ORGANIZATIONAL DEVELOPMENT PROGRAM

An On KALABASA ORGANIZATION


I. INTRODUCTION
     
     Organization is highly grouped with very competitive environment and people.  It needs a competent members and must promote every individual their opportunities for advancement and to meet success and also failures.


     In addition, this contains the organizational development program for XELEMCII Organization to maintain its harmonious and productive working relationship within the organization.


II. GENERAL GOALS


     1. To define and evaluate effectiveness for the betterment of the organization.  The degree of accomplishment indicates the degree of effectiveness.


     2. To be highly competitive organization with competent people, products, plans, and performance.


     3. To achieve its corporate success and to compete with multi-national organization for its growth and accomplishment.


III. SPECIFIC OBJECTIVES

• To increase the betterment and performance of each member of the organization
• To value that the most important foundations of an organization are the people works within it.
• To improve the individual group ability, in order to promote a good works habit.
• To assess and evaluate the performance of the organization to improve its ways and methods of doing things.

IV. CALENDAR OF ACTIVITIES

	Regular Board Activity	Approximate Date (see NOTE #3 above)
1.	Fiscal year begins	January (fiscal-year timing is often specified in the Bylaws)
2.	Conduct Board Self-Evaluation (do once a year and in preparation for first board retreat (there are 2 per year))	March-April (do shortly before evaluating chief executive)
3.	Evaluate Chief Executive (by referencing his or her progress towards last fiscal year's goals and his or her job description)	April-May (do shortly after completion of last fiscal year)
4.	Review and update board policies and personnel policies	April-June (do concurrent to board and chief evaluations)
5.	Conduct first board retreat (address board self-evaluation results, team building, begin strategic planning, etc.)	April
6.	Begin recruiting new board members	April-May (in time for June/July elections)
7.	Conduct strategic planning to produce organizational goals and resources need to reach goals	May-June-July (start planning in time for setting mission, vision, values, issues, goals, strategies, resource needs, funding needs (nonprofit-specific), and time for getting funds before beginning of next fiscal year)
8.	Elect new board members	June-July (per By-Laws)
9.	Establish chief executive's goals for next year (as produced from strategic planning)	August (as organizational goals are realized from planning)
10.	Hold annual meeting	July (per By-Laws)
11.	Draft next year's budget (based on resources needed to reach new strategic goals)	July-August-September
12.	Develop fundraising plan(nonprofit-specific) (with primary goals to get funds needed for budget)	July-August-September
13.	Conduct second board retreat (address board orientation/training, re-organize or form new committees based on goals from strategic plan, develop work plans, update board operations calendar, review planning status, etc.)	August (in time to orient new board members soon after they join the board)
14.	Conduct fundraising plan(nonprofit-specific) (primarily to meet fundraising goals)	August-December

V. SPECIFIC OBJECTIVES

     It covers up three essentials domains of individual; the knowledge, skills and attitude.

• as KNOWLEDGE

- this organization is focused on the development of each individuals mind in creating their best ideas for the success of organization.  It is expected that every after season a lot new ideas will come up and implemented.

• as SKILLS

- the organization needs a skillful members to implement and take it into action, the ideas that are coming up every after season.  It is like learning without application is useless.  Skillful members are the organization is the key to success.

• as ATTITUDES

- the most important of all is the attitude that made an organization maintains its goals and objectives.  Good working relationship and positive attitudes may bring the organization to its success.  Positive attitude will lead the workforce very strong.

VI. OD NORM

1. Employees are highly skilled and tend to stay in the organization, while working their way up the ranks. The organization provides a stable environment in which employees can development and exercise their skills. 
2. Employees are "free agents" who have highly prized skills. They are in high demand and can rather easily get jobs elsewhere. This type of culture exists in fast-paced, high-risk organizations.
3. The most important requirement for employees in this culture is to fit into the group. Usually employees start at the bottom and stay with the organization. The organization promotes from within and highly values seniority.
4. Employees don't know if they'll be laid off or not. These organizations often undergo massive reorganization. There are many opportunities for those with timely, specialized skills.

VII. GABAY ACTIVITY NORMS

     

     Every learning facilitation everyone is expected to give their shares in terms of their experiences and ideas.  It helps the organization to widen their perspectives and be open to every situations or difficulties.

VIII. GABAY NORMS FOR COLLABORATION

     Gabay Norms for Collaboration is working hand by hand to everybody not only inside of the organization but also to other helping organizations to achieve their both success.

IX. GABAY FOR EVALUATION

     Evaluation or simply assessment is a good program because it encourage people to work with eagerness and to change those wrong doings that they showed every learning facilitation.  Evaluation also proves that change is possible and it may bring a positive results.

X. RECOMMENDATION

     My best recommendation is to study first the organization's culture and people it may help you adjust to changes brought by the organization.  Don't be afraid to ask or research about this, it may bring you an idea about the people you may work with.  Be strong to response to changes because it is really a part of organization.  Show your creativity for the betterment of the organization.

CASE FOR ANALYSIS

1. What type of change(s) occurred at Bayer?

• The plant had changed ownership three times.
• The workforce seemed to have dissolved as fast as the analgesic tablets rolling off production lines.
• Down from 800 to 360 workers in less than a year.
• Employees were uncertain about what it would be like to wok for Bayer.
• The plant manager post had been vacant for a while.
• Morale among workers plummeted.
• Job security became a running joke.

2. What type of employee resistance to change did   Bayer have to address?

• Bayer management realized that employees that given competitive forces and the rate of change in the industry, they needed to streamline operations to have more secure future in Bayer Corporation newly formed Consumer Care Division. They soon realized that employees needed to be involved at the heart of any turnaround.

3. What are the positive and negative lessons learned from how change was handled by Bayer?

• Communication was so important in getting and receiving information about on-site performance, department projects and rumors that they initiated.
• Because of this change the managers started to listen to what everyone had to say and treated them as equals, and really value their opinions.
• Resistance to change can be overcome by acknowledging not only the business rationale for change but also the hopes, fears and dreams of those affected and noted to change.

LEARNING SUMMARY





LEARNING PRINCIPLES AND CHANGE

UNFREEZING OLD LEARNING

• It requires people who want to learn new ways to think and act. It deals directly with resistance to change. Managers must determine these expectations and motivations in order to manage change since it's the management's responsibility to show why employees should want to change. 

MOVEMENT TO NEW LEARNING

• It requires training, demonstration, and empowerment.

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REFREEZING THE LEARNED BEHAVIOR

• It occurs through the application of reinforcement and feedback. Management must guard against the possibility that what a person learned at training site is lost when that person is transferred to the actual work site. 

CHANGE AGENT

• An interviewer who bring a different perspective to a situation and challenges the status quo.

1. External Change Agents - are temporary employees of the organization because they're engaged only for the duration of the change process.  
2. Internal Change Agents- are individuals working for the organization who knows something about its problem.  
3. External-Internal Change Agents- a combination of external-internal change team to intervene and develop programs. An approach that attempts to use the resources and knowledge base of both external and internal change agents. This involves designating an individual or small group within the organization to serve with the external change agent as spearheads of the change effort.

REASONS OF RESISTING CHANGE

1.  Parochial Self-interest- Individuals fear the loss of power, resources, freedom to make decisions, friendships and prestige.
2. Misunderstanding and Lack of Trust- Misunderstanding the intent and consequences of organizational change is more likely to occur when trust is lacking between the person initiating the change and the affected individual. Individuals resist change when they do not fully understand why the change is occurring, as well as its implications.
3.  Different Assessments- Individuals view change differently, as a result they often have different assessments of the situation. Initiators of change see more positive results while those being affected and not initiating change see more costs involved with the change.Low
4.  Tolerance for Change- People resists change because they fear they will not be able to develop the new skills necessary to perform well. Individuals may understand clearly that change is necessary but they may be emotionally unable to make the transition. For them, making the necessary adjustments and changes is the same as admitting that some of their previous behavior, decisions and attitudes were wrong.

REDUCING RESISTANCE TO CHANGE

Management take steps to minimize the resistance to change. This steps includes:

•                   Education and communication (explaining and informing)
•                      Participation and involvement ( involving employees in the process)
•                      Facilitation and support ( retraining and providing a range of support)
•                      Negotiation and agreement ( discussion with resisters and negotiation)
•                      Manipulation and cooptation (bringing in supporters to guide others)
•                      Explicit and implicit coercion (threats, taking away rewards, job loss)

DIAGNOSIS OF A PROBLEM

     The diagnostic phase is facilitated through data gathering, interpreting and presenting. The accuracy, interpretation and presentation of data are extremely important. Experience and judgment are critical to this phase.

· Questions for Sound Diagnosis of Problem

·  What is the problem as distinct from the symptoms of the problem?

·  What must be changed to resolve the problem?

·   What outcomes are expected from the change, and how will those outcomes be measured?

ALTERNATIVE CHANGE TECHNIQUES

1.  Structural Change-refers to managerial attempts to improve performance by altering the formal structure of task and authority relationships.It can alter some aspects of the formal task and authority system.
2. Changes in the Nature of Jobs-originates with new methods and new machines.This includes work simplification and job enrichment. Job can be changed by altering the job description, the role expectations of a position, relationships among positions and work flow patterns.
3.  Changes in the Bases of Departmentalization
4.  Change in Line-Staff Relationships- This change include two techniques but the first and most commonly used is the creation of staff assistance as a temporary or permanent solution.
5. Behavioral Change- behavioral change techniques are efforts to redirect and increase employee motivation, skills and knowledge bases. Its major objective is to coordinate performance of assigned task.
6. Team building-Its purpose is to enable work groups to do their work more effectively to improve their performance.Specific aims of this intervention includes setting goals and priorities, analyzing the group's work methods, examining the group's communication and decision making processes and assessing interpersonal relationships within the group.
7. Diversity Training-a form of training that attempts to make the participants more aware of themselves and of their effect on diverse others.It stresses the process rather that the content of training and emotional rather than conceptual training. 
8. Technological Change

APPRECIATIVE INQUIRY (AI)

• is a method of focusing on positive or potential opportunities. It proposes that organizations and individuals are creative enough to develop programs, relationships and behaviors that address success, personal growth and fulfillment.

4D PROCESS

DISCOVERING - appreciating what is the "best" in the current situation being examined.

DREAMING- talking about ideals and the value of being in an ideal situation.

DESIGNING - exchanging thoughts and formulating and constructing with others a collective model of an ideal group team or work setting.

DELIVERING - establishing a plan, an execution strategy, and a set of goals to change the situation being examined.

TRENDS IN ORGANIZATIONAL CHANGE

Downsizing

• involves reducing the size of the workforce and often closing some operations and consolidating others. Its core task is determining what operations should  be closed and which positions should be eliminated in the organization. Effective downsizing requires careful analysis of the companies' operations and a well-planned implementation that minimizes unnecessary human costs.

Empowerment

• includes the granting of permission to individuals to utilize their talents, skills, resources and experience to make decisions about customer relationship management, investments, hiring people, just-in-time inventory management, total quality control, computer purchases, and forming alliances.

Telecommuting 

• performing all or some portion of the job at sites away from the central work site. Virtual employees are connected to their supervisor or office through computer networks.This help workers deal with work and personal life issues and cope with commuting stress and interruptions in a traditional office by providing more flexibility.

Flextime

• a work schedule or structure that provides flexible work hours theoretically provides more autonomy and discretion to employees. This gives employees a choice of starting and ending times as long as they work a core time period.

LIMITING CONDITIONS

 Leadership climate-refers to the nature of the work environment that results from the leadership style and the administrative practices of managers. 

 Formal Organization-includes the philosophy and policies of the management, as well as the legal precedent, organizational structure and the systems of control. It must be compatible with the proposed changes.

Organizational Culture- refers to pattern of beliefs resulting from group norms, values, and informal activities. 

DIMENSIONS OF IMPLEMENTING CHANGES

Timing- is knowing when to make the change. Timing is strategic, it depends on a number of factors such as the organization's  operating cycle and the groundwork that has preceded the change.

Scope- is knowing how much of a change to make. A change of considerable magnitude should not compete with ordinary operations.

GUIDELINES FOR MANAGING CHANGE

1.                  Management and all those involved must have high and visible commitment to the effort.

2.                  People who are involved need to have advance information that enables them to know what is to happen and why they are being asked to do what they are to do.

3.                  The effort must be connected to other parts of the organization.

4.                  The effort needs to be directed by line managers and assisted by a change agent if necessary.

5.                  The effort mus be based on good diagnosis and mus be consistent with the conditions in the organization.

6.                  Management must remain committed to the effort throughout all its steps, from diagnosis through implementation and evaluation.

7.                  Evaluation is essential and must consist of more than asking people how they felt about the effort.

8.                  People must see clearly the relationship between the effort and the organization's mission and goals.

9.                  The change agent, if used, must be clearly competent and perceived as competent.

RUEGO, DANICA JEAN

SERNA, JHOCHEL MAE

SERRANO, MICHELLE

SIRIBAN, ROSEMARIE

TOLENTINO, CRISTITA

BSOAd - OM 3C

LEARNING PRINCIPLES AND CHANGE

UNFREEZING OLD LEARNING

• It requires people who want to learn new ways to think and act. It deals directly with resistance to change. Managers must determine these expectations and motivations in order to manage change since it's the management's responsibility to show why employees should want to change.

MOVEMENT TO NEW LEARNING

• It requires training, demonstration, and empowerment. 

REFREEZING THE LEARN BEHAVIOR

• It occurs through the application of reinforcement and feedback. Management must guard against the possibility that what a person learned at training site is lost when that person is transferred to the actual work site.

CHANGE AGENT

• An interviewer who bring a different perspective to a situation and challenges the status quo.
  
  

1. External Change Agents - are temporary employees of the organization because they're engaged only for the duration of the change process.
2.  Internal Change Agents- are individuals working for the organization who knows something about its problem.
3.  External-Internal Change Agents- a combination of external-internal change team to intervene and develop programs. An approach that attempts to use the resources and knowledge base of both external and internal change agents. This involves designating an individual or small group within the organization to serve with the external change agent as spearheads of the change effort.