GABAY ORGANIZATIONAL DEVELOPMENT (OD) PROGRAM

A. INTRODUCTION

 To promote the members of the organization into self-reliant, hard-working, helpful, god-fearing, and passionate members of the society.

to adapt the qualities to each other being a good employee

To conduct an activity that improves our knowledge, skills and personality

To adapt the qualities that makes up a good manager.

B.SECTION GOAL

Goal Setting Activities for Your Group. The desire to achieve results in goal setting activities must be present as well as the values and the belief. With each plan lies a great deal of thinking to achieve a particular goal. And engaging in goal setting activities motivates one to strive towards achievement. This means that there is a type of reward at the end of engaging in such activities.

In personal life and business, goal-setting activities show the difference between mediocrity and excellence and accomplishment. The questions then are: "How do you set and accomplish goals?" "Is there some goal setting formula or strategy that can be employed?" Well, there is always the possibility in achieving what seems impossible. Any activity you find yourself dealing with must always have a purpose and essence of doing. It is important to note that anything worth doing must be important enough to have a goal which is achievable.

The next thing is defining what your goals are.

Are they long-term or short-term? Long-term goals are the ones that you set which is achievable within a longer period of time while short-term goals are achievable within few weeks or even just days. Effective goal setting activity makes you more organized and helps you achieve your purpose out of life. By setting a goal, be it long term or short term, you become more productive and have a stress free life.

To create goal setting activities, concentrate on doing the following:

1. Select an area to concentrate on.

Since this is a long term goal, goal activities which are long term always include something about working on the fundamental aspects of one's life. So by selecting an area to concentrate on, say relationship, you have a defined purpose.

2. Daydream

This involves you to dream about what you want to achieve. Relax, sit back list down on a piece of paper all the things you wish to achieve in the specific area which you are focused on. Dream about what you have always seen yourself doing when you achieve such, and as you do so, write it down without erasing. This way, you have a step-by-step focus on reaching such goals.

3. Prioritize

After dreaming and writing them down on a piece of paper, prioritize your objectives because day dreaming about certain activities may just be just a dream and not a realistic one. By prioritizing the activities, you are more realistic about achieving them because some possibilities takes a lot of time and energy which is usually not enough to achieve even just one out of your dreams.

4. Be Specific.

Ask your self why are you setting this goal? This is an important step because the specific detail of a goal setting activity is a part of what gives it power. Goal setting activities which are vague and abstract have less power to shape and direct one's behavior.

5. Action

After arranging your specific priorities, your behavior enables you to act on pursuing the listed goals. This where desire, belief and motivation comes into play. As long as you believe that your goal setting activities are reachable, then there is no other choice than working to achieve them. 

C.SPECIFIC ORGANIZATIONAL DEVELOPMENT

Organization development (OD) is a concept, organization-wide effort to increase an organization's effectiveness and viability. Warren Bennis has referred to OD as a response to change, a complex educational strategy intended to change the beliefs, attitudes, values, and structure of organization so that they can better adapt to new technologies, marketing and challenges, and the dizzying rate of change itself. OD is neither "anything done to better an organization" nor is it "the training function of the organization"; it is a particular kind of change process designed to bring about a particular kind of end result. OD can involve interventions in the organization's "processes," using behavioural science knowledge as well as organizational reflection, system improvement, planning, and self-analysis.

Kurt Lewin (1898–1947) is widely recognized as the founding father of OD, although he died before the concept became current in the mid-1950s. From Lewin came the ideas of group dynamics and action researchwhich underpin the basic OD process as well as providing its collaborative consultant/client ethos. Institutionally, Lewin founded the "Research Center for Group Dynamics" (RCGD) at MIT, which moved to Michigan after his death. RCGD colleagues were among those who founded the National Training Laboratories (NTL), from which the T-group and group-based OD emerged. In the UK, the Tavistock Institute of Human Relations was important in developing systems theories. The joint TIHR journal Human Relations was an early journal in the field. The Journal of Applied Behavioral Sciences is now the leading journal in the field.

D. CALENDAR OF ACTIVITIES

1. Introdunction

2. Behavior within Organizations: Managing Individual Processes 

A. Psychodynamic Perspective

B. Motivation

C. Perception, attribution, and values

D. Communication

3.  Behavior in organizations: Managing groups and interpersonal influence and processes 

A. Leadership

B. Mentoring

C. Work Teams and effectiveness

4. Structure and design of organizations

A. Organizations and work design 

B. Creativity and innovation 

C. Organizational Culture

5. Processes of Organizations 

A. Organizational change, development and learning

B. Knowledge management processes 

C. Managing technology and informational technology

E.KSA w/ DISCIPLINE DATES RATES NEEDED

F. GABAY (OD) 

Cultural norms are behavior patterns that are typical of specific groups. Such behaviors
are learned from parents, teachers, peers, and many others whose values, attitudes,
beliefs, and behaviors take place in the context of their own organizational culture.

Some norms are healthy and some are not. Some contribute to the betterment of
individuals, families, and communities; others are precisely the kinds of high-risk
behaviors that mainstream American society would like to reduce or eliminate. Conflict
or uncertainty over which cultural norms should be acceptable in which circumstances
has contributed to change and instability in the fields of education and prevention during
recent years.

Cultural norms often are so strongly ingrained in an individual's daily life that the
individual may be unaware of certain behaviors. Until these behaviors are seen in the
context of a different culture with different values and beliefs, the individual may have
difficulty recognizing and changing them. The goal of prevention and effective youth
development is to understand and improve cultural norms, and thereby reduce alcohol,
tobacco, and other drug (ATOD) use.

G.GABAY ACTIVITY NORMS

As understood in sociology, asubculture is a set of people with a distinct set of behavior
and beliefs that differentiate them from a larger culture as a whole of which they are a
part of. The subculture may be distinctive because of the age of its members, or by their
race, ethnicity, class and/or gender, and the qualities that determine a subculture a

Distinct may be aesthetic, religious, political, and sexual or a combination of these
factors. Subcultures are often defined via their opposition to the values of the larger
culture to which they belong, although this definition is not universally agreed on by
theorists. Members of a subculture will often signal their membership through a
distinctive and symbolic use of style. Therefore, the study of subculture often consists of
the study of the symbolism attached to clothing, music and other visible affectations by
members of the subculture, and also the ways in which these same symbols are
interpreted by members of the dominant culture. If the subculture is characterized by a
systematic opposition to the dominant culture, then it may be described as a
counterculture.

More simply, subcultures are groups of individuals who, through a variety of methods
(conspicuous clothing and ostentatious behavior), present themselves in opposition to the
mainstream trends of the mainstream culture that they are a part of. It may also be
difficult to identify subcultures because their style (particularly clothing and music) may
often be adopted by mass culture for commercial purposes, as businesses will often seek
to capitalize on the subversive allure of the subculture in search of cool, which remains
valuable in selling any product. This process of cultural appropriation may often result in
the death or evolution of the subculture, as its members adopt new styles which are alien
to the mainstream.

A common example is the punk subculture of the United Kingdom, whose distinctive
(and initially shocking) style of clothing was swiftly adopted by mass-market fashion
companies once the subculture became a media interest. In this sense, many subcultures
can be seen to be constantly evolving, as their members attempt to remain one step ahead
of the dominant culture. In turn, this cyclical process provides a constant stream of styles
and ideas which can be commercially adopted by the mainstream culture.

Sometimes styles (particularly clothing and music) of a particular subculture are adopted
by mass culture for commercial purposes, Businesses will often seek to capitalise on the
subversive allure of subcultures in search of cool. Music-based subcultures are
particularly vulnerable to this process, and so what may be considered a subculture at one
stage in its history — such asjazz,punk, hip hop and rave cultures — may represent
mainstream taste within a short period of time.

H. GABAY ACTIVITY NORMS FOR COLLABORATION, SOCIAL WEBSITES NETWORK

I. GABAY EVALUATION

Relevance to Organization Development Goals/Core Competencies

                Conducted for the current officers, deputies, and project heads to undergo 

leadership training in two (2) dimensions: theoretical and applied and for the members to be 

oriented on all Gabay-relevant Standard-Operating-Procedures (SOPs)

Project Description

               A one-day seminar at the start of the semester facilitated by DSLD

Goal From the Core Team

To provide a guide for Project Heads 

and EB Deputies as they go about the 

planning, execution, and post-event 

activities of their respective project

Goal was attained.

Talks centered mostly on effective project 

management, giving PICs and deputies tips and 

pointers on how to plan and execute their 

projects. The speakers were able to give their 

insights and recommendations to the participants 

that the latter could use when handling their 

projects. The project also, in a way, showed 

them how to become effective team leaders.

The project is very useful and relevant to PICs 

and deputies, since it serves as training for them 

to develop their leadership and team 

management skills. It is also their chance to meet 

and get advice from previous PICs, and apply 

what they have learned to their current projects. 

The project’s goals were completely metSuccess Indicators

SI#1 was not attained.

Only 43 people out of the 60+ invited 

participants were able to attend the event due to 

schedule conflicts and previous commitments.

SI#2 was attained.

The project received generally positive feedback 

from the participants, saying that the project was 

informative and relevant for PICs and deputies.

SI#3 was not attained.

The program started late because the DSLD 

speaker arrived late and there weren’t many 

participants yet. The program also extended for 

around 30 minutes because the afternoon 

session did not start immediately due again to 

the lateness of participants. Some talks were 

also too long.

The project was still a success, based on the 

content and value it presented to the 

participants and their own feedback on the 

project. The only major problems were schedule 

conflicts, which could not be avoided due to 

classes or prior commitments before the project 

was announced.

J. RECOMMENDATION

K. SUMMARY

ORGANIZATIONAL CHANGE

1. Why is diagnosis so vital in organizational change programs?

The diagnostic of present and potential problems involves the collection of information the reflects the level of organization effectiveness. Data that measure the current state for production, efficiency, satisfaction, adaptive ness, and development must be gathered and analyzed.

2. Explain the concept of organizational intervention and why any particular management or organization change can be considered an intervention.

There are three lines of intervention that the organizational intervention, cultural intervention, and intervention mindset. The most dynamic part of change management is people management that is determined by the ability of organizations to mobilize all of its assets in the change. Intangible assets in the form of concepts, competence, and well established connections within the organization. Those assets reflect not only the habits of a planned program, individual skills, behaviors, and relationships. If this is deeply rooted in an organization, change will take place in a very natural so that low resistance. If the intangible asset is less in the organization, leaders tend to react defensively and not effective. Changes coupled with the crisis are usually viewed as a threat, not as an opportunity. Organization’s greatest asset is human capital. One of the reasons why people resist change is that they do not have the time to engage in change. They can not carry out routine responsibilities, and at the same time they have to run the changes. They feel that to focus their energies on running activity can change their dereliction of responsibilities. In this case, the problem is the management of tasks and participation in change. Management must set the priorities of their work, do not expect people to focus its energy on the change, if they feel neglected responsibilities. Organizational interventions include the development of the organization in the task, the complexity of work, managing people in an organization to support the success of change. Organization serves as a place and a vehicle for the implementation of behavior change, integration, coordination, communication, collaboration, and performance of its members. Organizational interventions to bridge to the current conditions faced and the challenges and opportunities that exist towards better future.Organizational interventions performed through the integration and alignment with strategy changes, business processes, and design the organization so identified organizational capabilities in managing change. Based on these capabilities, the road map of change can be mapped, and the systems, procedures and supporting tools can be developed. All of these are socialized and internalized to all members of the organization. If the votes are ready, the changes implemented by empowering the entire organization’s potential. Implementation should always be monitored and necessary adjustments on an ongoing basis. Then a performance measurement to evaluate the gradual improvement of a sustainable and rewarding form of reward and punishment. Operationally, the key factor of success of an organizational intervention is the responsibility and accountability, commitment and support of the leadership, organizational dynamics, strategy, plan, and timeframe and milestones. Each organizational intervention is always changing behaviors of people within the organization.

3. Might some managers attempt to implement would be appropriate for their organization’s problem?

The managerial response to these questions should be stated in terms of criteria that reflect organizational effectiveness.

4. Why is important for managers to reduce the resistance to change exhibited or covertly practiced by employees?

Measurable outcomes such as production. Efficiency, satisfaction, adaptive ness, and development must be linked to skill, attitudinal, behavioral, and structural changes necessitated by problem identification

5. Evaluate the ethical issue associated with downsizing an organization by reducing its labor force to increase the organization’s long-run chance of survival. What other ethical issues can identify in the practice of organizational development as you understand it thus far?

An evaluation not only enables management to account for its use of resources but also provides feedback. Base on this feedback, corrections can be taken in the implementation phase.

The ideal situations would be to structure the procedure in the manner of an experimental design. That is, the end results should be operationally defined, and measurements should be taken, before and after, both in the organizationally defined, and measurements should be taken before and after both in the organizational undergoing development and in a second organization (the control group).

6. Describe the relationships among the steps of the change model depicted in this chapter and the process of unfreezing new learning freezing. Which steps of the model are related to which elements of the relearning process?

Unfreezing old learning requires people who want to learn new ways to think and act, need more skill in a particular job or more understanding or the problems of other units of the firm.

Movement to new learning requires training, demonstration, and empowerment. Training no managerial employees hasn’t priority among many American corporations, but recent losses of market shares to foreign competitors that invest greater resources in training have encouraged American firms to make training a regular part or their employee’s assignments.

Refreezing the learned behavior occurs through the application of reinforcement and feedback. When people receive encouragement, rewards, supportive information, or acclaim for doing something, they’re more likely to do the same thing in a similar situation.

7. How is appreciative inquiry approach to organizational change from different from a problem solving approach?

His article discusses how recent developments in the cognitive sciences, especially the concept of schemata (organizing frameworks for understanding events), can illumine the practice of organization development. On the basis of a cognitive perspective, the authors discuss the relationship between organizational change and schemata, describing the following orders of change that might result from OD: first-order change, or incremental changes occurring within particular schemata already shared by members of a client system, second-order change, or modifications in the shared schemata themselves; and third-order change, or the development of the capacity of the client system to change the schemata as events require. To show how understanding the differences among orders of change can help clarify problems and solutions from an intervention, the authors discuss how a paternalism schema affected a particular quality of working life intervention. They conclude by suggesting implications of the cognitive perspective for OD practice and research

8. What would be the characteristics of an organization or situation for which the use of reason would be an effective approach for managing change? Are such organizations and situations relatively rare?

The usual external change agent is a private consultant who has training and experience in the behavioral sciences.

The internal changes agent is an individual working for the organization who knows something about its problems.

External-Internal changes Agents some organizations use a combination external-internal change team to intervenes and develop programs. This approach attempts use

The resources and knowledge base of both external and internal change agents. It involves designating am individual or small group within the organization to serve with the external change agent as spearheads of the change effort.

9. Explain the difficulties that you would encounter in attempting to obtain diagnostic information from members of two groups that believe they’re competing for scarce resources.

Parochial Self-Interest some people organization change out of fear of losing something they value. Individuals fear the loss of power, resources, freedom to make decisions, friendships, and prestige.

10. Explain why a change program should be evaluated and why such an evaluation is so difficult to conduct.

The model indicates that forces for change continually act on the organization; this as assumption reflects the dynamic character of the modern world. At the same time, it’s the manager’s responsibility to sort out the information that reflects the magnitude of change forces. The information is the basis for recognizing when a change is needed; it’s equally desirable to recognize when change isn’t needed. But once managers recognize that something is malfunctioning, they must diagnose the problem and identify relevant alternative techniques.

Monitoring dramatic changes:

1. Highlight the most dramatic behavior (people), structure, work design, and process changes reflected for the five companies.

A statement that organizations are undergoing constant change is hardly insightful. It is simply a fact of the life of organizations that changes in behavior, structure, work design, and process are occurring in rapid-fire order and disorder.

2. In retracing the history of your selected firms, are there more dramatic changes reflected in the most recent five-year period or in earlier periods?

Yes.

3. Do any of your selected firms have or report an organizational change task force?

No.

Discussion Question

1. What type of change(s) occurred at Bayer?
2. What type of employee resistance to change did Bayer have to address?

Knowing that Myerstown employees were skeptical of new management programs because of past failures, plant manager John O’Neil and HR team addressed workers at an all-employee meeting about the first initiative developing a site strategy and goals.

3. What are the positive and negative lessons learned from how change was handled at Bayer?

A1 Learning Circle

Leadership

·         Interaction between members of a group.

·         An attempt to use influence to motivate individuals to accomplish some goal.

·         Process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task.

·         Alan Keith of Genentech states that “leadership is ultimately about creating a way for people to contribute to making something extraordinary happen”.

·         According to Ken “SKC” Ogbonnia, “effective leadership is the ability to successfully integrate and maximize available resources within the internal and external environment for the attainment of the organizational or societal goals”.

·         Organizing a group of people to achieve a common goal.

·         Arieu, A. defines a leader as “a person capable of inspiring and associate others with a dream”.

Leaders are Born or Made?

When we say leaders are born, we are referring to their natural abilities in leading a group, while leaders are made; these are the leaders who undergo several trainings to acquire skills in leading a group. Therefore, we conclude that business leaders must have these two qualities to create an effective and efficient leader.

Difference between a Manager and a Leader

Manager – in a formal organization is responsible for and entrusted with such functions as planning, organizing, and controlling, but not necessary leading.

Based on their definitions, a manager is the one that is responsible in planning, organizing, and controlling while the leader the one who initiates and motivate their members to reach the goals of an organization. Like for example, HBO class with Sr. Hector, he is the manager who gives the instructions, plans the activity and each group (A1, A2, and so on) are the said leaders who initiates and motivate the members of the organization.

Trait Theory Approach

Proposed characteristics that distinguish leaders from non-leaders:

1. intelligence
2. Dominant
3. adaptability
4. persistence
5. integrity
6. socioeconomic status
7. self-confidence

In the late 1940’s and early 1950’s during this time, leadership was no longer characterized as an enduring individual trait. Why? It is said to be that individuals can be effective in certain situations, but not others.

The Behaviors of Effective Leaders

Two kinds of Leadership Behavior

Job-centered and Employee-centered Leadership

• Job-centered leader – is a person who closely supervises and observes the work of others. It focuses on completing the task and uses close supervision so that subordinates perform their task using specified procedures.

• Employee-centered leader – is a person who only generally supervises the work of others. He or she attempts to permit others to sense autonomy and support.

• Employee-centered and Job-centered styles -  result in production improvements. However, after a brief period of time, the job-centered styles create pressure that is resisted through absenteeism, turnover, grievance, and poor attitudes. The best style is employee-centered.

Initiating Structure and Consideration Leadership

• Initiating structure – involves behavior in which the leader organizes and defines the relationships in the group tends to establish well-defined patterns and channels of communication and spells out ways of getting the job done. The leader with a high initiating structure tendency focuses on goals and results.

• Consideration – involves behavior indicating friendship, mutual trust, respect, warmth, and rapport between the leaders and the followers. The leader with a high consideration tendency supports opens communication and situational participation.

Contingency Leadership Model

            Developed by Fiedler, postulates the performance of groups is dependent on the interaction between leadership styles and situations favorableness.

Leader’s Style

• Task-oriented Leadership – individuals whose personality favors task completion and sense of accomplished.
• Relationship-oriented Leadership – who’s personality values warm, supportive relationship with others.

Situational Factors

• Leader-member relations – refers to the degree of confidence, trust, and respect that followers have in the leaders.
• Task-structure – refers specifically to the characteristics of the work to be done.
• Position power – refers to the power inherent in the leadership position.

Path-goal Model

-          Theory that suggests a leader needs to influence followers perceptions of work goals, self-development goals and pat to goal attainment.

Leadership Behavior

·         Directive Leader – tends to let subordinate know what’s expected to them.

·         Supportive Leader – treat subordinates as equal.

·         Participative Leader – consults with subordinates and considers their suggestions and ideas before reaching a decision.

·         Achievement-oriented Leader – sets challenging goals, expects subordinates to perform at the highest level, and continually seeks improvement I performance.

Hersey-Blanchard Situational Leadership Model

Emphasis is on followers and their level of maturity. The leader must properly judge or intuitively know follower’s level and then use a leadership style that fits the level.

Readiness – ability ad willingness of people to take responsibility for directing their own behavior.

Job readiness – has knowledge and abilities to perform the job without a manager structuring or directing work.

Psychological readiness – has the self-motivation and desire to do high- quality work.

Leadership Behavior

Leadership styles available to managers:

1. Telling – the leader defines the roles needed to do the jobs and tells the followers what, where, how, and when to do the tasks.
2. Selling – the leader provides followers with structured instructions but is also supportive.
3. Participating – the leaders and followers share in decisions about how best to complete a high-quality job.
4. Delegating – the leader provides little specific, close direction or personal support to followers.

Leader-Member Exchange Theory

-          LMX suggests hat leaders classify subordinates into in group members and out group members.

-          In-group members – share a common bond and value system, and they interact with the leader.

-          Out-group members – have less in common with the leader and don’t share much with him/her.

Vroom Jago Leadership Model

-          specifies leadership as decision making procedures most effective in each of several different situations:

·         Charismatic leadership – ability to influence followers based on a supernatural gift and attractive powers. Followers enjoy being with the charismatic leader because they feel inspired, correct and important.

Two types of Charismatic leaders

1.      Visionary charismatic leaders – focus on the long-term. It links followers’ needs and goals to job or organizational long-term goals and possibilities.

2.      Crisis based charismatic leaders – focus on the short-term. They have impact when the system must handle a situation for which existing knowledge, resources, and procedures are not adequate.

Transactional Leadership and Transformational Leadership

• Transactional leadership – leader identifies what followers want or prefer and helps them achieve level of performance that results in rewards that satisfy them.

• Transformational Leadership – ability to inspire and motivate followers to achieve results greater than originally planned for internal rewards.

TOP 5 BEST LEADERS IN THE WORLD FOR 2010

1. China’s leader Hu Jintao
2. Brazil’s president Luiz Inòcio Lula da Silva
3. India’ Prime Ministr Manmohan Singh
4. turkey’s Prime Minister Recep Tayyip Erdogan
5. Albania’s Prime Minister Salt Berisha

A1 GROUP

• MA. BERNADETH L. MAGARARU
• REGIE KATHRINE M. IDAGO
• AARON E. PALMA
• PAULINE JOY S. NERA
• SHARA B. PALCON
• SARRAH JEAN O. DIATA CRUZ