Introduction:
In this program, receive an introduction to the discipline of organizational development, a simple yet effective lens to help you properly view organizational change and learn how to apply a core OD process to diagnose issues and build momentum for change.
Objectives:
As objectives of organizational development are framed keeping in view specific situations, they vary from one situation to another. In other words, these programs are tailored to meet the requirements of a particular situation. But broadly speaking, all organizational development programs try to achieve the following objectives:
• Making individuals in the organization aware of the vision of the organization. Organizational development helps in making employees align with the vision of the organization.
• Encouraging employees to solve problems instead of avoiding them.
• Strengthening inter-personnel trust, cooperation, and communication for the successful achievement of organizational goals.
• Encourage every individual to participate in the process of planning, thus making them feel responsible for the implementation of the plan.
• Creating a work atmosphere in which employees are encouraged to work and participate enthusiastically.
• Replacing formal lines of authority with personal knowledge and skill.
• Creating an environment of trust so that employees willingly accept change.
According to organizational development thinking, organization development provides managers with a vehicle for introducing change systematically by applying a broad selection of management techniques. This, in turn, leads to greater personal, group, and organizational effectiveness.
Organizational norms of Activity
Management have complete confidence in their subordinates/employees. Communication is free, and subordinates are fully involved in decision making. Subordinates comfortably express opinions and engage in teamwork. Teams are linked together by common members. Likert calls people in more than one group “linking pins”. Employees throughout the organisation feel responsible for achieving the organisation’s objectives. This responsibility is motivational, especially as subordinates are offered economic rewards for achieving organisational goals, which they have participated in setting.
(above descriptions are from learnmanagement2.com)
"The four systems provide the starting place for a theory of management in which the variable included in the systems are conceptualized as casual variables which through their effect on intervening organization variables [loyalties, attitudes, motivations,etc.]affect the end-result variables of organizational achievement, as measured by such things as productivity, cost and earnings," (Brewer, 1968). System IV is considered to be the most productive and ideal in work settings. When combined with good management and achievable goals, this system has been shown to result in more loyalty, better production, higher motivation, and more profit than the other systems (Effrat, 1968).
Organizational Development norms
Management have complete confidence in their subordinates/employees. Communication is free, and subordinates are fully involved in decision making. Subordinates comfortably express opinions and engage in teamwork. Teams are linked together by common members. Likert calls people in more than one group “linking pins”. Employees throughout the organisation feel responsible for achieving the organisation’s objectives. This responsibility is motivational, especially as subordinates are offered economic rewards for achieving organisational goals, which they have participated in setting.
(above descriptions are from learnmanagement2.com)
A team sport includes any sport which involves players working together towards a shared objective.
A team sport is an activity in which a group of individuals, on the same team, work together to accomplish an ultimate goal which is usually to win. This can be done in a number of ways such as outscoring the opposing team. Team members set goals, make decisions, communicate, manage conflict, and solve problems in a supportive, trusting atmosphere in order to accomplish their objectives. This can be seen in sports such as hockey, football, baseball, soccer, basketball, volleyball, tennis, water polo, lacrosse, rugby league, rugby union, cricket, and many others.
Every team sport is different. Some team sports are practiced between opposing teams, where the players interact directly and simultaneously between them to achieve an objective. The objective generally involves teammates facilitating the movement of a ball or similar item in accordance with a set of rules, in order to score points. This usually involves careful strategic planning, good preparation, and a mental and physical toughness of each individual that is part of the team. Team sports rely on all of the players working together equally in order to succeed at the task at hand. Being part of a team sport requires that each athlete has patience and perseverance since the goals put forth to accomplish might take some time to meet. This involves a good deal of dedication, hard work, and good leadership over that span of time.
However, other types of team sports do not involve teammates facilitating the movement of a ball or similar item in accordance with a set of rules, in order to score points. For example, Swimming, Rowing, Sailing, Dragon Boat Racing, Track and Field among others are also team sports. In other types of team sports there may not be an opposing team or point scoring, for example, Mountaineering. Instead of points scored against an opposing team, the relative difficulty of the climb or walk is the measure of the achieve
Calendar Activities
September 23,2010 Seminar
December 11, 2010 Donation Program
January 1, 2011 Singing Contest
February 2, 2011 Interview
February 14, 2011 Jobs Search Program
March 22, 2011 Feeding Program
April 28, 2011 Sport Fiest
KSF
Knowledge
Skills
Attitude
This are the Characteristic that a leaders should possess.
Recommendation
I recommend that the other employee's change there time management and don't use Filipino time for them to have a more recreational activity.
Evaluation
The activities of the program is useful and organize by the stuff. We cannot than this so far by the help of the employee's. The leader did the job very excellent.
Learning Summary
I learned that every game that we done is so recreational and it can boost the confident of the
stuff.
Monday, March 21, 2011
Wednesday, March 9, 2011
Organizational Change
1. Why is diagnosis so vital in organizational change programs?
The diagnosis of present and potential problems involves the collection of information that reflects the level of organizational effectiveness. Data that measure the current state of production, efficiency, satisfaction, and development must be gathered and analyzed. The diagnostic data also establish the basis for subsequent evaluation of the organizational development effort.
2. Explain the concept of organization intervention and why any particular management or organization change can be considered an intervention?
Through diagnosis, management associates the problem with skill, attitudinal, behavioral and structural cause and selects the appropriate intervention. If employee participation is inappropriate because the necessary preconditions don't exist, management must unilaterally define the problem and select the appropriate method. Whether the problem is related to skill or attitudinal, behavioral, or structural causes, the strategy must include the provision of learning principles.
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?
Once they identify areas of resistance the model helps them find ways to overcome those barriers. Having managers use it with their employees helps those employees make adjustments to their own attitude and provide managers with useful feedback about areas they need to address with their staffs. ADKAR can be useful, it stands for: awareness, desire, knowledge, ability and reinforcement, in building organizational change.
4. Why is it important for managers to reduce the resistance to change exhibited or covertly practiced by employees?
Managers must reduce the employees' resistance for change because such resistance may result to passive resignation to deliberate sabotage of employees to the change process. Without employees' participation during the change process, it would be very hard for the organization to achieve its desired ends.
5. Evaluate the ethical issues associated with downsizing an organization by reducing its labor force to increase the organization's long - run chance of survival. What other ethical issues can you identify in the practice of organizational development as you understand it thus far?
Ethical issues normally deal with the ways the organization view its constituents. It is always told that reducing the labor force for the sake of increasing the organization's chance of survival is evidence that organizations view its employees as one of its least consideration. However, change is vital for the organization to continue its operation amidst changing business demands.Other ethical issues includes the misuse of data in terms of organizational development. People who are handling the needed data may become subjective on its presentation and interpretation, thus coming up with appropriate change program would be difficult.
6. Describe the relationships among the steps of the change model depicted in this chapter and the process of unfreezing - new learning - refreezing. Which steps of the model are related to which elements of the relearning process?
Learning Principles and Changes are Unfreezing old Learning, Movement to new Learning, and Freezing the learned Behavior. These principles are internal which is subject to the employees and the managers. The change models always deals with the process of initiating change in an organization. The different models are always focused on how the organization will come up with its expected outcomes and how will it win its employees participation during the process. The first steps in the models always has something to do with its employees resistance or acceptance to change, while the last steps with the restoration or assimilation of the intervention into the entire process or operation of the organization.
7. How is the appreciative inquiry approach to organizational change different from a problem-solving approach?
Problem-solving method is focused on the identification of problems, shortfalls and deficiencies of the organization. This includes the survey method wherein the issues of the employees are being assessed.
8. What would be the 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?
If an organization will use reason as an effective approach for managing change, that same organizations are considered as sincere, open and optimistic. Initiating change in the organization would require the organization to explain the reasons for change thus there is a need for the presentation of needed data to the employees or to those who will be affected by the change. Employees who will have the same rational as the organization or those who will be after the organization's goal will definitely participate on the implementation of such process.
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.
Obtaining diagnostic information from members of different groups may lead to difficulties in interpreting and gathering accurate data. Thus, it would also be difficult to identify the organization's real problem which will result to the difficulty in the designing or structuring the appropriate change program.
10. Explain why a change program should be evaluated and why such an evaluation is so difficult to conduct.
If there are organizational diagnosis about the identification of the problem and then implementing it, then evaluation of a change program is a must. It is only through evaluation that an organization will determine if it is achieving its desired outcome of the intervention the organization itself is undergoing.
The diagnosis of present and potential problems involves the collection of information that reflects the level of organizational effectiveness. Data that measure the current state of production, efficiency, satisfaction, and development must be gathered and analyzed. The diagnostic data also establish the basis for subsequent evaluation of the organizational development effort.
2. Explain the concept of organization intervention and why any particular management or organization change can be considered an intervention?
Through diagnosis, management associates the problem with skill, attitudinal, behavioral and structural cause and selects the appropriate intervention. If employee participation is inappropriate because the necessary preconditions don't exist, management must unilaterally define the problem and select the appropriate method. Whether the problem is related to skill or attitudinal, behavioral, or structural causes, the strategy must include the provision of learning principles.
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?
Once they identify areas of resistance the model helps them find ways to overcome those barriers. Having managers use it with their employees helps those employees make adjustments to their own attitude and provide managers with useful feedback about areas they need to address with their staffs. ADKAR can be useful, it stands for: awareness, desire, knowledge, ability and reinforcement, in building organizational change.
4. Why is it important for managers to reduce the resistance to change exhibited or covertly practiced by employees?
Managers must reduce the employees' resistance for change because such resistance may result to passive resignation to deliberate sabotage of employees to the change process. Without employees' participation during the change process, it would be very hard for the organization to achieve its desired ends.
5. Evaluate the ethical issues associated with downsizing an organization by reducing its labor force to increase the organization's long - run chance of survival. What other ethical issues can you identify in the practice of organizational development as you understand it thus far?
Ethical issues normally deal with the ways the organization view its constituents. It is always told that reducing the labor force for the sake of increasing the organization's chance of survival is evidence that organizations view its employees as one of its least consideration. However, change is vital for the organization to continue its operation amidst changing business demands.Other ethical issues includes the misuse of data in terms of organizational development. People who are handling the needed data may become subjective on its presentation and interpretation, thus coming up with appropriate change program would be difficult.
6. Describe the relationships among the steps of the change model depicted in this chapter and the process of unfreezing - new learning - refreezing. Which steps of the model are related to which elements of the relearning process?
Learning Principles and Changes are Unfreezing old Learning, Movement to new Learning, and Freezing the learned Behavior. These principles are internal which is subject to the employees and the managers. The change models always deals with the process of initiating change in an organization. The different models are always focused on how the organization will come up with its expected outcomes and how will it win its employees participation during the process. The first steps in the models always has something to do with its employees resistance or acceptance to change, while the last steps with the restoration or assimilation of the intervention into the entire process or operation of the organization.
7. How is the appreciative inquiry approach to organizational change different from a problem-solving approach?
Problem-solving method is focused on the identification of problems, shortfalls and deficiencies of the organization. This includes the survey method wherein the issues of the employees are being assessed.
8. What would be the 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?
If an organization will use reason as an effective approach for managing change, that same organizations are considered as sincere, open and optimistic. Initiating change in the organization would require the organization to explain the reasons for change thus there is a need for the presentation of needed data to the employees or to those who will be affected by the change. Employees who will have the same rational as the organization or those who will be after the organization's goal will definitely participate on the implementation of such process.
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.
Obtaining diagnostic information from members of different groups may lead to difficulties in interpreting and gathering accurate data. Thus, it would also be difficult to identify the organization's real problem which will result to the difficulty in the designing or structuring the appropriate change program.
10. Explain why a change program should be evaluated and why such an evaluation is so difficult to conduct.
If there are organizational diagnosis about the identification of the problem and then implementing it, then evaluation of a change program is a must. It is only through evaluation that an organization will determine if it is achieving its desired outcome of the intervention the organization itself is undergoing.
Monday, February 14, 2011
LEARNING CIRCLE SUMMARIES
LEARNING SUMMARIES
Leadership
· Interaction between members of a group.
· An attempt to use influence to motivate individuals to accomplish some goal.
· Process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task.
· Alan Keith of Genentech states that “leadership is ultimately about creating a way for people to contribute to making something extraordinary happen”.
· According to Ken “SKC” Ogbonnia, “effective leadership is the ability to successfully integrate and maximize available resources within the internal and external environment for the attainment of the organizational or societal goals”.
· Organizing a group of people to achieve a common goal.
· Arieu, A. defines a leader as “a person capable of inspiring and associate others with a dream”.
Leaders are Born or Made?
When we say leaders are born, we are referring to their natural abilities in leading a group, while leaders are made; these are the leaders who undergo several trainings to acquire skills in leading a group. Therefore, we conclude that business leaders must have these two qualities to create an effective and efficient leader.
Difference between a Manager and a Leader
Manager – in a formal organization is responsible for and entrusted with such functions as planning, organizing, and controlling, but not necessary leading.
Based on their definitions, a manager is the one that is responsible in planning, organizing, and controlling while the leader the one who initiates and motivate their members to reach the goals of an organization. Like for example, HBO class with Sr. Hector, he is the manager who gives the instructions, plans the activity and each group (A1, A2, and so on) are the said leaders who initiates and motivate the members of the organization.
Trait Theory Approach
Proposed characteristics that distinguish leaders from non-leaders:
intelligence
Dominant
adaptability
persistence
integrity
socioeconomic status
self-confidence
In the late 1940’s and early 1950’s during this time, leadership was no longer characterized as an enduring individual trait. Why? It is said to be that individuals can be effective in certain situations, but not others.
The Behaviors of Effective Leaders
Two kinds of Leadership Behavior
Job-centered and Employee-centered Leadership
Job-centered leader – is a person who closely supervises and observes the work of others. It focuses on completing the task and uses close supervision so that subordinates perform their task using specified procedures.
Employee-centered leader – is a person who only generally supervises the work of others. He or she attempts to permit others to sense autonomy and support.
Employee-centered and Job-centered styles - result in production improvements. However, after a brief period of time, the job-centered styles create pressure that is resisted through absenteeism, turnover, grievance, and poor attitudes. The best style is employee-centered.
Initiating Structure and Consideration Leadership
Initiating structure – involves behavior in which the leader organizes and defines the relationships in the group tends to establish well-defined patterns and channels of communication and spells out ways of getting the job done. The leader with a high initiating structure tendency focuses on goals and results.
Consideration – involves behavior indicating friendship, mutual trust, respect, warmth, and rapport between the leaders and the followers. The leader with a high consideration tendency supports opens communication and situational participation.
Contingency Leadership Model
Developed by Fiedler, postulates the performance of groups is dependent on the interaction between leadership styles and situations favorableness.
Leader’s Style
Task-oriented Leadership – individuals whose personality favors task completion and sense of accomplished.
Relationship-oriented Leadership – who’s personality values warm, supportive relationship with others.
Situational Factors
Leader-member relations – refers to the degree of confidence, trust, and respect that followers have in the leaders.
Task-structure – refers specifically to the characteristics of the work to be done.
Position power – refers to the power inherent in the leadership position.
Path-goal Model
- Theory that suggests a leader needs to influence followers perceptions of work goals, self-development goals and pat to goal attainment.
Leadership Behavior
· Directive Leader – tends to let subordinate know what’s expected to them.
· Supportive Leader – treat subordinates as equal.
· Participative Leader – consults with subordinates and considers their suggestions and ideas before reaching a decision.
· Achievement-oriented Leader – sets challenging goals, expects subordinates to perform at the highest level, and continually seeks improvement I performance.
Hersey-Blanchard Situational Leadership Model
Emphasis is on followers and their level of maturity. The leader must properly judge or intuitively know follower’s level and then use a leadership style that fits the level.
Readiness – ability ad willingness of people to take responsibility for directing their own behavior.
Job readiness – has knowledge and abilities to perform the job without a manager structuring or directing work.
Psychological readiness – has the self-motivation and desire to do high- quality work.
Leadership Behavior
Leadership styles available to managers:
Telling – the leader defines the roles needed to do the jobs and tells the followers what, where, how, and when to do the tasks.
Selling – the leader provides followers with structured instructions but is also supportive.
Participating – the leaders and followers share in decisions about how best to complete a high-quality job.
Delegating – the leader provides little specific, close direction or personal support to followers.
Leader-Member Exchange Theory
- LMX suggests hat leaders classify subordinates into in group members and out group members.
- In-group members – share a common bond and value system, and they interact with the leader.
- Out-group members – have less in common with the leader and don’t share much with him/her.
Vroom Jago Leadership Model
- specifies leadership as decision making procedures most effective in each of several different situations:
· Charismatic leadership – ability to influence followers based on a supernatural gift and attractive powers. Followers enjoy being with the charismatic leader because they feel inspired, correct and important.
Two types of Charismatic leaders
1. Visionary charismatic leaders – focus on the long-term. It links followers’ needs and goals to job or organizational long-term goals and possibilities.
2. Crisis based charismatic leaders – focus on the short-term. They have impact when the system must handle a situation for which existing knowledge, resources, and procedures are not adequate.
Transactional Leadership and Transformational Leadership
Transactional leadership – leader identifies what followers want or prefer and helps them achieve level of performance that results in rewards that satisfy them.
Transformational Leadership – ability to inspire and motivate followers to achieve results greater than originally planned for internal rewards.
TOP 5 BEST LEADERS IN THE WORLD FOR 2010
China’s leader Hu Jintao
Brazil’s president Luiz Inòcio Lula da Silva
India’ Prime Ministr Manmohan Singh
turkey’s Prime Minister Recep Tayyip Erdogan
Albania’s Prime Minister Salt Berisha
A1 GROUP
REGIE KATHRINE M. IDAGO
AARON E. PALMA
MA. BERNADETH L. MAGARARU
PAULINE JOY S. NERA
SHARA B. PALCON
SARRAH JEAN O. DIATA CRUZ
BSOAD 3A
Leadership
· Interaction between members of a group.
· An attempt to use influence to motivate individuals to accomplish some goal.
· Process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task.
· Alan Keith of Genentech states that “leadership is ultimately about creating a way for people to contribute to making something extraordinary happen”.
· According to Ken “SKC” Ogbonnia, “effective leadership is the ability to successfully integrate and maximize available resources within the internal and external environment for the attainment of the organizational or societal goals”.
· Organizing a group of people to achieve a common goal.
· Arieu, A. defines a leader as “a person capable of inspiring and associate others with a dream”.
Leaders are Born or Made?
When we say leaders are born, we are referring to their natural abilities in leading a group, while leaders are made; these are the leaders who undergo several trainings to acquire skills in leading a group. Therefore, we conclude that business leaders must have these two qualities to create an effective and efficient leader.
Difference between a Manager and a Leader
Manager – in a formal organization is responsible for and entrusted with such functions as planning, organizing, and controlling, but not necessary leading.
Based on their definitions, a manager is the one that is responsible in planning, organizing, and controlling while the leader the one who initiates and motivate their members to reach the goals of an organization. Like for example, HBO class with Sr. Hector, he is the manager who gives the instructions, plans the activity and each group (A1, A2, and so on) are the said leaders who initiates and motivate the members of the organization.
Trait Theory Approach
Proposed characteristics that distinguish leaders from non-leaders:
intelligence
Dominant
adaptability
persistence
integrity
socioeconomic status
self-confidence
In the late 1940’s and early 1950’s during this time, leadership was no longer characterized as an enduring individual trait. Why? It is said to be that individuals can be effective in certain situations, but not others.
The Behaviors of Effective Leaders
Two kinds of Leadership Behavior
Job-centered and Employee-centered Leadership
Job-centered leader – is a person who closely supervises and observes the work of others. It focuses on completing the task and uses close supervision so that subordinates perform their task using specified procedures.
Employee-centered leader – is a person who only generally supervises the work of others. He or she attempts to permit others to sense autonomy and support.
Employee-centered and Job-centered styles - result in production improvements. However, after a brief period of time, the job-centered styles create pressure that is resisted through absenteeism, turnover, grievance, and poor attitudes. The best style is employee-centered.
Initiating Structure and Consideration Leadership
Initiating structure – involves behavior in which the leader organizes and defines the relationships in the group tends to establish well-defined patterns and channels of communication and spells out ways of getting the job done. The leader with a high initiating structure tendency focuses on goals and results.
Consideration – involves behavior indicating friendship, mutual trust, respect, warmth, and rapport between the leaders and the followers. The leader with a high consideration tendency supports opens communication and situational participation.
Contingency Leadership Model
Developed by Fiedler, postulates the performance of groups is dependent on the interaction between leadership styles and situations favorableness.
Leader’s Style
Task-oriented Leadership – individuals whose personality favors task completion and sense of accomplished.
Relationship-oriented Leadership – who’s personality values warm, supportive relationship with others.
Situational Factors
Leader-member relations – refers to the degree of confidence, trust, and respect that followers have in the leaders.
Task-structure – refers specifically to the characteristics of the work to be done.
Position power – refers to the power inherent in the leadership position.
Path-goal Model
- Theory that suggests a leader needs to influence followers perceptions of work goals, self-development goals and pat to goal attainment.
Leadership Behavior
· Directive Leader – tends to let subordinate know what’s expected to them.
· Supportive Leader – treat subordinates as equal.
· Participative Leader – consults with subordinates and considers their suggestions and ideas before reaching a decision.
· Achievement-oriented Leader – sets challenging goals, expects subordinates to perform at the highest level, and continually seeks improvement I performance.
Hersey-Blanchard Situational Leadership Model
Emphasis is on followers and their level of maturity. The leader must properly judge or intuitively know follower’s level and then use a leadership style that fits the level.
Readiness – ability ad willingness of people to take responsibility for directing their own behavior.
Job readiness – has knowledge and abilities to perform the job without a manager structuring or directing work.
Psychological readiness – has the self-motivation and desire to do high- quality work.
Leadership Behavior
Leadership styles available to managers:
Telling – the leader defines the roles needed to do the jobs and tells the followers what, where, how, and when to do the tasks.
Selling – the leader provides followers with structured instructions but is also supportive.
Participating – the leaders and followers share in decisions about how best to complete a high-quality job.
Delegating – the leader provides little specific, close direction or personal support to followers.
Leader-Member Exchange Theory
- LMX suggests hat leaders classify subordinates into in group members and out group members.
- In-group members – share a common bond and value system, and they interact with the leader.
- Out-group members – have less in common with the leader and don’t share much with him/her.
Vroom Jago Leadership Model
- specifies leadership as decision making procedures most effective in each of several different situations:
· Charismatic leadership – ability to influence followers based on a supernatural gift and attractive powers. Followers enjoy being with the charismatic leader because they feel inspired, correct and important.
Two types of Charismatic leaders
1. Visionary charismatic leaders – focus on the long-term. It links followers’ needs and goals to job or organizational long-term goals and possibilities.
2. Crisis based charismatic leaders – focus on the short-term. They have impact when the system must handle a situation for which existing knowledge, resources, and procedures are not adequate.
Transactional Leadership and Transformational Leadership
Transactional leadership – leader identifies what followers want or prefer and helps them achieve level of performance that results in rewards that satisfy them.
Transformational Leadership – ability to inspire and motivate followers to achieve results greater than originally planned for internal rewards.
TOP 5 BEST LEADERS IN THE WORLD FOR 2010
China’s leader Hu Jintao
Brazil’s president Luiz Inòcio Lula da Silva
India’ Prime Ministr Manmohan Singh
turkey’s Prime Minister Recep Tayyip Erdogan
Albania’s Prime Minister Salt Berisha
A1 GROUP
REGIE KATHRINE M. IDAGO
AARON E. PALMA
MA. BERNADETH L. MAGARARU
PAULINE JOY S. NERA
SHARA B. PALCON
SARRAH JEAN O. DIATA CRUZ
BSOAD 3A
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