Fo Human Relations and Related Subjects

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.