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Report Group 2

Organizational development (OD) practitioners play a crucial role in businesses by providing guidance in areas like developing leaders, collaborative work, and cultivating a positive culture. They aim to facilitate planned and strategic changes within companies to achieve successful outcomes. There are various styles of OD practitioners, including external consultants and internal members, and different types of interventions like clarifying processes or observing and providing feedback. The diagnostic process used by practitioners involves gathering data, identifying problem areas through analysis and feedback, and monitoring results.

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0% found this document useful (0 votes)
43 views68 pages

Report Group 2

Organizational development (OD) practitioners play a crucial role in businesses by providing guidance in areas like developing leaders, collaborative work, and cultivating a positive culture. They aim to facilitate planned and strategic changes within companies to achieve successful outcomes. There are various styles of OD practitioners, including external consultants and internal members, and different types of interventions like clarifying processes or observing and providing feedback. The diagnostic process used by practitioners involves gathering data, identifying problem areas through analysis and feedback, and monitoring results.

Uploaded by

gavemarfil
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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1.

ORGANIZATIONAL
DEVELOPMENT (OD)

PRACTITION
ER
LORRAINE G. VILLAR
ORGANIZATIONAL Is an essential resource for firms
aiming to thrive and adjust in the
contemporary and ever-changing
DEVELOPMENT (OD) corporate environme nt. Strategic
pla nne rs fulfill their role by using

PRACTITIONER
informed evaluations to identify and
evaluate orga nizational challenges,
afterwards devising c ustomiz ed
strategie s for development. OD
practitioners play a crucial role in
A n in d iv id u al w h o h a s a n e x p e rtis e i n th e fie l d businesses by providing guidance and
o f o rg an izatio n al d e v e lo p me n t . support in many areas including as
de veloping leaders, collaborative work,
and the cultivation of a positive c ulture
in the workplace. Their primary
The professiona l style of an Organiz ationa l objective is to facilitate cha nge s inside
Development (OD) practitioner is chara cterized by the company, e nsuring tha t they are
a distinctive combina tion of interpersonal skills, executed and a ssessed in a manner that
rational thinking, a nd adaptability. leads to successful outcomes.
1.1

HAPHAZARD VS. PLANNED

CHANGE
LORRAINE G. VILLAR
HAPHAZARD VS. PLANNED
CHANGE
Haphazard Change
• Haphazard Change
- haphazard change is characterized by its
lack of structure, intention, and planning. It
tends to be reactive and may lead to
unpredictable outcomes.

Planned Change
• Planned Change
- planned change is intentional, organized,
and purpose-driven. It aims to achieve
specific goals and is more likely to result in
desired outcomes.
1.2

EXTERNAL AND

PRACTITION
INTERNAL

ER
JUDY ANN B. DE TORRES
EXTERNAL
PRACTITIONER
• T hey are not associated with the client system.
• T hey are less in awe of the power wield by various
organization members.
• T hey do not depend on the organization for raises, approval
or promotions.
• T hey are generally unfamiliar with the organization system
and may not have particular knowledge of its technology etc.
INTERNAL
PRACTITIONER
• T hey are already a member of the organization.
• Top executive who initiates change in his or her work group,
or member of the human resources or organization
development department.
• T hese practitioners often operate out of the human resources
area and may report directly to the president of the
organization.
• T hey are familiar with the organization’s culture and norms.
1.3

OD PRACTITIONER

STYLES
JUDY ANN B. DE TORRES
FIVE DIFFERENT TYPES OF
PRACTITIONER STYLES
01 THE STABILIZER STYLE

02 THE CHEERLEADER STYLE

03 THE ANALYZER STYLE

04 THE PERSUADER STYLE

05 THE PATHFINDER STYLE


1.4

THE
INTERVENTION
PROCES
RICHIE KATE B. RAMISCAL

S
INTERVENTION
(PROCESS INTERVENTION/S)

PROCESS
Pro ce ss inte rve ntions are organizational development
e fforts tha t en hance a work group or
te a m to pe rform effectively.
• a im s to he lp a group or team be more conscious of its
proc e sse s a nd how it operates, and use the gathered
kn owle dge to solve any challenges.
• a im s to ma ke a workgroup understand the impacts of
diffe re nt a uthority issues and leadership styles.
FIVE TYPES OF PROCESS
INTERVENTION
01 CLARIFICATION

02 MODELLING

03 OBSERVATION AND FEEDBACK

04 SYNTHESIZE AND GENERALIZE

05 LISTEN AND
REFLECT
1.5

FORMING THE

PRACTITION
ER
RICHIE KATE B. RAMISCAL
ORGANIZATION DEVELOPMENT PRACTITIONER HAS AT
LEAST THREE SETS OF PEOPLE:

Managers and
People specializing in OD People specializing in in
Adminstrators who have
as a Profession: fields related to OD:
gained competence in OD:

may be internal or external such as reward systems, managers tend to gain


consultants who offer organization design, total competence in OD through
professional quality, interacting w ith O D
services to organizations, information technology, and professionals
including their top managers, business strategy. in actual change programs as
functional department heads, they also apply it in their own
and staff groups. work areas. OD must become
a general management skill.
TOPICS:
1.6 The Formalization of Operating
Ground Rules
1.7 Red Flags in Practitioner- Client
Relationship
Reporter: Mark Joseph A. Vicada
The Formalization
of Operating
Ground Rules
01
Formalization obligations in contract advisable for external
practitioner.

02
Internal practitioner does not need contract, but ground
rules should be formalized
Red Flags in
Practitioner- Client
Relationship
01 02 03

Level Degree Client


Level of commitment Degree of power to Client's manipulative
to change of client. influence change. use of practitioner
power.
2. The Diagnostic
Process

2.1 Diagnosing Problem areas

Reporter: Joshua Deley


2. The Diagnostic Process

Diagnosis is cyclical process involving


• Data gathering
• Identification of problem areas
• Interpretation
• Potential action program
Steps in Diagnosis
Step 1: Tentative problem identified.
Step 2: Collect data.
Step 3: Analyze data.
Step 4: Feedback data.
Step 5: More data needed?
Step 6: Problem areas identified.
Step 7: Is client motivated?
Step 8: Diagnosis and work on problem
Step 9: Monitor and asses results.
WHAT IS
DIAGNOSIS?
Rovelle I. Castro
DIAGNOSIS
It refers to the process of assessing
an organization’s current state,
identifying problems or areas for
improvement.

25
1 STRATEGIC DIAGNOSIS

Business
2 STRUCTURAL
opportunities are DIAGNOSIS
like
4 types
Of buses. There’s always another
Diagnosis one coming.
3 PROCESS DIAGNOSIS
Richard Branson

4 CULTURAL DIAGNOSIS
26 Presentation title 20XX
DATA
COLLECTION
PROCESS
Rovelle I. Castro
1 SURVEYS

4 Methods INTERVIEWS
Business opportunities are like
2

Of
buses. There’s always another
Data
one coming.
Collection 3 FOCUS GROUP
Process Richard Branson

4 OBSERVATIONS
28 Presentation title 20XX
“CHANGE AND REINVENT”

 "Change" means making  "Reinvent" is when an


adjustments to how things organization completely
work in a company or transforms the way it operates,
organization. often to improve its performance
and adapt to new challenges or
opportunities.

ANGILYN M. MARZAN
LIFE CYCLE OF RESISANCE TO CHANGE
INTRODUCE TO CHANGE: People learn about the change and
PHASE 1
understand it.

FORCES IDENTIFIED:People react to the change, some positively and


PHASE 2 some resisting.

DIRECT CONFLICT HAPPENS: Conflicts arise between supporters and


PHASE 3
opposers of the change.

PHASE 4 RESIDUAL RESISTANCE: Even after conflicts, some resistance


remains.

PHASE 5 ESTABLISH THE CHANGE: If managed well, people start adapting, and
the change becomes normal.
LEADING CHANGE
&
A CHANGE MODEL
presented by: Ariane Estrella
LEADING CHANGE
• Refers to the process of guiding and managing transformation
initiatives within an organization. It involves identifying necessary
changes, developing a clear vision, and implementing strategies to
effectively navigate the transition.
SEVERAL KEY STEPS AND CONSIDERATIONS TO SUCCESSFULLY LEAD
CHANGE IN ORGANIZATIONAL DEVELOPMENT:

1. IDENTIFY THE NEED 2. CREATE A 3. DEVELOP A


FOR CHANGE COMPELLING VISION CHANGE STRATEGY

The first step is to A clear and compelling A well-defined change


identify the need for vision is essential for strategy helps leaders
change within the guiding the change navigate the complexities of
organization. effort. change implementation.
SEVERAL KEY STEPS AND CONSIDERATIONS TO
SUCCESSFULLY LEAD CHANGE IN ORGANIZATIONAL
DEVELOPMENT:

4. COMMUNICATE AND 5. BUILD A CHANGE- 6. PROVIDE SUPPORT


ENGAGE READY CULTURE AND RESOURCES

Effective communication Culture plays an Supporting employees


is critical throughout the influential role in through change is vital.
change process. successful change
implementation.
CHANGE MODEL
• is a framework or a structured approach that helps guide the process
of implementing and managing organizational changes successfully.

Example: Lewin's Change Model which was developed by


psychologist Kurt Lewin.

• It consists of three stages: unfreezing, changing, and refreezing.


UNFREEZING CHANGING REFREEZING

During the unfreezing stage, the Once the unfreezing stage has set The final stage of Lewin's change
organization needs to create the stage for change, the actual model is refreezing. After the change
awareness and motivation for change. change process takes place in this has been implemented, this stage
This involves identifying the need for stage. It involves implementing focuses on stabilizing the new
change, communicating it to the new practices, procedures, behaviors, norms, and systems.
employees, and getting their buy-in. structures, or systems.
3.5 THE DRIVING FORCES
TOWARDS THE ACCEPTANCE OF
CHANGE PROGRAMS
AND
3.6 RESTRAINING FORCES
BLOCKING IMPLEMENTATION
OF CHANGE PROGRAMS

Presented by: Sharla Nicole Bautista


TOPIC #1
THE DRIVING FORCES TOWARDS THE
ACCEPTANCE OF CHANGE PROGRAMS
- Driving Forces are the major underlying
causes of change in industry and competitive
conditions.

FORCES ANALYSIS
- DRIVING FORCES ANALYSIS IS A
WAY OF UNDERSTANDING AND
ACCOUNTING FOR CHANGE.
DRIVING FORCES ANALYSIS

Driving Forces Analysis has three steps:

1. IDENTIFYING WHAT THE DRIVING


FORCES ARE
3. DETERMINING WHAT STRATE
CHANGES ARE NEEDED

2. ASSESSING THE DRIVERS OF


CHANGE
3 STEPS OF DRIVING ANALYSIS
IDENTIFYING AN INDUSTRY’S ASSESSING THE IMPACT OF THE
DRIVING FORCES INDUSTRY DRIVING FORCES
• While many forces of change may be
at work in a Given industry, no more • The second step in driving forces
than three or four are Likely to be true analysis is to Determine whether
driving forces powerful enough to the prevailing driving forces Are
Qualify as the major determinants of acting to make the industry
why and how The industry is environment more Or less
changing. attractive.
3 STEPS OF DRIVING ANALYSIS

DETERMINING STRATEGY CHANGES NEEDED

• The third step of driving forces analysis – where


The real payoff for strategy making comes – is for
Managers to draw some conclusions about what
Strategy adjustments will be needed to deal with
The impact of the driving forces.
THE REAL PAYOFF OF DRIVING
FORCES ANALYSIS IS TO HELP
MANAGERS UNDERSTAND
WHAT STRATEGY CHANGES
ARE NEEDED TO PREPARE FOR
THE IMPACTS OF THE DRIVING
FORCES .
TOPIC #2
RESTRAINING FORCES
BLOCKING IMPLEMENTATION OF
CHANGE PROGRAMS
A COMMONLY HELD VIEW IS THAT ALL
RESISTANCE TO CHANGE NEEDS TO BE
OVERCOME, BUT THAT IS NOT ALWAYS
THE CASE.
BENIFITS REASONS FOR
RESISTANCE
- Resistance to change can be Researchers have identified six
used for the benefitof the reasons for individual resistance
organization and need not be to change.
eliminatedentirely.
HABIT
It is easier to do a job the same way every day if
the steps in the job are repeated over and over.

SECURITY
Some employees like the comfort and security of
doing things the same old way .
ECONOMIC FACTORS
Change may threaten employees' steady
paychecks.

FEAR OF THE UNKNOWN


Some people fear anything unfamiliar.
LACK OF AWARENESS
Because of perceptual limitations such as lack of attention or
selective attention, a person may not recognize a change in a
rule or procedure and thus

SOCIAL FACTORS
People may resist change for fear of what others
PEOPLE TEND TO RESIST CHANGE
FOR A VARIETY OF REASONS.
3.7
STRATEGIES TO LESSEN
RESISTANCE
REPORTER: AIZEL DEAN F. TIDON
6 EFECTIVE STRATEGIES TO LESSEN
RESISTANCE
1. Effective communication:
Clear and transparent communication is
essential. Communicate the need for the change,
the rationale behind it, and the expected
benefits.

2. Create a shared vision:


Develop a compelling vision that aligns with the
values and goals of the group. Involve individuals in
shaping this vision to generate buy-in and commitment.
6 EFECTIVE STRATEGIES TO LESSEN
RESISTANCE
3. Collaboration and involvement:
Involve the individuals who will be affected by the
change in the decision-making process. Seek their input,
listen to their perspectives, and incorporate their ideas
where possible.

4. Build trust and credibility:


Establish trust by being transparent, honest, and
consistent in your actions. Follow through on
commitments and address any concerns promptly.
6 EFECTIVE STRATEGIES TO LESSEN
RESISTANCE
5. Provide support and resources:
Offer the necessary resources, training, and support
to help individuals navigate through the change. This
could include training programs, guidance, or mentoring.

6. Acknowledge and address concerns:


Listen to the concerns and perspectives of individuals and
address them empathetically. Find solutions to potential
challenges and make adjustments when necessary
6 STRATEGIES TO LESSEN RESISTANCE
Thank you
GROUP 2
[email protected]
www.group2.com

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