Lectures For Od

WEST COAST COLLEGE, INC.
Pio Duran, Albay

S. Y. 2024-2025
1st Semester
LECTURES FOR ORGANIZATIONAL DEVELOPMENT
MANAGEMENT – It is the process of managing resources efficiently and effectively.
EFFICIENT – Doing things right. Performing ones task with minimal resources, less
time
and effort.
EFFECTIVE - Doing the right things. Your performance is achieving the goals of a
company.
LEVELS OF MANAGEMENT:
TOP LEVEL - executives like CEO

MIDDLE LEVEL –positions/sale staff
FRONT LEVEL - operational staff
MANAGEMENT SKILLS :
TECHNICAL SKILLS-Performing special tasks. Ex. engineers, accountant

INTERPERSONAL SKILLS-Ability to lead, motivate, encourage, communicate
CONCEPTUAL SKILLS-Analytical, can identify, can think abstract to solutions to
complex
problems
DECISION MAKING SKILLS – Can decide intelligently and the decisions are aligned
to the
goals of the company
RESOURCES OF AN ORGANIZATION:
1. HUMAN RESOURCES
2. FINANCIAL RESOURCES
3. PHYSICAL RESOURCES
3. INFORMATIONAL RESOURCES
THE 5 M’s of MANAGEMENT: Man, Material, Machines, Methods and Money
ORGANIZATION – It is an organized group of people performing a specific task to realize

the
goals of a company.
ORGANIZATIONAL COMPANY – It is the study and implementation of practices, systems

and
techniques an organizational management.
 VALUES OF ORGANIZATIONAL DEVELOPMENT:
1. Promotes continuous development. This is integrating continuous innovation in

a
business to ensure and nurture competitive language. OD lays the foundation pattern
of
improvement and innovation for quality outcomes. In short embracing changes to
succeed in disruptive times.
2. Advocates for employee development. Emphasis in encouraging the

employees to
embrace the required changes in the firm. There is a need to undergo trainings to
improve
their ability to adjust to the variations in the market to improve the performance and
productive output.
3. Aims for quality products and services. This is reinventing the products and
services
for the organizational development. For a firm to compete successfully against other
players
in the market.
4. Enhances the financial performance of the firm. The company can significantly
reduce its expenses due to improved business processes and expand its market as a
result of
developed operating procedures.
5. Promotes and manages growth among firms contributing to a better society.
CHAPTER I
OVERVIEW OF ORGANIZATIONAL DEVELOPMENT
In order for organizations to more effectively respond and adapt to market/

industry challenges and technological advancements, they adopt organizational
development (OD) as part of their business strategy to address these issues. OD refers
to
a planned and systematic scheme of implementing change. Many companies in
different
parts of the world are prosperous because they introduce and employ OD to strengthen
their
agility in handling new difficulties in the marketplace quickly and with little interruption.
LESSON I - DOCTRINE OF ORGANIZATIONAL DEVELOPMENT
Today’s world order among organizations is to continually search for

strategies
on how to deal with CHANGE. Change is constant and it aspects of the organization’s
operations and everyone in it. Organizations that disregard change will eventually die
a
natural death. Entities that manage change will evolve and transform themselves to
adapt
to their unique setting. For an organization to survive, it must be capable of finding
new
ways of doing old things at a pace faster than the changes taking place in the
external environment
With the countless challenges confronting many firms today, they need to
find
novel strategic schemes to overcome these experiences and their possible adverse
effects.
There is no quick formula that will address the challenges brought about by change.
When
Firms anticipate changes, they will build a flexible, dynamic, and sustainable
organization.
One of the tactics that companies adopt to manage change is through organizational
development.
Organizational development entails the utilization of new and innovative

procedures, methods and approaches to handle specific change factors.
OD encompasses the following attributes:
1. OD involves planned stage. This is a systematic and systematic diagnosis

of
an organization.
2. OD entails total system effort. This means that OD is aligned to the
overall
goal of the organization to manage change in a holistic manner rather based on
fragmented efforts.
3. OD leads to improved organizational effectiveness. OD will enhance the

firm’ s ability to adapt to change and invigorate companies amidst the challenges
occurring in the environment.
4. OD calls for the application of behavioral science knowledge. OD

emphasizes
the importance of understanding people’s attitudes, beliefs, and feelings in developing
new methods of improving performance, teamwork, communication, and collaboration.
5. OD requires the support of top management. OD is most effective when

the top management gives its support and approval in the implementation of the
process.
6. OD encompasses problem-solving and a renewal process. OD implies

diagnosis of issues confronting organizations and finding feasible solutions to attain the
self-managed
development and growth.
7. OD relies on an educational strategy. This means that OD focuses on the

human factor to effect planned changes through data feedback, sensitivity training, and
the like.
8. OD implies collaborative relationships. OD entails collective effort and

constant
communication among various internal and external stakeholders of the organization to
implement meaningful changes in the firm.
9. OD is related to the company’s vision and mission. Vision is the statement

of the
desired future of the firm. Mission is the expression of the organization’s reason for
being. Shared vision and mission provide the boundaries with which action and
decision – making take place. They serve as organizational anchor that keep the firm
stable amid an ever-changing environment. OD’s planned changes are always aligned
to these two concepts.
LESSON 2 – EVOLUTION OF ORGANIZATIONAL DEVELOPMENT
The concept of organizational development started after World War II. There
were two significant outcomes from the aftermath of the war. These were the scarcity
of material
Resources and workforce to keep up the efficient production of companies. To
overcome these adverse outcomes of war, firms implemented training programs and
conducted long range planning to optimize the utilization of their limited resources.
Planning and training became the springboard for enhancing organizational and
individual effectiveness.
The evolution of OD is anchored on four trunk stems of organizational

practice.
1. T-group. Kurt Lewin, popularly known as the founding father of OD,

pioneered the use of T-group (sometimes called the sensitivity or laboratory training
groups. This type of involves a small group of participants ranging from8 to 15 people.
The participants used feedback, problem-solving, role play, and other methods to lean
about themselves, others and groups through their interaction with each other. The
ultimate objective of the T-group is to institute change in the standards, attitudes, and
actions of people in an organization.
2. Survey Feedback. The process of survey feedback was initiated by Mann
together with his associates in 1957. This made use of a questionnaire designed to
gather feedback about the different aspects of the organization’s operations.
3. Action Research. It was introduced by Kurt Lewin in the late 1930’s. This
is a process of collecting data through research relative to the concerns in the
organization. The information gathered was used to implement changes within the
system.
4. Socio-technical Theory. This doctrine was formulated by a group of

researchers
led by Eric Trist. They made a study among the workers in a coal mine in South
Yorkshire in 1949. The researchers assessed social and technical aspects or the
interaction between people and technology in specialized job areas. This is to design
jobs to improve quality of life, enhance organizational effectiveness, and encourage
participative management.
The field of OD continues to evolve and adjust to the disruptions in the

environment. OD is considered as a catalyst in transforming organizations and guiding
management’s efforts in handling challenges related with change.
LESSON 3 – STAGES IN THE OD PROCESS
1. Initial Problem Diagnosis. This is gathering information about the nature

of the problems, while at the same time seeking for possible remedies of the said
concerns.
2. Data Collection. This is collecting data about the underlying factors

related to the identified problems. Data gathering is the most important part of the OD
process. The information can be collected by internal stakeholders through the
administration of questionnaires. At other times, data can be obtained by the external
conduct through the conduct of interview.
3. Data Feedback and Confrontation. The top management and the change
agent will review the data as to its bearing to the existence of the problem. Should
there will be disagreements in terms of the analysis of the data, they will find a
common ground to discuss the merits and demerits of the information gathered.
4. Planning the Strategy for Change. The change agent will come up with
recommended actions in the implementation of the change strategies. The goal is to
concretize the outcomes of the problem diagnosis into a doable design.
5. Integrating the Structure. The next step is the implementation of the said
changes into the company’s structure. There can be a laboratory training, process
consultation, conflict resolution and other participative intervention schemes.
6. Team Building. This is for nurturing open communication, trust, and

respect among all the organizational members will be highlighted. This is also a
training ground in cultivating teamwork, collaboration, and cooperation in problem
solving and conflict management.
7. Evaluation. OD is a long and intricate process. There is regular monitoring

of all the activities.
LESSON 4 - SIGNIFICANCE OF OD.
1. OD enables the firm for better respond to environmental changes and

technological l advances.
2. OD helps promote and manage growth in companies.
3. OD helps companies reinvent its products/services.
4. OD facilitates analysis of work processes.
5. OD enhances organizational communication.
6. OD fosters continuous development.
7. OD supports employee development.
PREPARED BY:
ROSALINDA D. BOSQUE, MAEd

Associate Professor REFERENCE: Organizational Development
By: Maria Victoria U. SY,
DM-HRM

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WEST COAST COLLEGE, INC.

Pio Duran, Albay

LECTURES FOR ORGANIZATIONAL DEVELOPMENT

MANAGEMENT – It is the process of managing resources efficiently and effectively.

TOP LEVEL - executives like CEO

TECHNICAL SKILLS-Performing special tasks. Ex. engineers, accountant

THE 5 M’s of MANAGEMENT: Man, Material, Machines, Methods and Money

ORGANIZATION – It is an organized group of people performing a specific task to realize

ORGANIZATIONAL COMPANY – It is the study and implementation of practices, systems

 VALUES OF ORGANIZATIONAL DEVELOPMENT:

1. Promotes continuous development. This is integrating continuous innovation in

2. Advocates for employee development. Emphasis in encouraging the

5. Promotes and manages growth among firms contributing to a better society.

OVERVIEW OF ORGANIZATIONAL DEVELOPMENT

In order for organizations to more effectively respond and adapt to market/

LESSON I - DOCTRINE OF ORGANIZATIONAL DEVELOPMENT

Today’s world order among organizations is to continually search for

Organizational development entails the utilization of new and innovative

OD encompasses the following attributes:

1. OD involves planned stage. This is a systematic and systematic diagnosis

3. OD leads to improved organizational effectiveness. OD will enhance the

4. OD calls for the application of behavioral science knowledge. OD

5. OD requires the support of top management. OD is most effective when

6. OD encompasses problem-solving and a renewal process. OD implies

7. OD relies on an educational strategy. This means that OD focuses on the

8. OD implies collaborative relationships. OD entails collective effort and

9. OD is related to the company’s vision and mission. Vision is the statement

LESSON 2 – EVOLUTION OF ORGANIZATIONAL DEVELOPMENT

The evolution of OD is anchored on four trunk stems of organizational

1. T-group. Kurt Lewin, popularly known as the founding father of OD,

4. Socio-technical Theory. This doctrine was formulated by a group of

The field of OD continues to evolve and adjust to the disruptions in the

LESSON 3 – STAGES IN THE OD PROCESS

1. Initial Problem Diagnosis. This is gathering information about the nature

2. Data Collection. This is collecting data about the underlying factors

6. Team Building. This is for nurturing open communication, trust, and

7. Evaluation. OD is a long and intricate process. There is regular monitoring

LESSON 4 - SIGNIFICANCE OF OD.

1. OD enables the firm for better respond to environmental changes and

3. OD helps companies reinvent its products/services.

4. OD facilitates analysis of work processes.

5. OD enhances organizational communication.

6. OD fosters continuous development.

7. OD supports employee development.

ROSALINDA D. BOSQUE, MAEd

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