linked to the concepts of change and the
organization's ability to adapt to change.

V Concept of Organization.

V Concept of Organizational Culture.

V Concept of Organizational Change.

V Need for Continuous Adaptation to Change.

V Interaction between the Organization and the Environment.

• Interaction between the Individual and the Organization.

• Individual Objectives and Organizational Objectives.

They adopt a behavioral concept of the organization.

Mechanistic systems Organic systems

• Only the individual is highlighted.

• Relationships between and within groups are highlighted.
• Authority-obedience type reinforcement.
• Mutual trust and reliability.
CONCEPT OF •
•
Rigid adherence to delegation and divided responsibility.
Very rigid division of labor and hierarchical supervision.
• Shared interdependence and responsibility.
• Multi-group participation and responsibility.
ORGANIZATIO •
•
Centralized decision making.
Conflict resolution through repression, arbitration and
• Widely shared responsibility and control.
N hostility.
• Conflict resolution through negotiation or problem solving.

They adopt the traditional concept of the division of labor.

Each participant's contributions to the organization vary depending on individual differences, as well as the reward and remuneration system adopted by
the organization.

Organic systems allow participants to acquire social awareness, and this makes organizations collectively aware of their destinies and the direction
needed to better navigate them.
 • Organizational culture means a way of life, a
system of beliefs, expectations and values, a form
of interaction and relationships, all representative of
a certain organization.
CONCEPT OF
CULTURE • Every organization is a complex system and
ORGANIZATIONAL human, with its own characteristics, such as its
own culture and a system of values.
• Organizational culture influences the climate that
exists in the organization.
 EXOGENOUS ENDOGENOUS
FORCES FORCES
• They come from the environment, such as new They create needs for structural and
technologies, changes in society's values and behavioral change.
new opportunities or limitations of the They come from within the organization
environment (economic, political, legal and itself, by virtue of the interaction of its
social). participants and the tensions caused. by
• These external forces create needs for internal different goals and interests.
organizational change.

CONCEPT OF
CHANGE
ORGANIZATIONAL
He process of change
Organizational change begins with the emergence of forces that create the need for change in some
parts of the organization. These forces can be exogenous or endogenous.
 • Structural: those that affect the organizational structure, departments (such as divisions or areas,
which are founded, created, eliminated or subcontracted through new partners), internal and external
information networks, hierarchical levels (reduced by establishing horizontal communications) and
modifications in the differentiation scheme versus existing integration.

• Technology: those that affect machines, equipment, facilities, business processes, etc. Technology
involves the way in which the company performs its tasks and produces its products and services.

• Products or services: those that affect the results or

outputs of the organization.

NEED FOR
CONTINUOUS
ADAPTATION TO • Cultural: that is, changes in people and their
CHANGE behaviors, attitudes, expectations, aspirations and

The individual, the group, the organization

and the community are dynamic and living
systems of adaptation, adjustment and
reorganization, as a basic condition for
their survival in a changing environment.
Organizational change cannot be left to
chance, but must be planned.
 INTERACTION BETWEEN THE ORGANIZATION
AND THE ENVIRONMENT
A responsive and flexible organization is versatile and able to quickly
reallocate its resources in ways that maximize their suitability and
improve their performance to achieve their objectives.
INTERACTION BETWEEN THE INDIVIDUAL
AND THE ORGANIZATION
The organization, outside of a context capable of satisfying the demands
of individuals, could grow, expand and find personal satisfaction and
fulfillment by promoting the organization's objectives.
INDIVIDUAL OBJECTIVES AND
ORGANIZATIONAL OBJECTIVES
DO emphasizes intense and democratic interaction between people and the
organization to foster participatory management.
 CHARACTERISTICS OF ORGANIZATIONAL
DO is a comprehensive program that seeks to ensure proper coordination of all parts of the company.
Approach directed at the organization
as a whole.
DEVELOPMENT
Systematic Orientation The basic goal of OD is to get all these parts to work together effectively.

Change Agent The Human Resources director is usually a change agent within the company who coordinates the
program with management and an external change agent. There is a company that has its own professional consultant who is
responsible for detecting and leading the changes necessary to increase the competitiveness of the organization.

Troubleshooting. A definition of OD can be organizational improvement through action research.

Learning by experience. Theory is necessary and desirable but the final test is in the real situation.

Group Process. It is based on group processes such as group discussions, confrontations, intergroup conflicts and procedures for cooperation.

Feedback. Feedback provides people with information about their behavior and fosters understanding of the situations they find themselves in, allowing them to take
steps to correct themselves and be more effective in them.

Situational orientation. Participants discuss options and do not rely on a single way of approaching problems.

Team development. It proposes cooperation and integration, which is why it also teaches how to overcome individual or group differences.
OD is an application of behavioral science techniques to improve
organizational health and effectiveness through the ability to cope
with environmental changes, improve internal relationships, and
increase problem-solving capacity.
 CASE STUDY Activity 1

THE CHANGE OF EXCELSA

Marcela González, director and president of Excelsa, dreams of transforming the company into a
learning organization. Impossible dream? Marcela thinks not and wants to begin the task by
forming a team of entrepreneurial executives for the company. Your first challenge is to choose
the team participants. What would you do in Marcela's place?

Based on what has been presented so far, develop a proposal that would support Marcela in
achieving a change in Excelsa.

Duration 15 min.
 ORGANIZATIONAL DEVELOPMENT PROCESS

Collection and Diagnosis Action Of Assessment

data analysis Organizational Intervention • The result of the
• It consists of assessment implies the
• It involves identifying • Intervention action is
determining the need to modify the
concerns and the planned action
necessary data and the diagnosis, which leads
problems, their phase of the OD
methods that will be to new audits, a new
consequences, process that follows
used to collect them approach, a new
establishing priorities, the diagnosis phase.
within the organization. implementation, and so
as well as goals and
on.
objectives.
The four stages can overlap, as there is no clear delimitation between them.
 INTERVENTION
TECHNIQUES IN ORGANIZATIONAL DEVELOPMENT

DO on an individual level: sensitivity training. DO for two or more people: transactional DO for teams and groups: procedural consulting.
• Sensitivity training is the most effective analysis. • Process consulting. In this technique, each
technique. old DO. It's a • Transactional analysis. It is a technique that team is coordinated by a consultant in
approach aimed at developing a person's seeks self-diagnosis of interpersonal human and information processes, who acts
social sensitivity and flexibility of their relationships. as a third party.
behavior
in front of others.

DO for intergroup relations: confrontation meetings. DO for the organization as a whole: data feedback.
•Confrontation meetings. Behavior modification technique led by an • Data feedback. It provides learning of new data regarding oneself,
external or internal consultant. others, group processes or organizational dynamics.
 isolation
Individualism and Low participation and limited supply
independence of ideas and information

Exchange of
Data sharing and feedback phase
ideas and
information

Critical moment for the group:

Mutual trust elimination of fear

Free and intense

communication
Progressive and accelerated
development through trust
Cohesion and solidarity and
Spirit
group responsibility
of interdependence Equip
ment
 Bad Excellent
Clear, shared by all, interest and
Confused, divergent, conflicting, indifferent TO. Goals and objectives
involvement
12 3 4 5 6 7 8 9 10

Few dominate, some are He. Stake Everyone pays attention, everyone
passive and do not pay
4 5 6 7 participates
attention
12 3 8 9 10

Unexpected Feelings, C. Feelings Freely expressed,

ignored or criticized 12 3 4 5 6 7 8 9 10 categorical answers

Pay attention to the symptoms instead of

attacking the fatigue: □. Diagnosis of group problems Every problem is diagnosed before
that an action be provided.
12 3 4 5 6 7 8 9 10
go directly to the proposals Solutions attack the causes
The leadership needs of the group do not Leadership needs, when they arise, are
match. AND. Leadership met
The group depends too much on one or a few 12 3 4 5 6 7 8 9 10
by various members. Any member
people participates as a leader

Decisions made by one F. decision making Divergences are appreciated,

consensus is sought and tested. Broad
HLLELLI and L-Ua LUO LElIc do not participate
12 3 4 5 6 7 8 9 10 support

There is no mutual trust. The members Mutual trust and reciprocal respect.
are closed, reserved, G. Mutual trust Free expression without fear of
They listen superficially, they are wary reprisals
of criticizing or being criticized.
12 3 4 5 6 7 8 9 10

Flexible group seeks new paths,

Routine, stereotyping and rigidity. H. Creativity and recognition modifies and
There is no progress 12 3 4 5 6 7 8 9 10
grow with creativity
 ntraonganlzeclne Data retrieval

intergroup Confrontation meetings

Types of DO Process consultant

intragroup
activities Team development

Interpersonal Transactional
analysis
Wisdom training
 CASE STUDY Activity 2

THE CHANGE OF EXCELSA

Once Excelsa's team of entrepreneurial executives has been chosen, Marcela wants to renew the
organization's values and processes to transform it from a conventional company into a learning
organization. How could you help Marcela?

Based on what has been presented so far, mention how the interventions of the DO would be used.

Duration 15 min.
 ORGANIZATIONAL DEVELOPMENT MODEL

GRID-TYPE
ORGANIZATIONAL DEVELOPMENT MODEL
• Blake and Mouton developed a
technology for planned organizational
change.
• It is oriented towards production and
people.
 Style Type of participation

9.1 There is no possibility of participation. People feel that even if they want to make contributions, they are not
required; if they are submitted voluntarily, they will be rejected.

1.9 People try not to criticize so that their words are not misinterpreted or they are afraid of not receiving immediate
support. The solutions have the 'lowest common denominator' and the behavior is superficial and ephemeral.

1.1 Participation and commitment are low. The people present may be physically close, but they remain absent or
distant.

5.5 Decision making is of the complacent or mediocre type, like a "patch" that leaves everyone unhappy.

9.9 Problem solving comes through participation and commitment.

Style Type of intergroup boundary

9.1 Intergroup hostility, based on mutual suspicion and distrust. It may develop stimulating disputes between those involved, but it causes
loss of organizational efficiency. The predominant attitude is win-lose.

1.9 Situation of peaceful coexistence. Participants on both sides of the border try to accept a minimum of mutual support, do things
amicably and avoid problems that would disrupt or impede reciprocal relations. Harmony is maintained, but potential is sacrificed for
realization.

11

Situation of isolation. There are no contributions to the solution of intergroup coordination problems. Individuals retreat on both sides
of the border, seeking to make cooperation across it unnecessary. There is duplication of efforts, because each department duplicates
activities within itself so as not to use the skills and competencies of others.

5.5 Uneasy truce situation. Participants resort to negotiation, compromise or apportionment and reach compromises to achieve a certain
degree of coordination and cooperation.

9.9 Open and frank communications. Situations of disagreement and controversy are attacked head on and with the ability to resolve
problems. There are boundaries because the company is segmented into divisions, but the attitude of the people is focused on
dealing with problems and needs constructively through them.
PHASES OF ORGANIZATIONAL
DEVELOPMENT
 PHASES OF ORGANIZATIONAL
DEVELOPMENT
INTERGROUP CONFRONTATION
MEETINGS: These are meetings that
try to develop intergroup relations,
TEAM address work relations, and
DEVELOPMENT: highlight cooperation and
team formation, coordination.
LABORATORY organizational
SEMINARS: are dynamics are
for all people studied and
in the analyzed. EVALUATION
organization, it Strengthens OF RESULTS:
is a work of participation and evaluation of
criticism and INSTRUMENTA changes to
social behavior. TION BY stabilize the
evaluation.
MEANS OF organization's
ESTABLISHMEN TEAM: objectives and
T OF corresponds to establish new
ORGANIZATION the ones for the
AL OBJECTIVES: instrumentation future
management of the ideal
defines the model of the
design of the organization by
strategic model means of
 OBJECTIVES OF
ORGANIZATIONAL DEVELOPMENT
The DO techniques adopted are almost always related to
one of the five techniques described.

NFIDENC
LEVEL INCREASE THE
Qhiuncim INCREASE THE LEVEL / CONFRONTATION OF
OF PROBLEMS
my TRUST • BUSINESS

•7 aF 7r
ENVIRONMENT
CREATE AN
BASED ON INCREASE
THE OPENNESS OF
KNOWLEDGE AND THE
-of SOCIAL SKILL COMMUNICATIONS

INCREASE THE LEVEL OF SEARCH FOR

ENTHUSIASM AND 'SYNERGIC' SOLUTIONS
PERSONAL SATISFACTION TO THE
ISSUES

INCREASE THE
4
INDIVIDU
 CASE STUDY Activity 3

THE CHANGE OF EXCELSA

Marcela González then wants to define with her team which intervention techniques they will use to
begin to change the mentality of the company's executives, managers and employees. What would
you do in his place?
 LEARNING ORGANIZATIONS
The core of the learning organization is comprised of five disciplines, which constitute long-term programs
for organizational development, learning and practice, namely:
1. Personal mastery: understood as the increase in the ability for individual development.

2. Mental models: These are understood as internal data that serve as a basis for actions and decisions in the
work environment.

3. Shared vision: means creating a commitment to the common goals of the work team.

4. Team learning: refers to the ability to develop collective knowledge and skills. Social skills and
interpersonal relationship abilities are important.

5. Systems thinking: represents a mental tool to deal with change processes. Thinking globally or holistically;
that is, seeing the whole.
 THE BASIS FOR CREATING A LEARNING ORGANIZATION

Monitor Meet Increase

• Closely what happens in the environment • Document and organize • Gradually increase the level of
of organizational activities, whether information and analysis to knowledge of the organization
through employee contacts with customers make it available to everyone and continually measure the
or through contacts with new technologies, in the organization and for later learning rate to ensure that
suppliers, shareholders and future use. progress has actually been made.
candidates for employment.

Develop
• And offer means and resources so that
people who receive this information can
relate it to what other people observe and
analyze according to the organization's
prior knowledge.
 Function Traditional organizations Learning Organizations

Determining the general direction Company management provides the vision.

The vision is shared and emerges from many places,
but management is responsible for ensuring that the
vision exists and can be achieved.

Formulation and implementation of Management decides what needs to be done and the The formulation and implementation of ideas occurs at
ideas rest of the company works with those ideas. all levels of the organization.

Each person is responsible for the activities of their

People know their activities and how they interrelate
Nature of organizational thinking position and their focus should be on developing their
with others within the organization.
individual skills.

Conflicts are resolved through collaborative learning and

Conflicts are resolved through the use of power and
Conflict resolution the integration of people's points of view in the
hierarchical influence.
organization.

Leadership and motivation The leader's role is to define the organization's vision, The leader's role is to build a shared vision, empower
provide appropriate rewards and sanctions, and people, inspire commitment, and foster effective
maintain control over people's activities. decisions throughout the company.
Environment Connecting the organization with its
environment

People >
Promote dialogue
"Continuous
and dissent and create
learning > and
opportunities for
change"
learning
• continuous /
 Traditional training environment Learning organization environment

Instructor-driven learning Autonomous plans

Plans designed and prescribed Various teaching methods
Class-based teaching Competencies as the basis of the course
Programs as the basis of the course Demonstration of competence as a determinant of ability
Presence as a determinant of ability Goal setting between current ability and desired ability
Based on individual assessment of competence
Offered in one way to all

Based on generic analysis of training needs

Self-directed learning
For organizational change to occur, it is necessary to provide the following conditions to
people:

ORGANIZATIONAL

4. Take advantage of
1. Get them to 2. Learning to live with 3. Learn to expand
every opportunity to
“embrace change” uncertainty your network of
learn.
relationships.

5. Develop a
7. Be aware of 8. Change expectations
different perspective 6. Add value.
technology. regarding employment.
of the race.

9. Adopt new labor

relations that replace
traditional supervision.
 CASE STUDY Activity 4

THE CHANGE OF EXCELSA

Marcela aims to make her company the best place to work. He wants the company to be a learning
organization so that workers can create and innovate. What ideas would you give to Marcela?
 CONCLUSION.

While training and development relates to change at a microscopic, individual level, OD is macroscopic and
systemic. DO seeks to transform mechanistic organizations into organic ones, through organizational change,
modification of organizational culture, and the possibility of sharing its objectives and the individual objectives of
participants. Thus, DO represents an integrated effort of planned change that involves the entire organization. OD
involves a three-stage process: data collection, organizational diagnosis, and intervention action. Among
the OD intervention techniques, the most important are: data feedback, team development, confrontation
meetings, sensitivity training, and procedure consulting. The objectives of DO are broad and make the
organization move from the XA model towards the YB model.