Organizational Development Program

Organizational Development Program for Talent Workshop Company

1. Introduction

An organization is a social arrangement which pursues collective goals, controls its own performance, and has a boundary separating it from its environment.

The Talent Workshop Company is an organization which is primarily concern on searching for individuals who have talents in singing, dancing, and acting.  This is established for developing the talents that are given by God.  Those individuals who are willing to join our company are very much welcome to be part of our organization.

2. General Goals

Ø      To make someone aware of his/her own talent.

Ø      To develop the skills and talents of an individual.

3. Specific Goals

Ø      To train an individual in such a way that he/she can compete with different countries all over the world.

Ø      To make everyone be collaborative with different activities in the organization.

4. Calendar of Gabay Activity

Ø      January 2011 – Recruitment of persons who are willing to develop their talents and skills.

Ø      February 2011 – Meeting with the new members of the organization in order for them to be aware of the possible activities that we will do as time goes by.

Ø      March 2011 – Start of the dancing workshop.

Ø      April 2011 – Start of singing workshop.

Ø      May 2011-  Team Building Activity for the members of the organization.

Ø      June 2011 – Start of acting workshop.

Ø      July 2011- Selecting individuals who perform best during the three workshops.

Ø      August 2011 – Meeting with the chosen individuals who will compete with the local talents.

Ø      September 2011- Competing with local talents.

Ø      October 2011 -  Competing with international talents.

Ø      November 2011 – Members of the organization will have a Halloween party.

Ø      December 2011-  Christmas party of the members of the organization.

5. KSA Activity

During the month of March, April, and June:

Ø      We will be having dancing, singing and acting workshop respectively in order to train and develop the skills and talents of  the members of our organization .

      During the month of May:

Ø      We will be having a team buiding in order to develop the so-called camaraderie for the members of the organization.

      During the month of September and October:

Ø      We will be competing with local and international talents respectively.

6. Gabay Organizational Norms

Ø      Cooperation/Teamwork

Each individual is entitled to cooperate in every activity/rule that is being implemented in the organization or by the leader.

Ø      Leadership

Someone who is selected as the leader should be respected by his/her members.

Ø      Human Relations

Everyone is entitled to communicate with the other members of the organization.

Ø      Open-minded

Everyone should be open-minded in everything.  They need to be open to different changes that might happen in the organization and to themselves as well.

7. Gabay Norms for Collaboration

Ø      Everyone should respect the opinions of everybody in the organization.

Ø      Everyone should treat someone in such a way that they are welcoming the new member/s of the organization.

Ø      Everyone should respect everybody as a person.

Ø      Don’t argue somebody’s opinion to avoid quarrelling/fighting.

Ø      Don’t be jealous with someone whom you think is better than you.

Ø      Feel free to give your suggestions and opinions that you think is useful for the betterment of the organization.

Ø      Shyness is not allowed.

8. Gabay Evaluation

We can evaluate our activities by seeing what our members got.  The success/achievement of one member is the success of everybody in the organization.

9. Recommendation

10. Personal Learning Summary

After doing different activities in this organization, I have learned a lot.  I have learned that having an organization is somehow difficult to handle especially when the members of your organization is not that cooperative and open to change.

It is important in an organization that you as an individual have self-discipline because  in creating an organization it must be first start with yourself.  

Taking It to the Net

Monitoring Dramatic Changes

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

• Wal-Mart Stores

A facelift and even lower prices kept the world's largest retailer afloat in a troubled economy.

Staring down the barrel of brutal fourth-quarter retail forecasts, CEO Lee Scott dramatically cut prices on 15,000 items - including popular toys and electronics - by 20% more than usual to lure holiday shoppers. That rocked the industry, pressuring other retailers to squeeze already tight margins.

The tactic worked: Wal-Mart grossed $100 billion, breaking its fourth-quarter sales record, and soundly beat Target in same-store holiday sales for the first time in nearly a decade. --Christopher Tkaczyk and David Goldman

• Exxon Mobil

Exxon Mobil is the oil behemoth everybody loves to hate - except its shareholders, of course. It's the most profitable company on the Fortune 500 for the fifth year in a row, raking in a record-breaking $40 billion in 2007 earnings.

But the company's near single-track focus on fossil fuels - plus its massive profit amid record gas prices - has drawn criticism from the public. An Exxon executive was recently grilled on Capitol Hill, with legislators demanding to know why the company hasn't invested as much in renewables as some of its peers.

• Chevron

The second-largest U.S. oil company posted its highest annual profit ever, with 2007 income of $18.6 billion.

Still, like the rest of the industry, its earnings from rising crude prices were pinched by increased refining costs. The company has also invested in energy alternatives, including geothermal and biodiesel fuels, and signed contracts to develop oil fields in China.

This past February, it was added back into the Dow Jones industrial average for the third time in the history of the index.

• General Motors

GM's recovery is slow going. High gasoline prices, weak auto sales, layoffs, buyouts and a looming recession helped shrink sales 12% and led to a $39 billion loss.

Still, GM remains the world's largest automaker, though it very nearly lost its top position in global car sales - which it has held for 76 years - to Japanese rival Toyota.

A two-day nationwide autoworkers strike (the company's first since 1970) resulted in a cost-saving labor deal that could make the company more competitive with nonunion rivals. It also created a trust fund for retiree health benefits, the first of its kind for autoworkers.

• ConocoPhillips

Not every oil giant was fat and happy last year. In June, the company was forced to pull out of oil-rich Venezuela following an impasse with President Hugo Chavez. The company estimated that the pullout cost it $4.5 billion and, as a result, ConocoPhillips' earnings plunged 23.5% to $11.8 billion.

But it wasn't all bad news in 2007: ConocoPhillips became the first U.S. oil producer to support mandatory national regulation of greenhouse gas emissions. It recently announced plans to join forces with BP to construct a $30 billion natural gas pipeline in Alaska.

      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?

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

Case for Analysis: Bayer's Major Changes in One Plant

Discussion Questions:

1. What type of change(s) occurred at Bayer?

              Since Bayer management needed to streamline operations to have more secure future in Bayer Corp.'s, they have the so called structural and behavioral change. 


     2.  What type of employee resistance to change did Bayer have to address?
               

•    The pessimistic attitude of every employee about starting a new program.  

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

               I have learned that in an organization, we need to listen to everyone who surrounds us.  Their opinion and suggestions are important in order for our plan to change will succeed.  Their participation is really an important aspect.  

              On the other hand, there are people who cannot easily accept why things change.  They are very pessimistic.  Change is the constant thing that happens in every organization.  We cannot avoid it.  So let us be open-minded in every thing that is happening around us.

LC Summary

ORGANIZATIONAL CULTURE

·         Culture is a part of organizational life that influences the behavior, attitudes, and overall effectiveness of employees.

ORGANIZATIONAL CULTURE DEFINED

·         Organizational culture is what the employees perceive and how this perception creates a pattern of beliefs, values, and expectations.

ORGANIZATIONAL CULTURE AND SOCIETAL VALUE SYSTEMS

·         Values are the conscious, affective desires or wants of people that guide their behaviour.  An individual’s personal values guide behaviour on and off the job.  Values are a society’s ideas about what is right and wrong.  Values are passed from one generation to the next and are communicated through education systems, religions, families, communities, and organizations.

·         A society’s values have an impact on most organizational values because of the interactive nature of work, leisure, family, and community.

ORGANIZATIONAL CULTURE AND ITS EFFECTS

·         Because organizational culture involves share expectations, values, and attitudes, it exerts influence on individuals, groups, and organizational processes.

·         There is a feeling of stability, as well as a sense of organizational identity, provided by an organization’s culture.

·         In addition to stability and identity, a culture can generate a sense of loyalty and commitment.

·         A strong culture is characterized by employees sharing core value.  The more employees share and accept core values, the stronger the culture is and more influential it is on behaviour.

CREATING ORGANIZATIONAL CULTURE

·         Top managers regularly met to establish the core values of the firm.

TYPES OF CULTURE

1. Bureaucratic Culture

·         An organization that emphasizes rules, policies, procedures, chain of command, and centralized decision making has a bureaucratic culture.  Some individuals prefer the certainty, hierarchy, and strict organization of such a culture.

2. Clan Culture

·         Being a part of a working family, following tradition and rituals, teamwork, spirit, self-management, and social influence are characteristics of the clan culture.  Employees are willing to work hard for a fair and equitable compensation and fringe benefit package.

·         In a clan culture, employees are socialized by other members.  Members help each other celebrate successes together.

3. Entrepreneurial Culture

·         Innovation, creativity, risk taking, and aggressively seeking opportunities illustrate an entrepreneurial activity.  Employees understand that dynamic change, individual initiatives, and autonomy are standard practices.

4. Market Culture

·         An emphasis on sales growth, increased market share, financial stability, and profitability are attributes of a market culture.  Employees have a contractual relationship with the firm.  There is a little feeling of teamwork and cohesiveness in this type of culture.

INFLUENCING CULTURE CHANGE

1. Myths and stories are the tales about the organization that are passed down over time and communicate a story of the organization’s underlying values.

2. Rituals are recurring events that reflect important aspects of the underlying culture.

3. Language concerns the jargon, or idiosyncratic terms, used in an organization that can serve several different purposes relevant to culture.

ORGANIZATIONAL CULTURE AND SPIRITUALITY

·         Spirituality is a state or experience that can provide individuals with direction or meaning, or provide feelings of understanding, support, inner wholeness, or connectedness.

POTENTIAL BENEFITS OF SPIRITUALITY

·         Research results that the encouragement and support of spirituality in the work setting can contribute to creativity, honesty, trust, commitment, personal need satisfaction, and improved organizational effectiveness.

·         The spirituality benefits in addition to improved effectiveness include attaining a broader worldview; concern with working with integrity; acquiring a strong sense of community; and a willingness to work to make a positive difference by making contrbutions to colleagues, stakeholders, and society.  In addition to these benefits there is also the individual benefit of creating a more reasonable work/life balance, attitude, and set of behaviors.

SOCIALIZATION AND CULTURE

·         Socialization is the process by which organizations bring new employees into the culture.  In terms of culture, socialization involves a transmittal of values, assumptions, and attitudes from older to newer employees.

SOCIALIZATION STAGES

1. Anticipatory Socialization

·         The first stage involves all those activities the individual undertakes prior to entering the organization or to taking a different job in the same organization.

2. Accommodation

·         the second stage of socialization occurs after the individual becomes a member of the organization, after he or she takes the job.

·         during this stage the individual sees the organization and the job for what they actually are.

·         this breaking-in-period is ordinarily stressful for the individual because of the anxiety created by the uncertainties inherent in any new and different situation.

FOUR MAJOR ACTIVITIES CONSTITUTE THE ACCOMMODATION STAGE:

1.      establishing new interpersonal relationships with both co-workers and managers,

2.      learning the tasks required to perform the job,

3.      clarifying their role in the organization and in the informal and formal groups relevant to that role,

4.      evaluating the progress they are making toward satisfying the demands of the jobs and the role.

·         If all goes well in this stage, the individual feels a sense of acceptance by co-workers and and supervisors and experiences competence in performing job tasks.

·         The breaking-in -period if successful, also results in role definition and congruence of evaluation.

FOUR OUTCOMES OF ACCOMMODATION STAGE:

1.      acceptance

2.      competence

3.      role definition and

4.      congruence of evaluation

3.   Role Management

·         takes on a broader set of issues and problems.

·         during this stage conflicts arises.

·         common conflicts is between the individual work and home lives (e.g. the individual must divide time and energy between the job and his or her role in the family).

·         another source of conflict during the role management stage is between the individual work group and other work groups in the organization(e.g. as an individual moves up the organization's hierarchy, he or she is required to interact with various with various groups both inside and outside the organization).

CHARACTERISTICS OF EFFECTIVE SOCIALIZATION

1. Effective Anticipatory Socialization

·         The organization’s primary activities during the first stage of socialization are recruitment and selection and placement programs.  If these programs are effective, new recruits in an organization should experience the feeling of realism and congruence.

2. Effective Accommodation Socialization

·        Effective accommodation socialization comprises five different activities:

      -ORIENTATION PROGRAMS are seldom given the attention they deserve.  It involves new tasks but also new interpersonal relationships.

                 -TRAINING PROGRAMS are invaluable in the breaking in stage.  It is necessary  to instruct new employees in proper techniques and to help them develop requisite skills.

    -PERFORMANCE EVALUATION it provide important feed backs about how well the individual is getting along in the organization.

    -ASSIGNING CHALLENGING WORK is a principal feature of effective socialization programs.

  -ASSIGNING DEMANDING BOSSES is a practice that seems to have considerable promise for increasing the retention rate of new employees.  In this context, "demanding” should not be interpreted as “autocratic.”

A CHECKLIST OF EFFECTIVE SOCIALIZATION PRACTICES

SOCIALIZATION STAGE                                     

Anticipatory Stage                          

 Practices:

● Recruitment using realistic job previews

● Selection and placement using realistic career paths

Accommodation Socialization            

 Practices:

● Tailor-made and individualized orientation programs

● Social as well as technical skills training

● Supportive and accurate feedback

● Challenging work assignments

● Demanding but fair supervisors

Role Management Socialization         

Practices:

● Provision of professional counseling

● Adaptive and flexible work assignments

● Sincere person-oriented managers

3. Effective Role Management

·         Organization that effectively deal with the conflicts associated with the role management stage recognize the impact of such conflicts on job satisfaction and turnover.

MENTORS AND SOCIALIZATION

·         Mentor a friend, coach, adviser or sponsor who supports, encourages, and helps a less experienced protégé.

·         Kram has identified two general functions of mentoring: career functions and psychosocial functions.

               -CAREER FUNCTIONS includes sponsorship, exposure and visibility, coaching, production and challenging assignments.

    -PSYCHOSOCIAL FUNCTIONS are role modeling, acceptance and confirmation, counseling, and friendship.

EVOLUTION OF MENTOR RELATIONSHIP

1. Initiation. The relationship gets started and begins to have importance for both the mentor and mentee.

                       Fantasies become concrete   expectations are met, mentor provides coaching, challenging work, visibility, mentee provides assistance, respect, and desired to be mentored.

2. Cultivation. The career, developmental and personal growth of the mentee occurs.      

                          Both mentor and mentee benefit from the relationship. Opportunities for meaningful and more frequent interaction increase. An emotio0nal and personal bond develops.

3. Trial Separation.   Mentee goes it alone in problem solving, completing work and developing networks. 

                                    Mentee goes it alone; has some success and some failure; consults and receives feedback from the mentor.

                                    Mentor and mentee experience separation anxiety.

4. Separation. The structural role relationship and or the emotional experience of the relationship changes.

                         Mentee no longer wants or seeks guidance.

5. Redefinition. A period after the separation phase during which the relationship is ended or takes on significantly different characteristics, making it a more equal relationship.  

                           Stresses of separation diminish and new relationships are formed. 

                          The mentor relationship is no longer needed its previous form.

SOCIALIZING A CULTURALLY DIVERSE WORKFORCE

·         Diversity is the vast array of physical and cultural differences that constitute the spectrum of human attributes.

·         Six core dimensions of diversity exist: age, ethnicity, gender, physical attributes, race, and sexual/affectional orientation.

MANAGEMENT’S ABILITY TO CAPITALIZE ON DIVERSITY

      Some obvious issues for managers of ethnically diverse workforces to consider include these:

• Coping with employees’ unfamiliarity with the English language.
• Increased training for service jobs that require verbal skills.
• Cultural (national) awareness training for the current workforce.
• Learning which rewards is valued by different ethnic groups.
• Developing career development programs that fit the skills, needs, and value of the ethnic group.
• Rewarding managers for effectively recruiting, hiring, and integrating a diverse workforce.
• Focusing not only on ethnic diversity but also learning more about age, gender, and workers with disability diversities.

Submitted by:

Group B₂ (BSOAD 3B)

De Guzman, Amalour

Esponilla, Maria Jessa

Escanillas, Karizza

Flores, Sheryll

Galit, Christine