Developing others
- 1. Developing Others: Organization Development 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 Ronel D. Caña Student
- 2. I. Introduction Developing other people is a challenging activity relies on careful, planned and responsibility motivational and duty delegation
- 3. 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."
- 4. I. Introduction Organization 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.
- 5. I. Introduction Contents of this Report: Managing Change Empowering people Developing teams
- 6. II. Learning Objectives At 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.
- 7. III. Managing Change What causes change? Here are some causes of change:
- 8. III. Managing Change A. 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.
- 9. III. Managing Change A. Sacred Cow Hunts 1. The Paper Cow • unnecessary paperworks – usually forms and reports that cost organizations money to prepare, distribute and read.
- 10. II. Managing Change A. Sacred Cow Hunts 2. The Meeting Cow • meetings called in so many times with long durations but with no concrete output.
- 11. III. Managing Change A. 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.
- 12. III. Managing Change Encouraging 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.
- 13. III. Managing Change B. 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.
- 14. III. Managing Change B. 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.
- 15. III. Managing Change B. 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.
- 16. III. Managing Change B. Peoples Acceptance of Change People 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”
- 17. III. Managing Change B. 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.
- 18. III. Managing Change C. 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;
- 19. III. Managing Change C. Organizational Culture 1. Changing culture • the removal of inapplicable culture and retaining the applicable ones; • the refining of the organization’s culture.
- 20. III. Managing Change C. 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.
- 21. III. Managing Change C. Organizational Culture 3. Maintaining the new culture Upon having the new system established, then it must be maintained. A rewarding system may be employed for those who cooperate with the new system.
- 22. III. Managing Change C. 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.
- 23. III. Managing Change D. 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:
- 24. III. Managing Change D. Coping with change 1. 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;
- 25. IV. Empowering People People are more satisfied with their jobs if they feel they have some control over what they do.
- 26. IV. Empowering People A. Making the Decision to Empower Factors 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?
- 27. IV. Empowering People A. Making the Decision to Empower Factors 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?
- 28. IV. Empowering People B. Levels of the People’s Input Absolute – Shared/ Advisory – Ownership Following – the people Participative the people of own worked is has sole / Team – the make product – closely responsibilit people has recommend the people checked/ y for an equal vote ations, sugg becomes approved making in making ests new responsible by others. decisions decisions and ideas, provi for own The people and is reaches des input quality is closely or responsible consensus constantly for the with one supervised outcomes another of decisions High Level Trust and Responsibility Low Level
- 29. IV. Empowering People B. Levels of the People’s Input Consequences to Empowerment Power to make decisions Risk of making bad decisions Punishment or deprivation of rewards.
- 30. 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.
- 31. V. Developing Teams A. What is a team? Following are the considerations into which a team can be based: 1. Identification Group members identify with the team than other groups. 2. Interdependence Members need and desire the assistance, expertise and opinions of the other members. 3. Power differentiation Members try to decrease power differentiation by treating others as equals and taking steps to ensure equality.
- 32. V. Developing Teams A. What is a team? Following are the considerations into which a team can be based: 4. Social Distance Members try to decrease social distance by being casual, using nick names, expressing liking, empathy, and common views. 5. Conflict Management Tactics Members respond to conflict by collaborating. 6. Negotiation Process Members negotiate in a win-win style in which the goal is for every person to come out ahead.
- 33. V. Developing Teams B. Types of Teams Teams 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.
- 34. V. Developing Teams C. How Teams Develop Teams 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.
- 35. V. Developing Teams D. Why Teams Don’t Always Work Following 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.
- 36. V. Developing Teams D. Why Teams Don’t Always Work Following are six most common problems encountered by teams: 4. Lack of Skill Team with members lacking the appropriate skills required for the conduct of their assignments will find it hard to accomplish. 5. Distrust of the Team Process Many teams don’t succeed because management doesn’t trust the concept of teams. 6. Unclear Objectives Teams work best if they know why they were formed, what they are expected to accomplish and when they are supposed to be finished.