Organizational Developement Program

A. Introduction and Rationale

This Organizational Development Program was constructed by different activities done inside the our organization. We sum it up and come up to this organizational development program.

The core of OD is the program of organization, defined as two or more people working together toward one or more shared goal(s). Development in this context is the notion that an organization may become more effective over time at achieving its goals.

OD is a long range effort to improve organization’s problem solving and renewal processes, particularly through more effective and collaborative management of organizational culture, often with the assistance of a change agent or catalyst and the use of the theory and technology of applied behavioral science.

B. General Goal

The “Kamote” organization is aiming to become competitive not only in the Philippines but around the world and to enhance the ability of each person in the organization through camaraderie.

C. Specific Objectives

·         To become the best organization that supports the needs of each person inside the organization

·         To become competitive in our field and to be able to survive even unexpected things will come in our way

·         To look at the problem as challenges and not as hindrances towards success

·         To become responsible member of the community

D. Calendar of Activities

Month	Activities
January 2 &3	New Year’s Day Celebration and Orientation of the year’s activities
February 14 & 15	Valentine’s Party and Seminar
March 30	Submission of Income Tax Return
April 24 & 25	Regional Meetings
May 24	Business tour in Palawan
June  11, 12, &13	Gift giving of school supplies
July 5	Midyear performance evaluation
August	Renovation of Offices
September 14	Workshop and reviewing of rules & regulations
October 31	Halloween Party
November 4 &26	Hiring of new employees
December 23 & 24	Outreach Program and Christmas Party & Thanks Giving Mass

E. KSA (Knowledge, Skills and Attitude) with Description

ATTITUDE, KNOWLEDGE AND SKILLS

Basic skills and knowledge are needed along with a positive mind-set or attitude in order to effectively implement the community development process. One way to think about attitude, knowledge and skills is to think about what you need to believe and feel (attitude), what you need to know (knowledge) and what you must be able to do (skills) to successfully undertake a community development initiative. Not every individual involved needs to possess all the skills or have all of the knowledge, but having a common and positive attitude really helps the process move along.

As part of the planning process, it is a good idea to assess the knowledge, skills and attitudes of community members, identify gaps and create a training plan to respond to the gaps. By doing so you will be able to build both individual and group capacity.

The primary attitudes, knowledge and skills that are needed to undertake the community development process are summarized below.

F. OD Norms

·         Change is a part of every organization, this organization is open for those possibilities and willing to adjust to any changes if necessary.

·         Sufficient observation and studies are needed before making certain decision.

·         This organization is a kind of a employee centered organization rather than task oriented organization because people are more important than the task or work to be done

·         Respect is one of the most important element that was given focus in this organization (respect yourself and others will respect you and vice versa)

·         Those who do not follow with the rules and regulation of the organization will get the necessary punishment that was stated in the official organization handbooks.

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G. Evaluation

Our organization, all in all is a cooperative one. People in the organization work together to achieve the goals and objectives. Organizations cannot survive without someone who is leading the organization, in that case leaders are respected. Leaders in return are respecting the opinions of each member of the organization. There are passive members but still most are participating and most are working with the rest of the members.

H. Recommendations

            I wanted to recommend to this organization to be more active in terms of studying the different aspect of organization, in that case they can enhance more their knowledge and can come up to a more conducive working environment.

I. Personal Learning summaries

            In this organization, I learned a lot of things like the following:

            An organization depends on each individual consisting it. Behavior of each individual might affect the entire organization. An organization depends on each individual consisting it. Behavior of each individual might affect the entire organization.

            All of us worked in organizations and we have experience the way our behavior was controlled. We didn’t simply go to work and do what we wanted to do; we did what the organizations wanted and paid us to do. All organizations have a structure of jobs.

Diagnosis in an organization is also important because through diagnosis, we can locate in which part of the organization structure is effective and which is not. Through this we can also see where the problem lies, and we can make necessary actions about. Diagnosis in an organization is also important because through diagnosis, we can locate in which part of the organization structure is effective and which is not. Through this we can also see where the problem lies, and we can make necessary actions about. Organization intervention is a specific action or program undertaken to focus the change process on particular targets. In this case organization change can be considered as intervention because change means something will be modify in the structure of organization and as you can see it is an intervention in an organization

ORGANIZATIONAL CHANGE

1.    Why is diagnosis so vital in organizational change programs?

It is because through diagnosis, we can locate in which part of the organization structure is effective and which is not. Through this we can also see where the problem lies, and we can make necessary actions about it.

2.    Explain the concept of organization intervention and why any particular or organization change can be considered an intervention.

       Organization intervention is a specific action or program undertaken to focus the change process on particular targets. In this case organization change can be considered as intervention because change means something will be modify in the structure of organization and as you can see it is an intervention in an organization.

3.    Might some managers attempt to implement a particular intervention, such as TQM without first diagnosing whether the intervention would be appropriate for their organization’s problem.

This might cause the organization goes down. Like we all know a did without further planning might lead to chaos. This kind of intervention, without prior diagnosis of the problem will be a threat to the organization itself. Every step in an organization must be sure, we don’t know maybe it might bring the organization in a worse scenario, it will be a waste of effort and time. An effective management should have enough knowledge before making such steps.

4.    Why is it important for managers to reduce the resistance to change exhibited or covertly practiced by employees?

       It is because one of qualities needed in an organization is flexibility. One must be flexible in order to face different hindrances that will come in the organization. Change is a part of life as well as every organization. Also team building and behaviors of employees toward change can be the main key for the success or failure of such modification. There are reasons why members resist change, at first they are not that aware of the real reason and benefits of it. Aside from that what lacking is the knowledge of what will be happen if this change will be implemented. Some people are afraid to lose what already had if they will embrace such change. But still whatever it is the important is the manager knows how he will handle such employees for them to become cooperative.

5.    Evaluate the ethical issues associated with downsizing an organization by reducing its labor force to increase the organization’s long-run change of survival. What other ethical issues can you identify in the practice of organizational development as you understand it thus far?

I think downsizing an organization by reducing its labor force cannot be considered as unethical one. If this kind of change is needed in order to an organization to continue in running then why not. Come to think of it, reducing the labor force is better even though it means some of the employees will lose their job than when the organization totally fall and all of the member of that organization will suffer.

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

In an organizational change it all starts with the diagnosis of the problem to the evaluation, effort is the passion and time given towards the said particular activity. In this case we must commit all of our efforts all throughout so that there can be an assurance in the result of each and every activity that we will do. An organization will not undergo a change for a second so we must be very patience in every step of it. This efforts that we will give will not only account for the success of the organization but also provides such contentment in every member that they have done their job well.

7.    How is the appreciative inquiry approach to an organizational change different from problem solving approach?

Appreciative Inquiry is an organizational change process that focuses on diagnosis and presentation of positive characteristics of change, the process, and outcomes it also means to see the best in others and to create enough development programs while problem solving approach means following a step by step procedure in order to come up to a decision and application of it.

8.    What would be characteristics of an organization or situation for which the use of reason would be an effective approach for managing change? Are such organizations and situations relatively rare?

It will be easy part for the employees if there will be answers for their question. And one of those is the reasons why such changes are needed to be implemented. They will be more cooperative if the reasons of such changes will be understood. But I think this kind of approach is rare to happen because most of the managers will just direct their employees to do whatever they wanted, the authority is always at stake.

9.    Explain the difficulties that you would encounter in attempting to obtain diagnostic information from members of two groups that believe they’re competing for scarce resources.

It will be a great disaster, because both groups will give different information, different techniques just not to be overcome by the other groups. They might not give proper information because they are afraid that those information will help the other group. Competition is a kind of situation where sometimes one will do everything in order to win.

10. Explain why a change program should be evaluated and why such an evaluation is so difficult to conduct.

Evaluation is needed to discover is such change helps for the growth of the organization, also to discover if such change really improve or worsen the situation of the organization. Through this correction can be done. It will be difficult in a way that it should includes all the scope of the organization, because if only limited area of the organization will be evaluated, the result will not be accurate, because the result speaks for a limited area also.

Case for analysis: Bayer’s Major Changes in One plant

One of the first changes that occur to Bayer is the different ownership within only in the beginning of the acquisition of the facility in Myerstown, also the dissolve of workforce in a year. Aside from that because of the different changes that is happening, employees become sceptical in different programs that the managers are implementing. Because employees are not sure what it is looks like to work to a German, they are not getting the position as the managers. Aside from that, different programs of the past management failed and most of the employees are expecting same failures. But as time goes by as the voice of the employees were heard and their doubt fades, the organization starts to have smooth flow.

This story only shows that change can be somewhat advantageous in the sense that it can brought the organization on the top. It also wanted to day that if each and every one will help and become candid about different issues they will be successful, because they are just in the same ground. As a manager, listening to everyone is also a key for them not to resist change and for the organization work in a common goal.  Resistance to change is only a way to see if how well the organization will work even each different opinions have. And last but not the list it only shows that each people in an organization played an important role.

ORGANIZATION STRUCTURE

Organizational Structure and Firm Survival

One partial explanation for the success of companies they have to create, maintain, and modify their organization structure so as to continue to meet the changing demands of their stakeholders and external environments. By modifying or reinventing their organization structure, many successful companies have emerged from this topsy-turvy period stronger and more responsive than before. Organization structure results form managerial decisions about four important attributes of all organizations: division of labor, bases for departmentalization, size of departments, and delegation of authority.

The Concept of Organization Structure

Organization Structure

            It is pattern of jobs and groups of jobs in an organization. It is an important cause of individual and group behavior. It is an abstract concept. No one has ever actually seen one. What we see is the evidence of structure. Then from that evidence we infer the presence of structure.

Structure as an Influence on Behavior

All of us worked in organizations and we have experienced the way our behavior was controlled. We didn’t simply go to work and do what we wanted to do; we did what the organizations wanted and paid us to do. All organizations have a structure of jobs. The most evidence of structure is the familiar organizational charts.

For example in an academic department, each of these departments contains individual performing different jobs that combine to produce a larger outcome than is possible from the efforts of any single job or department.

Structure as Recurring Activities

This emphasizes persistence and regularity of activities. Work is predictable, without these predictable activities the work of the organization could not be achieved.

Designing an Organization Structure

Organizational Design     

            It is a management decisions and actions that result in a specific organization structure. Managers who set out to design an organization structure face difficult decisions.

1.    Managers decide how to divide the overall task into successively smaller jobs.

2.    Managers decide the bases by which to group the individual jobs.

3.    Managers decide the appropriate size of the reporting to each superior.

4.    Managers distribute authority among the jobs.

The four key design decisions are division of labor, departmentalization, span of control and authority.

Generally speaking, organization structures tend toward one extreme of the other along each continuum. Structures tending to the left are characterized by a number of terms including classical, formalistic, structured, bureaucratic, system 1 and mechanistic.

Division of Labor

 It is the process of dividing work into relatively specialized jobs to achieve advantages of specialization. It concerns the extent to which jobs are specialized. The economic advantages of dividing wok into specialized jobs are the principal historical reasons for the creation of organizations. As societies became more and more industrialized and urbanized, craft production gave way to mass production.

Division of labor in organizations can occur in three different ways:

1.    Work can be divided into different personal specialties.

2.    Work can be divided into different activities necessitated by the natural sequence of the work the organization does.

3.    Finally, work can be divided along the vertical plane of an organization

Departmental Bases

Departmentalization

Process in which an organization is structurally divided by combing jobs in departments according to some shared characteristics or basis. The specialized jobs are separate, interrelated parts of the total task, whose accomplishment requires the accomplishment of each of the jobs. The crucial managerial consideration when creating departments is determining the basis for grouping jobs.

Functional Departmentalization

            Managers can combine jobs according to the functions of the organization For example the necessary functions of a commercial bank include taking deposits, making loans, and investing the bank’s funds.

            A major disadvantage of this departmental basis is that because specialists are working with and encouraging each their areas of expertise and interest, organization goals may be sacrificed in favor of departmental goals.

Geographic Departmentalization

            Another basis for departmentalizing is to establish groups according to geographic area. The logic is that all activities in a given region should be assigned to a manager. This individual would in be charge of all operation in that particular geographic are. Geographic departmentalization provides a training ground for managerial personnel.

Product Departmentalization

            Managers of many large diversified companies group jobs on the basis of product. All jobs associated with producing and selling a product or product line will be placed under the direction of one manager. This form of organization allows personnel to develop total expertise in researching, manufacturing and disturbing a product line. It fosters initiative and autonomy by providing division managers with the resources necessary to carry out their profit plans. But such organizations face the difficult issue of deciding how much redundancy is necessary.

Customer Departmentalization

            Customers and clients can be a basis of grouping jobs. The importance of customer satisfaction has stimulated firms to search fir creative ways to serve people better. Some institutions have regular courses and extension divisions. Some department stores departmentalized to some degree on a customer basis.

Combined Basis for Departmentalization: Matrix Organization

Matrix Organization

Organizational design superimposes product or project based design on existing function based design. Matrix organizations achieve the desired balance by superimposing, or overlaying, a horizontal structure of authority, influence, and communication on the vertical structure. The matrix organization facilities the utilization of highly specialized staff and equipment. Each project or product unit can share the specialized resource with other units, rather than duplicating it to provide independent coverage for each.

Span of Control

It is the number of individuals who report to a specific manager. The number of potential interpersonal relationships between a manger and subordinates increases geometrically as the number of subordinate increases arithmetically. This relationship holds because managers potentially contend with three types of interpersonal relationships: direct single, direct group, and cross.

Required Contact                

                                     

            In research and development as well as medical a production work, there’s a need for frequent contact and a high degree of coordination between a superior and subordinates. For example, the research and development team leader may have to consult frequently with team members so that a project is completed within a time period that will allow the organization to pace a product.

Degree of Specialization

            The degree to which employees are specialized is a critical condition in establishing the span of control at all levels of management. It is generally accepted than a management at the lower organizational level can oversee more subordinates because work at the lower level is more specialized and less complicated than at higher levels of management.

Ability to Communicate

            Instructions, guidelines and policies must be communicated verbally to subordinates in most wok situations. The wide spread practice of downsizing and flattening organizations of all kinds has direct implications for the span of control decisions.

Delegation of Authority

            It is the process of distributing authority downward in an organization. Managers decide how much authority should be delegated to each job and each jobholder. Delegation of authority refers specifically in making decisions, not doing work,

Reasons to Decentralize Authority

            First, relatively high delegation of authority encourages the development of professional managers. Second, high delegation of authority can lead to a competitive climate within the organization. Finally, managers who have relatively high authority can exercise more autonomy, and thus satisfy their desires to participate in problem solving.

Reasons to Decentralize Authority

            Managers must be trained to make decisions that go with delegated authority. Formal training programs can be quite expensive, which can more than offset the benefits. Second, many managers are accustomed to making decisions and resist delegating authority to subordinate. Third, administrative costs are incurred because new or altered accounting and performance system must be developed to provide top management with the information about the effects of their subordinates’ decisions.

Decision Guidelines

            Like most managerial issues, whether authority should be delegated in high or low degree cannot resolve simply. Managers faced with the issue should answer the following four questions:

1.    How routine and straightforward are the job’s or units’ required decisions?

2.    Are individuals competent to make the decision?

3.    Are individual motivated to make decisions?

4.    Finally, to return to the points we made earlier, do the benefits of decentralization overweigh its costs?

Mechanistic and Organic Models of Organization Design

The Mechanistic Model

            Organizational design emphasizing importance of achieving high levels of production and efficiency through expensive use of rules and procedures, centralized authority, and high specialization of labor.It emerged during 20^th century considered the problem of designing the structure of an organization. Henri Fayol, proposed a number of principles that he had found useful in managing large coal mining company in France.

1.    The principle of specialization. Fayol stated that specialization is the best means for making use of individuals and group of individuals.

2.    The principle of unity of direction. According to this principle, job should be grouped according to specialty.

3.    The principle of authority and responsibility. Fayol believed that managers should be delegated sufficient authority to carry out her assigned responsibilities.

4.    The scalar chain principle. The natural result of implementing the preceding three principles is a graded chain of managers form the ultimate authority to the lowest ranks.

Bureaucracy

            The traditional usage is the political science concept of government by bureaus but without participation by the government. Organizational design involves domination in the sense that authority involves the legitimate right to exact obedience from others.

The Organic Model

           

               Organizational design emphasizing importance of achieving high levels of flexibility and development through limited use of rules and procedures, decentralized authority, and relatively low degrees of specialization      

               The organic organization is flexible to changing environmental demands because its design encourages greater utilization of the human potential. Managers are encouraged to adopt practices that tap the full range of human motivations through job design that stresses personal growth and responsibility.

Contingency Design Theories

            It is Organizational design approach that emphasizes the importance of fitting a design to demands of a situation, including technology, environmental uncertainty, and management choice. Under circumstances and in what situations is either the mechanistic or the organic design relatively more effective?

Technology and Organizational Design

               It is the physical and mental actions by an individual to change the form or content of an object or idea. The effects of technology on organization structure can be readily understood at an abstract level of analysis.

The Classical Study of Technology and Organizational Design

               Joan Woodward gained considerable attention when she released the findings of analyses of 100 manufacturing firms’ organization structures in southern England. While she and her colleagues had sought to answer a number of questions regarding contributions of organization structure to organizational effectiveness, it was their conclusions regarding technology and structure that were widely claimed. Applying the measure to inform about firms’ manufacturing methods resulted in a continuum of technology with job-order manufacturing and process manufacturing methods at extremes, separated by mass production manufacturing.

Understanding the Relationship between Technology and Structure

               The relationship between technology and organizations can be understood with reference to the natural business functions: product development, production, and marketing. At the extreme of the technological continuum is the process manufacturer. In these firms, the cycle begins with product development. The key to success is the ability to discover new product through scientific research. The mechanistic design is effective for firms that use mass production technology.

Environment and Organizational Design

Differentiation

               It is the degree of differences among units of an organization due to individual and structural differences. This concept refers in part to the idea of specializations of labor, specifically to the degree of departmentalization.

Integration

               It is an achieving unity if effort among different organizational units and individual through rules, planning, and leadership. It can be achieved in a variety of ways. Proponents of the mechanistic model argued for integration through the creation of rules and procedures to govern subsystem members behaviors.

Environment

               The independent variable environment was conceptualized from the perspective of the organization members as they looked outward. Consequently a basic reason for differentiating into subsystems is to deal more effectively with subenvironments. These three subenvironments are the marketing, production and research. These departments represent parts of the total organization or researchers’ terms, subsystems of the total environment.

Sociotechnical Systems Theory

               An influential theory develop in the early 1950s by the researchers of the London-based Tavistock Institute of Human Relations, sociotechnical systems theory suggests that production processes consist of social and technical dimension. The technical dimension refers to the equipment and methods in precaution used to create products and services.

Creating Virtual Organizations

One of the fastest developing practices in business throughout the world involves rims in cooperative relationships with the suppliers, distributors and even competitors. Some organizations develop relationships only with key suppliers. Other organization develops relationships with marketers and distributors. How these relationships should be organized and managed is being empirically examined. It achieves both efficiency and flexibility by establishing networks of relationships with variety of groups including suppliers, distributors, customers, and strategic alliance partners, and even competitors.

Prepared by Group B2:

Cereno, Kristine

Danga, Carla Sheine

Ferrer, Katherine

Gamones, Rina Yolita

Paglinawan, Precious