OD Program

KABUTE ORGANIZATION

ORGANIZATIONAL  DEVELOPMENT

Introduction

                The people always find satisfying and fruitful social relationships and not for specific and preconceived forms of relationship. Managers and employee must have some basic understanding in order to grow. Our organization is concerned with efforts to direct social resources effectively towards the specific or total welfare needs of any geographical area. It’s defined as the process of bringing about and maintaining a progressively more effective adjustment between social welfare resources and social welfare needs within organization. Employees welfare needs and of creating, coordinating, systematizing instrumentality’s through which group resources and talents may be directed towards realization of group ideals and the development of potentialities of group members.

General Goals

                Goals of my life

Setting goals is a very personal decision. Many schools will require teachers to turn in written goals for the year at the start of school, a fact which should encourage every teacher regardless of requirements to do so. Personal and professional improvement throughout the year can only be a good thing. Look at three different areas when setting your goals: personal goals, organizational goals, and lesson improvement goals. Just like in organization it is important for managers to consider themselves when thinking about goals. Improvement of self will lead to a healthier manager who is better equipped both emotionally and physically to handle the challenges that come up each day. Improving professional relationships falls into this category as well, considering the fact that the better the working environment, the more focused the organization will be.

·  Have a more professional appearance.

·  Remember to have fun and enjoy managing.

·  Stay positive even when things change.

·  Form a better working relationship with cooperating employees.

·  Improve managing - employees communication, with a focus on positive notes home.

·  Build better relationships with team and other staff.

C. Specific Objectives to achieve those goals.

>             Removal of blocks to growth (in individuals, groups as well as in communities).
>             Release of full potentialities.
>             Full use of inner resources.

>             Development of capacity to manage one’s own (individual, group & community).

D. Calendar of Gabay Activities

January 1, 2011                             New Year's Eve Celebration

February 14, 2011                         Valentines Party

February 25, 2011                         Team Building

March 12, 2011                             Leadership Seminar

 April 15, 2011                               Employees Oath taking

May 19, 2011                                 Organization Anniversary

June 1, 2011                                   Seminar for employees

July 27, 2011                                 Business Trip

August 19, 2011                             President Birthday

September 15, 2011                        Organization Yearly Meeting

October 6, 2011                              Seminars for Managers

November 15,  2011                        Launching of new project

      

December 17, 2011                         Christmas Party

E. Knowledge and Skills Activities with description and date

Monday
Leadership Seminar
Meet: 9:00 am
Location: Makati City
Leaders: Mr. James Fabrigas

Friday
Employees Meeting
Meet: 8 pm, Plaza Hotel Manila

Location: Manila

Leaders: Mr. Jhared Agustin

Sunday

Oath Taking

Meet: 8 am in Tahanang walang hagdan

Location: Quezon City

Leaders: Ms. Jhien Ortega

F. Gabay Norms

The essential dignity and ethical worth of the individuals, his

potentialities and resources for managing ones own life.

•The importance of freedom to express ones individuality
•The great capacity for growth within all social beings
•The right of the individual to those basic physical necessities

without which fulfillment of life is often blocked

•The need for the individual to struggle and strive to improve

one’s own life and environment

•The right of the individual to receive help in time of need and

crisis

•The importance of social organization for which the individual

feels responsible and which is responsive to individual feeling

•The need of a social climate which encourages individual

growth and development

•The right and responsibility of the individual to participate in

the affairs of one’s own community

•The practicability of discussion, conference and consultation as

methods for the solution of individual and social problems

•Self help as the essential base of any program

G. Gabay Norms Collaboration

. The Social Work Approach:

In this approach, the society is viewed as a social organism and therefore the efforts are oriented towards building a sense of community. The community organizer whose role is of an "enabler or an advocate” helps the community identify a problem in the neighborhood and strives to achieve the needed social resources by gathering the existing the social services and by lobbying with some in power to meet the needs of the neighborhood. This method is more consensual and the neighborhood is seen as a collective client.

The political Activists Approach:

Saul Alinsky, the Godfather of community organizing is the founder of this approach. The basic philosophy of this approach is based on his thinking that " more representative the organization the stronger the organization."

In this approach the community is seen as a political entity and not as a social organism. Here, the neighborhood is viewed as a potential power base capable of getting power. The role of the community organizer is to help the community understand the problem in terms of power and necessary steps are taken to mobilize the community. The problem of the neighborhood is always identified as absence of power and in the interest of gaining power for the neighborhood the organizers are faced with conflicts with groups, interests and elites. Since most of the community organizers come from outside the community, it has faced the problems of equality of power relations and leadership in the community.

3. Neighborhood Maintenance/Community development Approach:

This approach has emerged out of both the previous approaches namely within the same neighborhood movements. It is seen in the form of civic associations. This association uses peer group pressure to provide services in the community. They use this strategy to pressurize the officials to deliver services to the community but sometimes this approach takes the form of political activists approach as they realize that their goals can be only achieved only through confrontations.

In this approach we see the characteristics of de-emphasis on dissent and confrontation and these

organizations view themselves as more proactive and development minded.

H. Gabay Evaluation

Gabay evaluation  is carefully collecting information about something in order to make necessary decisions about it. There are a large number and wide variety of evaluations. Evaluation is closely related to performance management (whether about organizations, groups, processes or individuals), which includes identifying measures to assess progress toward achieving results. And We're used to thinking of ongoing performance management for employees, for example, setting goals, monitoring an employee's achievement of those goals, sharing feedback with the employee, evaluating the employee's performance, rewarding the employee's performance or firing the employee. However, performance management applies to teams and organizations, as well. Organizational performance involves the recurring activities to establish organizational goals, monitor progress toward the goals, and make adjustments to achieve those goals more effectively and efficiently. Those recurring activities are much of what leaders and managers inherently do in their organizations -- some of them do it far better than others. (It's useful to think of organizational change in the context of organizational performance, rather than change for the sake of change.

I.                    Recommendation

I think the best thing that could be done to help balance home/work would be to make sure that the entire managerial staff of an organization is clear on what is acceptable and what isn't. Whether you can take a vacation day or not, or use family-related leave, should not depend on who your team leader is. ” I believe that a company should support an employee in good times, when life is well, and in difficult times such as illness, death of a close relative, change in financial status, childcare difficulties. The fact that an employee knows that his/her company is supportive would certainly alleviate additional stress. I believe in cooperation and honesty in an employee/employer relationship. ”

J. Personal Learning Summary

I have to admit that “adapt to my reading habits” and serve me the “stories I like”. The reason is simple: I’ve tried out many and none have ever worked out that well for me. It’s probably the nature of my job: I need to follow all tech stories anyway; it would be very hard even for a human editor to create a subset which would include only the stories I need and leave out only the unimportant ones. Getting back to the “learning” part, I guess it takes time, but after a while I’m not noticing any revolutionary changes. I’ve voted some stories up and some down, and while has adapted to some degree. Perhaps this is partly due to the lack of configuration options, so I can’t organize my feeds in any meaningful manner, but for me, it’s just a random, poorly organized bunch of feeds of organization.

Completing this questionnaire made me realize how temporal these issues are in a person's life. The supports we need aren't forever. We need extra help when facing fears I may need help again if my best friend, who is busy, I need more help as we age. I think it's important to realize how different each employee's needs might be and that we don't need a blanket policy for all employees, only employees in special circumstances. ” I think any large company like the one I work for should provide a facility where the employees can work out, in other words a fitness facility. If the company cannot provide its own, it should provide the means for employees to get a discounted rate or pay for the fee entirely at an existing facility. Physically and mentally fit people tend to be more productive employees. ”

ORGANIZATIONAL CHANGE

MANAGING ORGANIZATIONAL CHANGE AND LEARNING

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

The process of managing change can be approached systematically. Diagnosis of the problem is essential when it comes of changing. We have two forces for change the first is environmental forces and 2^nd is internal forces. The internal forces is the process if behavioral problems. The change agents facilitate the diagnostic phase by gathering, interpreting and presenting data. 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, adaptive ness and development must be gathered and analyzed. The purpose of diagnosis is to trace the cause of the problem.

 To diagnose the problem, managers can consider these analytical questions:

1. What is the problem and what distinguishes it from the symptoms?
2. What must be changed to resolve the problem?
3. What outcomes are expected, and how will these outcomes be measured?

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

Organizational intervention is a process of diagnosis change research. The result if diagnosis produce ideas for changes, the changes are introduced into the same system and their effects noted through further research and diagnosis. The number of cycles may be infinite, A group established to solve a particular problem.. This team may be disregarded after its works is accomplished. When we talk about intervention means is a specific action that a change agent takes to focus the change process, Choice of a particular intervention depends on the nature of the problem that management has diagnosed. We have two important components the formal and informal. The formal organization are the components that publicity observable, rational oriented to structural consideration. The informal organization are the components that hidden, affective and oriented to social / psychological process and behavior considerations.

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?

 The choice of a particular intervention depends on the nature of the problem that management has diagnosed in organization. The Management must be determining which alternative is most likely to produce the desired outcome, whether it can be improvement in skill, attitudes, behavior, or structure, and also to their individual differences.

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

 Reducing resistance can cut down on the time needed for a change to be accepted or tolerated. Resisting change is a human response, and management must take steps to minimize it, Managers must reduce the employees' resistance for change.  Without employees' participation during the change process, it would be very hard for the organization to achieve its desired goals.

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?

An increasing competitive external environment demands that organizations produce better products and services and be more efficient in doing so. To meet this requirement, a rising number of companies are turning to employees, seeking their ideas and inputs, and giving workers more autonomy in doing their jobs.

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?

The seven-step model consists of specific steps generally acknowledged to be essential to successful change management. The model indicates that forces for change continually act on the organization; this assumption reflects the dynamic character of the modern world. And it’s the manager’s responsibility to sort out the information that reflects the magnitude of change forces. 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.

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

                   Appreciative Inquiry is a method of focusing on positive or potential opportunities. Appreciation means to value, see the best in others. And recognize positive potential. Appreciate inquiry involves a method for bringing about positive change.

Appreciative Inquiry

- Discovery phase

Identifying everything that is considered the best of “what is”

- Dreaming phase

Thinking about what the “possibilities”

- Designing phase

Discussing and analyzing what “should be”

- Delivery phase

Creating clear objectives of “What is going to be”

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?

The size, or the measure of how large the organization is, in terms of employees, offices, number of physical locations, would use reason as an effective approach to managing change. Declining revenues and increasing costs, mergers, and international competition have intensified the need for organizations to be more efficient and productive by downsizing. This major action involves reducing the size of the workforce, and often closing some operations and consolidating others.

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.

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. This process may be difficult to conduct for the reason that the procedure must be structured in an experimental design. The definition of acceptable improvement is difficult when attitudinal data are evaluated because the matter involves “how much more” productive they should be. If a complete analysis of results is undertaken, attitudinal measurements must be combined with productivity measurements.

TAKING TO THE NET

CASE FOR ANALYSIS

FORBES 400

1.      Highlight the most dramatic behavior (people), structure, work design, and process changes reflected for the five companies.

5-YEAR TOTAL RETURN %	SALES ($BIL)	NET INCOME ($MIL)	INDUSTRY
Triumph Group	1.1	1.2	86	Aerospace & Defense
AAR	10.1	1.4	78	Aerospace & Defense
Curtiss-Wright	11.1	1.8	115	Aerospace & Defense
Lockheed Martin	12.8	42.4	3,193	Aerospace & Defense
Orbital Sciences	13.4	1.2	67	Aerospace & Defen

Triumph Group

          Triumph Group, Inc., headquartered in Wayne, Pennsylvania, designs, engineers, manufactures, repairs and overhauls aircraft components, subassemblies and systems. The Company serves a worldwide spectrum of the aviation industry, including commercial and regional airlines, air cargo carriers, as well as original equipment manufacturers of commercial, regional, business and military aircraft and aircraft components.

AAR

When it comes to your career, at AAR the sky is the limit. We invite you to join our global team of 6,000 plus employees that provide a wide range of innovative products and services to our aerospace and defense customers.
AAR has a unique, informal culture where ideas and input from all levels are encouraged, valued and used to shape the future of our Company. We provide competitive compensation and benefits packages, challenging careers, advancement potential, and a safe, pleasant work environment.
	Whether you’re an experienced industry professional, someone with military experience or new to the workforce, AAR provides exciting career opportunities and the chance to make a real difference with a recognized industry leader.
Be sure to check back often as we post new positions as soon as they become available.

           

Curtiss  - Wright

           

LOCKHEED MARTIN

As a global security and information technology company, the majority of Lockheed Martin's business is with the U.S. Department of Defense and the U.S. federal government agencies. In fact, Lockheed Martin is the largest provider of IT services, systems integration, and training to the U.S. Government. The remaining portion of Lockheed Martin's business is comprised of international government and some commercial sales of our products, services and platforms.

ORBITAL SCIENCES

OSC, though commonly referred to as Orbital) is a company which specializes in satellite launch and manufacture. Its Launch Systems Group is heavily involved with missile defense launch systems. Orbital formerly owned ORBIMAGE (nowGeoEye) and the Magellan line of GPS receivers, though they are now divested (the latter toThales). Orbital's NYSE ticker symbol is ORB.

DISCUSSION QUESTIONS

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

Bayer’s management decided to have a change in the workplace environment by empowering every individual. They realize that they need to modernize or make more efficient there operations for them to have a more secure future in Bayer’s Corporation. They formed Consumer Care Division in which they want it to be recognized as the most effective site in the Northern American’s region, in terms of safety, customer service, value-added manufacturing and cost effectiveness. But to be able to do this, they are bound to change the workplace of each and every employee.

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

              The HR manager, the 93 randomly selected employees together with the help of Sibson and Company staff, they conducted a group meeting to get a clear indication of what was going on the plant. They have exchanged ideas and opinions. Then in the subsequent meetings, the HR manager and rest of the unselected employees gathered altogether to analyze and comment on the findings based on the first group meeting.

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

           POSITIVE AND NEGATIVE

§   Sometimes we have to listen to others opinion, suggestions and ideas because there are times that their ideas are better than the leaders and managers. We should appreciate the effort of the others. Communication is important to have a strong workforce in a big organization. The importance if being understanding can motivate to your employees and gain respect to individual.