This document summarizes the stages of the organizational development process model:
1. Anticipating a need for change where leadership recognizes problems impacting effectiveness and wants improvement.
2. Developing the consultant-client relationship to work together on identifying issues.
3. The diagnostic phase uses tools to analyze the organization, identify problem areas, and determine causes through data collection and feedback.
4. Developing action plans and intervention strategies to address the diagnosed problems and causes.
5. Self-renewal, monitoring, and stabilizing change through evaluation, feedback loops, and maintenance to allow changes to permeate the culture.
6. Continuous improvement as an ongoing effort to refine processes, products
1. DCE 5632 ORGANIZATIONAL DEVELOPMENT PROCESS PRESENTER : INSTRUCTOR : NOR AZMI AHMAD DR KHAIRUDDIN IDRIS MOHD ZAMRI MAT ZAIN HAPDZAN HUSAINI LAI LUNG KWANG
8. Stage 1: Anticipating a need for change Organization /leader recognizes that a problem exists which impact the effectiveness, mission & health of organization. Leadership has a vision of a better way and wants to improve the organization in term of performance. Dissatisfaction with the present situation. To achieve the first steps towards reaching the desired vision. Business is not as usual
12. Stage 3: The Diagnostic Phase INTRODUCTION WHY DIANOGSIS to identify system parameters and recognize symptoms, problems, and causes of the organization effectiveness
13. 8/25/2010 13 Figure of The diagnostic process Tentative Problem Areas Identified 1 4 6 Data Feedback Problem Areas Identified 3 More Data Needed Now 2 Collect Data NO More Data Needed Now 5 Client Target Motivated To Work on Problem YES 7 No Change At Present NO YES Diagnosis Work on Problem Causes. Result is Change 8
14. Diagnostic Models is used to analyze the organization as a socio-technical system interacting with its external environment Cause maps are mathematical representations of perceived causal relationships among variables. Among the most important factors such as quantity, speed, frequency, quality, morale, and so forth) This technique assumes that at any given moment an organization is in a state of equilibrium/balanced
18. Stage 4: Action Plans, Strategies and Techniques INTERVENTION!!!
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20. Stage 5: Self-Renewal, Monitoring and Stabilizing Self renewal Conceived of as a response to routine and lack of intellectual stimulation, which characterize many occupations in our society (Gardner,1964; Hudson, 1991). Organization renewal define as an ongoing process of building innovation and adaptation into organisation
21. Stage 5: Self-Renewal, Monitoring and Stabilizing Evaluation and monitoring Model of five alternative ways to evaluate Ask the expert What’s the target Did we hit the target Mid course correction Continues monitoring (Weiss & Rein, 1970)
22. Stage 5: Self-Renewal, Monitoring and Stabilizing Stabilizing process maintenance phase. takes place under conditions of unfreeze ness which are necessary for the changes to have an impact once introduced however it is necessary that the changed system should stabilize to allow the changes to permeate the culture of the organization. The process consists of activities to maintain the effectiveness of the intervention by receiving feed back about the change & produced modifications
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24. INCORPORATED DEMING CYCLE (PDCA) IN OD Define and analyze the current process Develop and implement plan Action : Correction , Prevention, Engraft and plan next CP Study the approaches, technique & result Also known as Deming Cycle and made it famous by Dr W. Edwards Deming PDCA model was introduced by Walter A Shewhart
25. OTHERS MODEL OF CONTINUOUS IMPROVEMENT KAIZEN BENCHMARKING TQM
26. CONCLUSION Organization need to continuously introduce changes through repeating the cycle of organization development process for continues existing in the market.
