KABUTE ORGANIZATION

"KABUTE ORGANIZATION"

I. INTRODUCTION

            Organization development (OD) is a concept, organization-wide effort to increase an organization's effectiveness and viability. 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.

            Every organization has their own set of goals; we the Kabute Oganization believe that changes might lead us to success. Because we have unity and we consider different individuals, their ideas and opinions.

II. RATIONAL

            Rational means having or exercising reason, sound judgment, or good sense: a calm and rational negotiator. As I said here in Kabute organization we allow ideas and opinions of others for better discussion of our group.

III. GENERAL GOALS

            The Kabute Organization’s goals is to Foster a productive working relationship between employees and management to promote an effective program delivery system.

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B.Calendar of GABAY activities

JANUARY-  I conduct a meeting to implement my rules and regulation.

FEBRUARY- I conduct some activities that fits in this month for heart day celebration also.

MARCH- I conduct some activities that my employee will enjoy so much like having team building.

APRIL- I conduct some seminar that my employee learn more in terms in their job.

MAY- I conduct some training to enhance more their capabilities.

JUNE- I conduct some meeting for the improvement of our oragnization.

JULY- I conduct some activities and this activity my employee will be more become motivated.

AUGUST- I conduct some outing like swimming, picnic, and at the same time we talk about our plan.

SEPTEMBER- I conduct some important meeting for my employee to be able to know what happen in our organization.

OCTOBER- I conduct some activities that i can see their teamwork.

NOVEMBER- I conduct some cleanliness operation in our office organization.

DECEMBER- I conduct a Christmas party and exchange gift eating together during that time.

C. KSA Activity

-BRAIN STORMING: We improved our Knowledge, Skills and Attitude in the following activity;

• The leader give their members different task.
• In this task as a member or employee you will learn a lot.
• A task that difficult but after that you will pick more knowledge.
• and for all those task that we do we come up to improved our KNOWLEDGE, SKILLS, and ATTITUDE.

D. GABAY OD Norms

• First we pray for the presence of God.
• and great to the facilitator on this they
• the facilitator give the task on their participant.
• we do some brain storming by trowing some question and answer portion.
• and at the end of the class Kabute Team improved everyone self by sharing those ideas to each other.

E. GABAY Activity Norms

     The activities for the hole year is well planned and the norms that need to implement is follow

1. COPERATION of every member of every group.
2.  ATTENTION and WILLINGNESS in our activity that will going to do.
3. INTERACTION and SENSE OF HUMOR for having a very good day during the activities.

IV. GABAY NORMS FOR COLLABORATION

Teams have become commonplace in many organizations. Team norms are the informal rules that make team members aware of their responsibilities to the team. Although the task of the team may be formally documented and communicated, the ways in which team members interact are typically developed over time as the team goes through phases of growth. Even team leadership be informally agreed upon; at times, an appointed leader may have less influence than an informal leader. If, for example, an informal leader has greater expertise than a formal team leader, team members may look to the informal leader for guidance requiring specific skills or knowledge. Team norms tend to develop gradually, but once formed, can be powerful influences over behavior.

V. GABAY EVALUATION

    As a group we come up in many brain storming for us to know how important those things that we learned in every organization. I my self  I'm proud to be KABUTE TEAM because the cooperation and the willingness to learn is done by doing many things that we know that everyone was improve.

VI. PERSONAL LEARNING SUMMARY

     In this subject i can say that i learn a lot not only about in different organization but also I improve my self by doing the task, by answer the very difficult question. I think the goals in this subject is achieve because as a student i improved my knowledge and skills. for that i know that i will become a successful person in the near future.

Organizational change

The diagnosis of present and potential problems involves the collection of information reflects the level of organizational effectiveness. Data that measure the current state of production, efficiency, satisfaction, addictiveness, and development must gather and analyzed. The purpose of diagnosis is to trace the cause of the problem. And also establish the basis for subsequent evaluation of the organizational development effort.

                The Organizational development arises from changes in the extra organizational environment. Changes in the input, output, and technological and scientific sub environments may indicate the need to consider the feasibility of a long-term, systematically managed program for changing the structure, process, and behavior of the organization. The absence of environmental changes, organizational processes and behavior may become dysfunctional for achieving organizational effectiveness.

                The managerial should be stated in terms of criteria that reflect organizational effectiveness. Measurable outcomes such as production, efficiency, satisfaction, addictiveness, and development must be linked to skill, attitudinal, behavioral, and structural changes necessitated by problem identification.

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

                If employee participation is inappropriate because the necessary preconditions don’t exist, management must unilaterally define the problem and select the appropriate method. Whether the problem is related to skill or attitudinal, behavior, or structural causes, the strategy must include provision of learning principles.

                The situation would be to structure the procedure in the manner of an experimental design. That is the end result should be operationally defined, and measurements should be taken, before and after, both organization and undergoing development.

                The step of the changes process is the evaluation procedure. If the scope of the program is limited to a subunit, a second subunit could serve as a control group the organization undergoing development and in a second organization.

                The problem with skill, attitudinal, behavioral, or structural causes and selects the appropriate intervention. The necessary preconditions don’t exist; management must unilaterally define the problem and select the appropriate method.

                The purpose of diagnosis is to trace the cause of the problem. And the characteristics of an organization or situation when the time you face the problem in your organization if how will you do and if how are you going during that time. Like I encountered the organization did not organize that’s why the member they don’t know what will be do.

               

                To make organization it’s not an easy to do that, because it’s very hard you need to prepare so much time for the good presentation to other. But definitely they did not appreciate, that’s why sometimes you feel failure, but in other hand you may success and you have a good organization.

               

               

Learning circle summaries~-^

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 counselling

● 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 modelling, acceptance and confirmation, counselling, 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, andsexual/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 Guzaman, Amalour

Esponilla, Maria Jessa

Escanillas, Karizza

Flores, Sheryll

Galit, Christine