ORGANIZATIONAL DEVELOPMENT

A.  Introduction

    

     Managing a successful organization  or building up the health of an already established organization -- requires healthy, ongoing leadership and management, planning, product and service development, marketing and financial management. To carry out these practices in a healthy manner, it's important to first understand the basic "territory" in which these practices are carried out.

      These practices are all systems that occur within the larger system of the organization. This is not academic talk -- this is a highly practical point to understand. To truly understand and to be effective at these practices, it helps greatly if leaders, managers and employees have some basic understanding of the overall system of the organization, including its common dimensions, cultures and life cycles. Too often, this basic nature is not understood. Instead, people tend to focus only on the day-to-day events and then when problems occur, they don't see the big picture in order to resolve these problems for the long term. Consequently, they mistakenly focus on what's urgent, rather than on what's important -- if you focus on what's important, you'll reduce what's urgent.

B. General Goals

• Work effectively with senior management in the organization to plan and implement change and improvement.
• Provide products and services to the University community to improve performance and effectiveness.

C. Specific Objectives

Provide consulting and facilitation expertise that meet or exceed the needs of  Office Administration Student.

Enhance the quality of performance management systems ..

D. Calendar of Activities

January 1, 2011                             New Year's Eve Celebration

February 14, 2011                         Valentines Party

March 15- 30, 2011                      Sport's Fest

April 20, 2011                               Summer Vacation in Boracay

May 7, 2011                                 Anniversary Celebration

June 15, 2011                               Training for employees

July 30, 2011                                Motorcade Promoting Development

August, 2011                                Yearly Workshop for Top Employees

September 1, 2011                        Charity Works

October 28, 2011                          Seminars for Managers

November 12, 2011                      Thanks Giving

      

December 20, 2011                       Christmas Party

E. Knowledge and Skills Activities with description and date

Tuesdays
Boating  (Optional dinner afterward)
Meet: 4:00 pm at boathouse
Location: In Manila Bay, Pasay, Manila
Leaders: Jennilyn Luzara

Wednesdays
Group Study (Optional dinner afterward)
Meet: 4 pm in parking lot

Location: Manila Hotel, Manila

Leaders: Jinno Lumba

Thursdays

Mountain Climbing (Optional dinner afterward )

Meet: 8 am in Mount Samat, Bataan

Location: Mount Samat, Bataan

Leaders: Greggy Lucas

F. Organizational Development Norm

• Organizational / Personal Pride
  Satisfaction or pleasure taken in ones own or the organization's success / achievements.
• Performance / Excellence
  Manner or quality of functioning when striving to meet or beat standards of performance. This includes setting personal standards when none are set/ defined.
• Teamwork / Communication
  The perception that organizational goals and objectives are communicated to and shared by members of the group. The organization has effectively shared it's vision or sense of purpose so that all employees can articulate and subscribe to.
• Leadership / Supervision
  The style of management / supervision in engaging employees to deliver willingly their best efforts towards organizational goals.
• Profitability / Cost Effectiveness
  Awareness of employees of their roles and actions to the organizations 'bottom line'.
• Colleague / Associate Relations
  Personal connections or dealings between or among individuals and groups.
• Customer / Client Relations
  Personal and group attitude towards clients, both internal (i.e. other departments in the case of service departments) and external suppliers and customers.
• Innovation / Creativity
  To be aware of, appreciate the need for and strive for new ways of performing a function, process, procedure or the organization's business model in terms of the need flowing from constant changes in the external environment, the need to be competitive and the need to retain customer loyalty and confidence.
• Training / Development
  The opportunities within the organization and the climate set that promote personal growth and development.
• Candor / Openness
  The willingness to promote open, honest and direct dialog by all employees at all levels on issues that affect individuals, groups and the organization as a whole. This includes the sharing of information, respect for the diverse backgrounds and experiences of members, the absence of 'competition over territory' and the agreement of goals and levels of performance/ quality.

G. ACTIVITIES NORMS

Activities for Collaboration

 TREASURE HUNT    

      Not everyone likes the idea of working as a team. For some, working in a team environment is daunting, for others it's just plain annoying. Creating a treasure hunt that rewards players with fun prizes is an effective lure to get groups to work together, like it or not. An obstacle course can be set in a large recreational park or neighborhood with pitstops along the way from the starting point leading to the end. Divvy teams up in even numbers and issue index cards with directions for the route. Pop trivia such as "Who won the Academy Awards for best actress this year?", math equations and spelling games can be used to link the pitstops. Once the group gets to one stop successfully, they would pick up the next clue and be awarded smaller gifts such as movie tickets, gift cards or even money. At the conclusion of the hunt, award the winners with a catered lunch and invite all participants to attend for a mini awards ceremony to crown the best team.

Activities for Evaluation

TEAM BUILDING

      Team-building exercises and activities also provide a wonderful opportunity to bring to life the increasing awareness and interest in 'ethical organizations'. These modern ethical business ideas and concepts of sustainability, 'Fairtrade', corporate social responsibility, the 'triple bottom line', love, compassion, humanity and spirituality, etc., are still not well defined or understood: people are unclear what it all means for them individually and for the organization as a whole, even though most people are instinctively attracted to the principles. Team-exercises and discussions help bring clarity and context to idealistic concepts like ethics and social responsibility far more effectively than reading the theory, or trying to assimilate some airy-fairy new mission statement dreamed up by someone at head office and handed down as an edict. Fundamental change has to come from within, with support from above sure, but successful change is ultimately successful because people 'own' it and see it as their change, not something handed down

Activities for Recommendation

      With the growing importance of global governance (think climate, environment, financial crisis, diseases, human rights, inequality, information technology, nuclear proliferation etc.) it becomes increasingly important to develop educational approaches that respond to the global challenges, both at the global level and relate to the impact at the local level ….

Activities for Personal Learning

     Organization Development is a body of knowledge and practice that enhances organizational performance and individual development, viewing the organization as a complex system of systems that exist within a larger system, each of which has its own attributes and degrees of alignment. OD interventions in these systems are inclusive methodologies and approaches to strategic planning, organization design, leadership development, change management, performance management, coaching, diversity, and work/life balance.