JICA LGREP
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Topic objectives
 At the end of the session the participants should be
able to:
 List and discuss the characteristic of organization;
 Explain the critical roles in the change process;
 Differentiate the various roles of the OD players
especially the change agent;
 Understand the process of organizational development.
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Understanding OD
 Organization Development (OD) is the
systematic application of behavioral science
knowledge at various levels, such as group, intergroup, organization, etc., to bring about
planned change.
 so that the organization can adapt to
competitive actions, technological advances,
and the fast pace of change within the
environment.
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Question 1
What is the planned change for
our community beneficiary?
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Point 1
The planned change is to organize
a BAWASA to undertake
management of the Potable
Water System.
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Question 2
In your personal experience what can you
observe in a newly formed organization and
ask yourselves why?
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Point 2
 Characteristics of a newly
organized association:
 Low member participation
 Low compliance to policies,
systems, and procedures (PSP)
 Insufficient PSP
 Inefficient/ineffective use of
resources (personnel, time , fund)
 Ineffective leadership
 Lack of respect to leaders or
elected officials of the association
 Unestablished support program
and mechanisms from
government and private sectors.
 Why?
 The Association is at its
formative stage
 Lack of members’ familiarity




to roles and responsibilities
PSP under test run and for
fine-tuning
Lack of familiarity in
performing roles and functions
Officers and leaders lack
confidence, are on OJT, and in
the process of
practicing/enhancing their skills
in organizational management
The Association is in the process
of establishing track record
and credibility – an important
personality for establishing
network and linkages.
Organization Development (OD) is very necessary to take place!
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The end goal of OD
… is for an organization to be more effective and fully
functioning in which the potential of its members are
more realized.
It is a change process which results to purposeful
decision to effect changes in organization.
We need to undertake OD for a newly organized
BAWASA.
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OD for our BAWASA therefore…
 Is all about creating
changes consciously
towards a clear vision.
 Is a problem solving
oriented.
 Applies both nonsystematic and
systematic approaches
by closely linking human
resources and organization
potential to technology,
structure and management
process.
 Focuses its efforts toward
changes in the
organizational members’
attitudes, behavior and
performance.
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values,
strategies
attitudes,
behaviors
procedures,
structures
higher quality
of work-life,
productivity,
adaptability,
and
effectiveness
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Critical Players in the Change
Process
1.
2.
3.
Change Sponsor (the
BAWASA leadership)

is the formal leadership which
legitimizes the change/s in
the organization.
Change Agent (the CO Team)

transducer between scientific
knowledge regarding
organizational functioning
and change process.
Change Target (BAWASA HH
members)

Made up of people or group
that must actually change.
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Agent
Sponsor
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People
Change
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Roles of a Change Agent
Non -directive
Directional
Consultant behavior
which fosters client
interdependence
Consultant behavior which
fosters client dependence
Observer
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Questioner
Trainer
Leader
Facilitator
Counselor
Advisor
Judge
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Role as an Observer
 The role is characterized by the consultant’s
being present at meetings or in a work area
over a period of time without being an active
participation.
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Role as a Facilitator
 works with a person or group more
actively in order to help them work
through problems or bring about
desired change.
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Role as a Questioner
 This role involves the asking of searching
questions and the raising of fundamental
issues that lie behind the manager with the
consequences of his or her actions or invite
him or her to examine his / her basic
assumptions.
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Role as a Counselor
 Counselors may use many approaches –
some of them quite nondirective and
others quite coercive.
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Role as a Trainer
 In the Trainer’s role, the consultant acts as a
resource person for a workgroup or stranger
group in order to help achieve some shortrange learning goals.
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Role as a Advisor
 In the role of the advisor, the
consultant becomes, in effect, an
“assistant to the manager”.
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Role as a Leader
 Under certain circumstances, the designated
leader of an organization may become so
dependent on an internal consultant that
the consultant, in effect, becomes the leader
of the organization.
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Role as a Judge
 In the role of Judge, the consultant
reviews the personnel policies and
practices of the organization and
evaluates them.
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Four Basic Stages Of Organization
Development
1. Organizational Diagnosis
2. Action planning
3. Implementation of Plan
4. Evaluation
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OD Process
Evaluation
OD Intervention
and
Implementation
Entry and
Contracting
Organizational
Diagnosis
Action
Planning
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References
 Handout on Organization Development, PRRM North Cotabato, 1996.
 Cunningham, J. B. & Eberle, T. (1990). "A Guide to Job Enrichment and Redesign,"
Personnel, Feb 1990, p.57 in Newstrom, J. & Davis, K. (1993). Organization Behavior:
Human Behavior at Work. New York: McGraw-Hill; Knoster, T., Villa, R., &
Thousand, J. (2000). A framework for thinking about systems change. In R. Villa & J.
Thousand (Eds.), Restructuring for caring and effective education: Piecing the
puzzle together (pp. 93-128). Baltimore: Paul H. Brookes Publishing Co.; Koch, C.
(2006). The New Science of Change. CIO Magazine, Sep 15, 2006 (pp 54-56). Also
available on the web: http://www.cio.com/archive/091506/change.html; Revans, R.
W. (1982). The Origin and Growth of Action Learning. Hunt, England: ChatwellBratt, Bickley; Schein, E. (1968). "Organizational Socialization and the Profession of
Management," Industrial Management Review, 1968 vol. 9 pp. 1-15 in Newstrom, J.
& Davis, K. (1993). Organization Behavior: Human Behavior at Work. New York:
McGraw-Hill. From http://www.nwlink.com/~donclark/leader/leadob.html
 The role of the creative outlook in teambuilding, Adams, John, In W. Brendan
Reddy & Kaleel Kamison, (eds). Team Building: Blueprints from Productivity and
Satisfaction, USA: NTL Institute for Applied behavioral Science and University
Association, Inc., 1987
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