developing others

Developing Others: Organization Development

Ronel D. CañaStudent

A Report under the guidance of Dr. Nita Vigilia in partial fulfillment to the requirements in the subject Agricultural

Extension 212 – Human Relations and Group Dynamics

I. Introduction

Developing other people is a challenging activity

relies on careful, planned and motivational delegation

responsibility and duty

I. Introduction

Thus, there should be a high level of trust and knowledge of your colleagues

"Organizations are no longer built on force. They are built on trust."

I. IntroductionOrganization development :

a deliberately planned effort to increase an organization's relevance and viability.

the framework for a change process designed to lead to desirable positive impact to all stakeholders and the environment.

I. IntroductionContents of this Report:

Managing Change

Empowering people

Developing teams

II. Learning ObjectivesAt the end of this report, YOU are expected to:

• Understand how and why organizations change;• Learn how to increase peoples’ acceptance of

change;• Know the importance of organizational culture;• Learn how to deal with change;• Understand when empowering others is a good idea;• Learn the levels of peoples’ input;• Learn what makes a group “a team”;• Learn how teams operate;• Understand why the team approach is not always

best.

III. Managing Change

What causes change?

Here are some causes of change:

III. Managing ChangeA. Sacred Cow Hunts

Kriegel and Brandt (1996):• Search for the already-traditional

activities that have invisibly reduced productivity;• The identification and reduction, if not

eradication, of these counterproductive activities.

III. Managing ChangeA. Sacred Cow Hunts

1. The Paper Cow• unnecessary paperworks – usually

forms and reports that cost organizations money to prepare, distribute and read.

II. Managing ChangeA. Sacred Cow Hunts

2. The Meeting Cow• meetings called in so many times with

long durations but with no concrete output.

III. Managing ChangeA. Sacred Cow Hunts

3. The Speed Cow• are the unnecessary deadlines which

affect the quality of work, increases employee stress and often cause employees’ health problems.

III. Managing ChangeEncouraging Change (Kriegel and Brandt, 1996)

• Think like a beginner – ask stupid questions, constantly ask why things are being done a certain way, and don’t assume that anything makes sense;• Don’t be complacent with something that is working

well. Keep looking for ways to improve, new markets to enter, new products to introduce.• Don’t play with someone else’s rules, make your

own. • Rather than penalizing mistakes, reward employees

for making the attempt to change or to try something new.

III. Managing ChangeB. Peoples Acceptance of Change

• People are often reluctant to change;• People are comfortable doing things the old

way;• People fear that change will result in less

favorable working conditions;• People feel out of control when confronted

with change.

III. Managing ChangeB. Peoples Acceptance of Change

1. Stages of Change (Carnall, 1990)

Stage 1: Denial – people deny that any changes will actually take place;

Stage 2: Defense – they become defensive and try to justify their positions and ways of doing things;

Stage 3: Discarding – people begin to realize not only that the organization is going to change but that the people are going to have to change as well;

Stage 4: Adaptation – people test the new system, learn how it functions, and begin to make adjustments;

Stage 5: Internalization – people have become immersed in the new culture.

III. Managing ChangeB. Peoples Acceptance of Change

2. Important Factors• The reason behind the change – people accept

change if they fully understand the reason for it;• The person making the change – people react

differently in response to the personality behind any proposed change;• The person being changed – the reaction of the

people being changed highly influence the outcome of the proposed change.

III. Managing ChangeB. Peoples Acceptance of ChangePeople are classified into the following depending on their reaction and contribution to change:

• Change agents – “I enjoy in making changes”• Change analysts – “I think deeply before

responding to change”• Receptive changers – “I easily accept change”• Reluctant changers – “I do not easily accept

change”• Change resisters – “I don’t accept change”

III. Managing ChangeB. Peoples Acceptance of Change

3. Implementing Change• Creating an atmosphere for change – involves

showing the dissatisfaction in the current system;• Communicating details – involves educating the

organization about the proposed change;• Time frame – proper timing and duration effects

the implementation of change;• Training needs – the people need to cope with its

effects and in the process, needs training.

III. Managing ChangeC. Organizational Culture

• The set of values, beliefs, and traditions that an organization follows;• Can influence change;• Decision making, taking tasks, accomplishing goals

and other corporate culture-related issues may dictate the need for change;

III. Managing ChangeC. Organizational Culture

1. Changing culture

• the removal of inapplicable culture and retaining the applicable ones;• the refining of the organization’s culture.

III. Managing ChangeC. Organizational Culture

2. Assessing the new culture• Needs assessment – studies and activities carried out to find

the needs of the culture;• Determining executive direction – this activity will provide the

organization the direction where its decisions will be based;• Implementation considerations – how the new culture will be

implemented;• Training – includes the transfer of the philosophies of the new

culture as a replacement/refinement of the implemented culture;

• Evaluation of the new culture – an evaluation mechanism must be established to review the new culture.

III. Managing ChangeC. Organizational Culture

3. Maintaining the new cultureUpon having the new system established, then it must be maintained. A rewarding system may be employed for those who cooperate with the new system.

III. Managing ChangeC. Organizational Culture

4. Selection of People• Different people react towards the

implementation of the new system;• This creates a selection of those who adopt

effectively and those who do not;• In the recruitment of new members of the

organization, the selection criteria should contain understanding and interest to the new system.

III. Managing ChangeD. Coping with change

• organizational change can be traumatic;• it can also be exciting and full of new

opportunities;

Following are advices which the organization members can follow to cope with change:

III. Managing ChangeD. Coping with change1. Speed up

”If you paddle faster than the current, you can control where you are going”;

2. Take the initiative

Instead of waiting for instructions, initiate action! 3. Spend energy on solutions

Spend your time and effort on solving problems and making the new system work:• Post baby pictures of managers (bosses);• Create a stress-free zone;• Give employees a surprise hour off;

IV. Empowering People

People are more satisfied with their jobs if they feel they have some control over what they do.

IV. Empowering PeopleA. Making the Decision to EmpowerFactors in making the decision to empower

• Importance of decision quality – Is one decision is better than the other?• Leader knowledge of the problem area – Do the

leaders have sufficient information to make the decision alone?• Structure of the problem – Do the leaders know

what information is needed at how it can be obtained?

IV. Empowering PeopleA. Making the Decision to EmpowerFactors in making the decision to empower

• Importance of decision acceptance – Will the subordinates accept the decision?• Subordinate trust and motivation – Will the

subordinates be motivated to achieve the organizational goals and be trusted to make decisions that will help the organization?• Probability of subordinate conflict – Will there be

conflict among subordinates when various solutions to the problem are considered?

IV. Empowering PeopleB. Levels of the People’s Input

Absolute – the people has sole responsibility for making decisions and is responsible for the outcomes of decisions

Shared/ Participative/ Team – the people has an equal vote in making decisions and reaches consensus with one another

Advisory – the people make recommendations, suggests new ideas, provides input

Ownership of own product – the people becomes responsible for own quality

Following – worked is closely checked/ approved by others. The people is closely or constantly supervised

Trust and ResponsibilityHigh Level Low Level

IV. Empowering PeopleB. Levels of the People’s InputConsequences to Empowerment

Power to make decisions

Risk of making bad decisions

Punishment or deprivation of rewards.

V. Developing Teams• Teams can improve performance in

some, but not all situations;• Teams work best in situations in which

the job requires high levels of people interaction;•A team can do something an individual

cannot.

V. Developing TeamsA. What is a team?Following are the considerations into which a team can be based:

1. IdentificationGroup members identify with the team than other groups.

2. InterdependenceMembers need and desire the assistance, expertise and opinions of the other members.

3. Power differentiationMembers try to decrease power differentiation by treating others as equals and taking steps to ensure equality.

V. Developing TeamsA. What is a team?Following are the considerations into which a team can be based:

4. Social DistanceMembers try to decrease social distance by being casual, using nick names, expressing liking, empathy, and common views.

5. Conflict Management TacticsMembers respond to conflict by collaborating.

6. Negotiation ProcessMembers negotiate in a win-win style in which the goal is for every person to come out ahead.

V. Developing TeamsB. Types of TeamsTeams come in many forms:

Cross-functional teams

• consisting of representatives from various departments within an organization. • members are often torn between representing the interests

of their function and doing what is best for the organization as a whole.

V. Developing TeamsC. How Teams DevelopTeams typically go through four developmental phases:

• Forming stage – members get to know each other and decide what roles each member will play;• Storming stage – members often become frustrated with

their roles, begin to disagree with one another and challenge each others’ ideas;• Norming stage – members have either accepted their initial

roles or made adjustments to roles to which they are better suited;• Performing stage – the team begins to accomplish its goals;

members enjoy their team membership.

V. Developing TeamsD. Why Teams Don’t Always WorkFollowing are six most common problems encountered by teams:

1. The Team is Not a Team There are teams where the “team” is limited only to their names.

2. Excessive Meeting Requirements Some teams meet either too often or they waste time during their meetings. These situations can reduce the motivation and enthusiasm of a team.

3. Lack of Empowerment Teams that lack empowerment lack the authority to overcome any given difficult task.

V. Developing TeamsD. Why Teams Don’t Always WorkFollowing are six most common problems encountered by teams:

4. Lack of SkillTeam with members lacking the appropriate skills required for the conduct of their assignments will find it hard to accomplish.

5. Distrust of the Team ProcessMany teams don’t succeed because management doesn’t trust the concept of teams.

6. Unclear ObjectivesTeams work best if they know why they were formed, what they are expected to accomplish and when they are supposed to be finished.

Let us play “complete me” game.

Help me complete the following sentences:

When I need to wake up early, take a bath early and be in a

hurry…

I am happy, I am given another day.

When my boss asks me to do this, and that, and another and

things get messy…

I am happy, I still have a job.

When I wake up with my house dirty, and it really needs to be

cleaned…

I am happy, I am blessed with a home.

When my wife asks me my salary and talks to me things that I don’t really need to hear…

I am happy, I have a wife that shares with me.

When my classmate really listens to my report and pays attention

to me…

I am happy, he/she will learn 70% of the contents of the final

examination.

That is all for now…THANK YOU!