Part V.
Labor and Management  “Bargaining Representative” means a
 Labor relations - refer to that part of labor law
which regulates the relationship between
employers and workers.
Example of this is in: Book V of the Labor Code
deals with labor organizations, collective
bargaining, grievance machinery, voluntary
arbitration, conciliation and mediation, unfair labor
practice, strikes, picketing, and lock out.
 Labor standards – refers to that part of the
Labor Code which prescribed the minimum terms
and condition of employment which the employer is
required to grant to its employees.
Example of this is in: Book I, IV, and VI of the
Labor Code deals with working conditions, wages,
hours of work, holiday pay and other benefits,
conditions of employment of women and minors,
house helpers, and home workers, medical and
dental services, occupational health and safety,
termination of employment, and retirement
Definition of Terms
 Labor organization – means any union or
association of employees which exists in whole or
in part for the purpose of collective bargaining or
dealing with employers concerning terms and
conditions of employment.
 Legitimate labor organization – duly registered
with the Department of Labor and Employment
 National Union Federation– an alliance of a
group of unions in one industry in any area, region,
or country.
 Exclusive bargaining representative– duly
recognized or certified as the sole and exclusive
bargaining agent of all employees in the bargaining
unit.
 Collective bargaining – is the decision-making
process where management and the union set the
terms and conditions of employment and the rules
and procedures in the employee-employer
relationship.
 “Company Union” means any labor organization
whose formation, function, and administration has
been assisted by any act defined as unfair labor
practice by this Code.
legitimate labor organization or any officer or agent
of such organization whether or not employed by
the employer.
 Collective bargaining agreement – the end
result of collective bargaining. Refers to the
negotiated contract between a legitimate LO and
the employer concerning wages, hours of work, etc.
including mandatory provisions for grievances and
arbitration machineries.
 Arbitration– represents the final stage in the
dispute resolution process which does not
necessary result in acceptable solution because
when a deadlock occurs, labor contracts call for
arbitration.
 Arbitration has 2 kinds:
Ꝍ voluntary – when the parties (labor union and
management) agree to submit themselves to
arbitration.
Ꝍ involuntary or compulsory - parties are
compelled or ordered to submit themselves to
arbitration in case of deadlock during collective
bargaining.
 Voluntary Arbitrator means any person
accredited by the Board such as, or ay person
named or designated in the Collective Bargaining
Agreement(VBA) by the parties; Or, one choses
with or without assistance of the National
Conciliation and Mediation Board agreed upon in
the CBA. Or, any official authorized by the
Secretary of Labor & Employment upon the written
request and agreement of the parties to a labor
dispute.
 Labor Disputes – refers to questions and
controversies regarding terms and conditions of
employment and the ways these are negotiated,
fixed, arranged, or modified over and above
minimum standards.
TYPES OF LABOR DISPUTES
Ꝍ Rights Disputes – involves alleged violation of
a right recognized by law, CBA, contracts, or
company policy.
Ꝍ Interest Disputes – economic or bargaining
dispute where the issues involved are not
mandated by law and could be negotiated.
Ꝍ Labor Standards Disputes – included non-
payment or underpayment of wages or wage-
related benefits and violations of health and safety
standards.
Ꝍ Labor Relations Disputes – involves employee
discipline, unfair labor practice, deadlocks, strikes,
etc.
Ꝍ Welfare and Social Legislation Disputes –
refers to claims arising from the failure of the
employer to comply with the social and welfare
obligations under the law
Different modes of settling disputes
1. NEGOTIATION
a. Both Parties (labor and management) control the
process
b. Engages in verbal interaction
c. Decision is made by the two conflicting parties
d. Outcome depends on what is agreed upon
e. Applicable to non-unionized and non-organized
group of workers in both private and public sectors
2. COLLECTIVE BARGAINING
a. Decision-making between union and
management
b. Sets the terms and conditions of employment
and relationship between employee and employer
c. Ensures that agreement is enforced.
d. last resort is through grievance machinery and
voluntary arbitration.
Different modes of settling disputes
3. GRIEVANCE MACHINERY
a. Internal rules of procedures intended to resolved
all issues of the CBA.
b. Part of CBA process to promote friendly dialogue
between labor and management and maintain
industrial peace
4. MEDIATION a. Similar to conciliation although
the mediator is expected to put forward the
settlement proposals
b. Parties fully participate in deciding issues and in
creating, evaluating, and solving conflicts to come
up with a win-win solution
The Usefulness of Mediation
When both parties want to resolve a conflict and
lives up to promises; Able to verbalize the conflict
have strong emotional issues and uncomfortable to
confront each other; Wants to restore relationship
Different modes of settling disputes
5. CONCILIATION a. The conciliator assists in the
settlement of disputes to prevent mediation.
b. Conciliator cannot decide upon the dispute
b. Facilitates the meeting of the minds for the
purpose of reconciling
c. The disputing parties are given the chance to
state their demands and positions to reach an
agreement.
6. ARBITRATION
a. The arbitrator decides upon the agreement or
award in labor dispute.
b. A quasi-judicial process in which both parties
agree to submit an unresolved dispute to a 3rd
party for binding settlement.
b. Represents the final stage in the dispute
resolution process. The grievance does not result
always in acceptable solution because when
deadlock occurs, labor contracts call for arbitration
Unionism in the Philippines
There is major dwindle in unionization and labor
actions in the country where union members
declined from 30.7% in 1982 to 29.5% in 1993
down to 10.6% in 2009. Labor leaders claim that
this is due to;
 Contractualization workers are employed
temporarily for a short period and replaced
afterwards
 Process outsourcing basic process such as
installations, manufacturing, and recording are
performed by other companies who hire temporary
workers who are paid “by piecemeal” and “no work,
no pay.”
 Globalization most companies focus on market
efficiency, increase in the return of investment
(ROI), low cost procedures and overhead
expenses, etc.
Union’s contributions and effects
To the Employee a. Improvement of working rules,
protection from abuse of employer and increase in
job security.
b. The grievance procedure allows complaints to be
heard.
 c. Better terms and conditions of employment
through collective bargaining with management.
To the Employer a. Lost of power to set wages
b. Limited power to terminate or discipline
employees
c. Minor complaints can be prevented through
grievance procedure.
d. Union may provide useful information on morale
The Three sub-topics:
A. Basic Labor Laws Affecting Employer Employee
Relationship
B. Employee Grievances
C. Employee Relations and Discipline
D. Health and Safety
A. Basic Labor Laws Affecting Employer-
Employee Relationship
Definition of Terms
 “Unfair Labor Practice” means any unfair labor
practice as expressly defined by this Code.
What is “Unfair Labor Practices of Employers? It
means that, it is unlawful for an employer to commit
any of the following:
a. To interfere with, restrain or coerce employees in
the exercise of their rights to self-organization;
b. To require as a condition of employment that a
person or employee shall not join a labor
organization, or to withdraw his membership from a
group
c. To contract out services or functions being
performed by union members when such will
interfere with, restrain or coerce employees in the
exercise of their rights to self-organization.
d. To initiate, dominate, assist or otherwise
interfere with the formation or administration of any
labor organization, including the giving of financial
support to it or its organizers and supporters.
e. To discriminate in regard of wages, hours of
work and other terms and conditions of
employment in order to encourage or discourage
membership in any labor organization.
f. To dismiss, discharge, or otherwise prejudice or
discriminate against an employee for having given
or being about to give testimony under this Code.
g. To violate the duty to bargain collectively;
h. To pay negotiation or attorney’s fees to the
union of or its officers or agents as part of the
settlement of any issue in collective bargaining or
any other dispute.
i. To violate a collective bargaining agreement.
What is “Unfair Labor Practices of Labor
Organizations? It means that, it is unlawful for an
employer to commit any of the following:
a. To restrain or coerce employees in the exercise
of their rights to selforganization;
b. To cause or attempt to cause an employer to
discriminate against an employee, especially
employees who have been denied to join the labor
organization, or to terminate an employee outside
the rules of such membership.
c. To violate the duty, or refuse to bargain
collectively with the employer by the employees
representative.
d. To require the employer to pay for anything that
is not worked, or demand for fee for union
negotiations. e. To discriminate in regard of wages,
hours of work and other terms and conditions of
employment in order to encourage or discourage
membership in any labor organization.
f. To ask for or accept negotiation or attorney’s
fees to the union of or its officers or agents as part
of the settlement of any issue in collective
bargaining or any other dispute.
g. To violate a collective bargaining agreement.
B. Employee Grievances
Grievance Defined
Grievance is a disagreement between an
employee and the employer on the terms or
conditions of employment.
The causes for a grievance may include, but are
not limited to complaint concerning;
 wages
 hours of work
 working conditions
 performance evaluations
  job assignment, or
 the interpretation or application of a rule
regulations or policy.
Other Causes of Grievance
 Differing application and interpretation of the
collective bargaining agreement
 Perceived unfair treatment of the employee by
the supervisors or ineffective or inadequate
supervision  Unfair labor practice of the
employers
 Violation by management of the labor
agreement or violation of the law concerning the
workers
 Grievance inspired by the union leaders
 Lack of a clear - cut company labor policy
Grievance Procedures includes;
1. Submitting the grievance notice to immediate
superior,
2. Submitting the grievance notice to union’s
representative,
3. Appealing the grievance to top management
representative,
4. Submitting grievance to arbitration. (if above
1,2,3 failed)
Two Periods of Grievance Procedure
1. Period of Persuasion – from step one to last
step, then to arbitration where labor and
management persuade each other to give in to
one’s position or agree to compromise.
2. Period of Arbitration – begins when the act of
persuasion failed and no settlement has been
reached.
E. Employee Relations and Discipline
The Importance of Employee Relations
 Employee Relations is characterized by some
as union avoidance strategy.
 The objective is to provide an Atmosphere in
which all employees can perform their jobs to the
best of their abilities.
 Employee Discipline is an employer’s action
against an employee for infraction (or violation) of
company rules and policies.
 An employee is also disciplined for misconduct
which affects the efficiency of the organization.
 Conduct or behaviour problems stems from
employees who fail to comply with written and
unwritten rules.
 Employees exhibit problems with their
performance which stem form lack of knowledge,
skill, or ability (KSA).
 Employees may have KSA but cause problems
due to act of negligence, carelessness, or disregard
of rules - then counselling or discipline is required.
The Goal of Discipline
 The Goal of Discipline is to correct misconduct
and modify (change) unacceptable behaviour,
rather than punish and employee.
 Discipline must be progressive which begins with
minimum needed to correct an offense or violation
 Penalties must be consistent with those imposed
on other employees with similar offense.
 Prevention of misconduct can be done through;
 having clear rules and guidelines, monitoring
performance, and giving feedback.
 Let employees be held accountable for job result
and recognize and award them.
 Providing opportunities through training and
seminars.
 Employees may have KSA but cause problems
due to act of negligence, carelessness, or disregard
of rules - then counselling or discipline is required.
Categories of Difficult/Problem Employees
 Ineffective Employees with Unsatisfactory
Performance
 Rule Violators
 Illegal or Dishonest Acts
 With Personal Problems
 Substance Abuse
Classification of Offenses
 Against a Person (physical injury, assault,
homicide, murder)
 Against Property (misuse, damage, theft and
robbery, negligence)
 Against Orderliness/Good Conduct
(fighting/quarrelling, rule violation,
discourtesy/disrespect, intoxication, possession of
alcohol and drugs, illegal strike, poor hygiene,
disorderliness, horseplay, foul language)
 Against Attendance and Punctuality
(timekeeping violations, absenteeism, tardiness,
undertime, absence without leave [AWOL])
 Against Morality (immorality, sexual
harassment)  Conflict of Interest
 Non-performance (insubordination, negligence
of duty, inefficiency, malingering, carelessness,
poor work quality)
 Against Honesty/Integrity (falsity/falsification,
fraud, dishonesty, breach of trust, unfaithfulness,
loss of confidence, usurious transaction, disclosure
of information, disloyalty, non-payment of debt)
Addressing Employee Conduct Problems
 Discuss misconduct directly with the employee.
 Clearly explain expectations to the employee
 Develop a plan with the employee to improve
misconduct
 Give regional feedback to employee
 If misconduct continues, the supervisor may
orally admonish, providing strong message. If these
fails, formal discipline must be done.
Termination by Employer
An employer can terminate the service of the
employee because of the following reasons;
 Serious misconduct or wilful disobedience of
lawful orders by the employer,  Gross and
habitual neglect of duties  Fraud or wilful breach
of trust  Commission of a crime against the
persons of his employer or any immediate family or
his authorized representative  Other causes
similar to above.
Due Process
An employer can terminate the service of the
employee because of the following reasons;
 Give Notice to Explain
 Investigation may be necessary
 Notice to of decision
Termination by Employee can be done through
voluntary resignation.
D. Health and Safety in the Workplace
Promoting Employee’s Health and Safety
The implementation of measures to prevent
injuries and illness is a must in every workplace
The objective of Health and Safety is to
implement through Training Awareness, Employee
Participation and Attitude a safe and hazard free
professional working environment.
Reasonable working conditions pertains to;
 Humane and acceptable working environment
that satisfies the physical, economic, psycho-social,
and spiritual well-being of employees,
Harmonious relationship between employer and
employee to enhance dignity,
Provide motivation and recognition,
Harness potentials for improved productivity.
Causes of Work-related Accidents and Illnesses
 Unsafe working conditions
• Defective machinery and equipment and
hazardous procedures
• Unsafe storage , wrong rpiling, overloading of
materials and supplies
• Improper illumination and ventilation
• Lack of protective device and safety gear
• Presence of dangerous chemicals or gases
• The job itself and its work schedule, and fatigues
• Horseplay and fighting
• Improper garbage disposal
 Occupational Diseases
Part VI. Career Management and Development
Definition of Terms
Career Management. It is the process through
which employees become aware of their interests,
values strengths and weaknesses.
Career Development. It is to prepare a person for
progression along a designated career path.
This is the organization’s formal approach to
ensure that people with the proper qualifications
and experiences are available when needed.
The process through which employees become
aware of their interests, values strengths and
weaknesses.
Definition of Terms
Career • A general course that a person chooses to
pursue throughout his/ her working life.
• It is an individually perceived sequence of position
occupied by an individual during the course of
one’s lifetime.
Career Planning • A process where an individual
sets career goals and identifies the means to
achieve them. • It refers to the efforts by an
individual to become more aware of one’s own
skills, interests, values and opportunities.
Definition of Terms
Career Path. A flexible line of progression through
which an employee typically moves during
employment with a company.
Career Pathing. A Process by which an employee
and his/her supervisor plan a career progression
that takes into the account present experiences and
skills.
Organization’s Career Pathing. A Phase of HRM
that sets up paths along which individual moves
and progresses over time in the organization.
Career Anchor. Self- concept based on differing
work motives and abilities/guides; stabilizes and
integrates a person’s work experiences.
Definition of Terms
Career Plateau. A low possibility of additional
hierarchical promotion or further job advancement;
or permanently or temporarily blocked
opportunities.
Objectives of Career Development
1. To meet the immediate and future HR needs of
the organization on a timely basis.
2. To inform the organization and the individual
about potential career path within the organization
3. To utilize existing HR programs to the fullest by
integrating the activities that selects, assign,
develop and manage individual careers with the
organization plans.
Career and the Individual
The following are the key information about an
individual’s career development who is taking the
initiative to plan his/her own career.
 Finding a suitable field Finding a Job
 Establishing career goals and career path
 Selecting relevant career advancement
strategies
 Switching careers if the need arises
 Retirement planning
A. Finding a suitable Field
 involves identifying your interest; what you want
to do that would make you happy and satisfied
which would also bring forth material rewards.
The following are ways to identify your suitable
field: 1. Influence of parent, relative, or friends
2. Reading colleges course catalog
3. Through counseling or testing
4. Professors including academic advisers
5. Natural and forced opportunity
 It is also important to seek valid information
about career fields so that one can find a good fit
between oneself and existing opportunities.
It can be acquired through:
1. Reference books about career information
2. Computer-assisted career guidance
3. Career information in newspapers an
magazines
4. Speaking to people
• Finding a suitable field also involve self-
assessment. This refers to the use of information
by employees to determine their career interest,
values, aptitudes, and behavioral tendencies.
Example of a Self-assessment Exercise
Step 1: Where am I? (Examine current position and
career)
Step 2: Who am I? (Examine different rules)
 Step 3: Where would I like to be and what would I
like to happen? (This helps in future goal setting)
Step 4: An Ideal Year in the future (Identify
resources needed)
Step 5: An Ideal Job (Create current goal)
Step 6: Career by Objective Inventory (Summarize
current situation)
Exercise No. 1
Example of a Self-assessment Exercise
1. Examine or self-assessment of your interest 2.
Examine of your abilities 3. Examining what you
value in work 4. Career exploration 5. Reality check
6. Narrowing your choice and focusing on choosing
a major
Exercise No. 2
The next exercise is all about choosing a college
major and charting your ideal path.
B. Finding a Job
 Job hunting tactics like networking
1) Potential Sources of Contacts through
Networking a) Friends
b) Parents and other family members
c) Faculty and staff d) Former or present employer
e) Community groups, churches
f) Trade and professional education
g) Career fairs
5. Persist in finding a job
6. Take rejection in stride
7. Avoid common mistakes such as:
a) Not knowing what type of work one wants to do
b) Not taking the initiative to generate job leads and
c) Having a poor resume
C. Establishing Career Goals Career planning in
the form of goal setting and establishing a career
path ideally precedes finding a job.
D. Establishing a Career Path This pertains to a
series of positions to one or more organizations
leading to a long term goal.
E. Career Advancement Strategies
1. Make an accurate self appraisal.
2. Stick with what you do best.
3. Identify growth fields and growth companies.
4. Find the right organization for you.
5. Display good job performance.
6. Obtain broad experience.
7. Find sponsor and a mentor.
8. Document your accomplishments.
9. Rely on networking.
10.Make the necessary career transitions.
1.Cope with career plateau.
This compeletes the career cycle. People should
adequately plan for retirement both psychologicaly
and financially. This includes planning what to do
after retirement.
H. Retirement Planning
Career Stages 1. Growth Stage- the period from
birth to age 14 when a person develops a self-
concept by identifying and interacting with other
people such as family, friends, and teachers.
2. Exploration Stage- the period 9roughly fom 15-
25) during which a person seriously explores
various occupation alternatives, attempting to
match these alternatives with his/her interests and
abilities.
Two factors are in these stage: •Initial job
assignments •Characteristics of the first
supervisor or mentor
3. Establishment stage- the period from ages 26-
44 that is the heart of most peoples working lives.
4. Maintenance stage- between the ages 25-60
during which the person recieves his/her place in
the worldof work and most efforts are now directed
at maintaining that place.
5. Decline or disengagement stage- (60 and
above) the period during which may people are
faced with the prospects of having to accept
reduced levels of power and responsibility and
learn to accept and develop new rules as mentor
and confedant for those who are younger.
Hall’s Career Stages
High
Growth Over all level of Performance
Trial Orutility to
stablishment Organization Exploration
Decline
Stagnation Low Birth-14 25
65
Career Planning is being done to
a) New employees
b) Mid-career employees
c) Late career stage This is the final stage in an
employee’s career where he/she has already
reached an age of adulthood and should eventually
prepare himself/herself, either for a bigger
responsibility or for retirement.
Developmental Needs during Late Career
1. Offer opportunities for senior leadership roles
2. Maintain high level of productivity
3. Manage effective retirement
Organizational Actions during Late Career
1. Understanding older employees. Top
management must handle later career issue
sensibly
2. Performance standards and feedback.
Resolve low productivity due to performance
problems by stating clear behavioural terms and its
consequences.
3. Education and job restructuring. Revitalize
jobs trough stimulating assignments andcontinuing
education.
4. Establishments of of flexiblework patterns.
Reducing work week gets them ready for
retirement. 5. Development of retirement planning
programs. Helps smoother transition from work to
retirement.
6. Early retirement. Encourages less talented or
adoptable employees to retire early.
Career Plateau
This sometimes happens when management
eliminates some layers or tiers in hierarchical
promotion. Employees can have plateau for several
reason:
• Lack of ability
• Lack of training
• Low needfor achievement
an • Confusion about job responsibilities
• Slow company growth resulting in reduced
development opportunities
45 Causes of Plateaus
• Changing skill requirement
• Flateening organization
• Boomer bulge
• Increased automation
• Rise of contingent workers
• Popularity of business process outsourcing
• Shifting career expectations
Possible remedies for Plateaued Employees
1. Employees must understand the reason for
plateau.
2. Employees should be encouraged to participate
in development activities.
3. Employees should be encourage to seek career
counseling.
Three actions that can aid in managing the
plateauing process:
• Prevent plateauees from becoming uneffective.
• Integrate the relevent career-related inforation
systems.
• Manage ineffective plateauees and frustrated
managers mostly.
Various Managerial Career States
1. Learning as latecomers- these individuals are
considered to have advancement in potential but
are not performing up to par at present.
2. Stars- are those individuals who are seen as
doing high quality work and are considered to have
high advancement potential.
3. Solid citizens- these managers, seen as doing
good or even an outstanding work have, for one
reason or another little, if any, chance for further
advancement.
4. Deadwood- these individuals are seen as
having little or no chance for advancement, and
there current performance is seen as marginal or
adequate.
Rehabilitating Ineffective Employees
• Provide alternative means of recognition.
 • Develop new ways to make their current job more
satisfying.
• Effect revitalization through assignment.
• Utilized reality-based self-development programs.
• Change managerial attitudes toward plateaued
employees.
Identifying Five Career Anchors Employees who
manifest potentials or orientation in these areas are
developed to assume job related to their abilities
and competencies.
1. Managerial Competence- areas to be
developed are; interpersonal, analytical, and
emotional competence required at high level of
management. 2. Technical/functional
competence- areas to be developed is the actual
work they do and their wish to continue using and
developing their existing skills rather than going up
the organizational level.
3. Security- areas to be developed is to search for
security.
4. Creativity- areas to be developed is to create
something that is entirely their own, whether it be a
product, a company a work of art, or a personal
fortune
5. Autonomy and independence- areas to be
developed is to avoid working under the constraints
of organizational life, and looking for freedom and
independence.
The Role of Human Resource Management in
Career Management and Development is to
provide;
1. Career workshops
2. Information on career and job opportunities
3. Career planning workbooks
4. Career counseling
5. Career paths
The Role of employees in developing and
managing their own careers are;
1. Take the initiative to ask for feedback from
supervisors and peers regarding their strengths and
weaknesses
2. Identify their stage of career development and
development needs
3. Gain exposure to a range of learning
opportunities
4. Interact with employees from different work
groups inside and outside the company
The Benefits of Career Development Systems in
any organization is being prepared for;
1. Succession in case of resignation and retirement
of skilled employees
2. Providing Preretirement workshops
3. Outplacement
4. Employees are place don the right jobs
5. Employees are more motivated
6. Improved retention and reduced turnover of key
personnel
7. Improved productivity and profitability
8. Improved organizational competitiveness
9. Improved customer satisfaction.
PART VII. ORGANIZATION DEVELOPMENT
Organization development is a response to
change the beliefs, attitudes, values and structure
of organizations so that they can better adapt to
new technologies, markets, and challenges and the
dizzying rate of change itself (Bennis et al.,1969).
OD involves consultants who try to help clients
improve their organizations
What is Organization Development
How does OD work?
1. Planned change model
Three basic stages: unfreezing, changing, and
refreezing .
 It gives rise to thinking about a staged approach
to changing things. An individual or a system will
only change when it is ready, and this is why
unfreezing is critical
UNFREEZING – is changing the values and
mindsets and routines in the jobs.
CHANGING – is the internalizing of new beliefs
and work systems.
REFREEZING – is stamping or sealing what has
been learned and adopted through consistent
practice.
2. Systems theory
 As a system, it interconnected and
interdependent on one another. Thus, a change in
one part would have an effect on the entire system,
and on the other parts.
 As an open system, its reason for existence must
be aligned with the purpose and goals of the
environment.
3. Empowerment and participation
 To empower means trusting individuals and
giving them authority to make decisions, contribute
ideas, and take responsibility.
 Encouraging participation to change enhances
empowerment, which in turn, improves the quality
of decision-making and employee well-being
4. Normative re-educative change
 Strategies for affecting change may be
categorized into three types depending on the
underlying assumptions (Benniset al., 1969):
A. Power - coercive is based on the assumption
that those with less power will comply with the will
of those with more.
 giving or withholding rewards or threats of
punishment is used
B . Empirical - rational assumes that people are
rational and once knowledge is revealed to them,
they will act to protect their self-interest.
 information and appeal to the intellect is used.
C. Normative re - educative assumes that change
is not in the mind but a process of internalization
through values, attitudes and habits.
 encourage openness to new norms, and build on
a positive experience that results in a volitional shift
in attitudes, values and relationships.
5. Action research
 It is a way of solving problems using data based
processes such asdata-gathering, feedback from
the "problem-owners," and action planning.
6. Teams and teamwork
 In OD, change is easier when people work in
teams because individuals respond and are
influenced strongly to/by team interaction.
III. THE OD PROCESS
A. Preliminary Steps: Recognizing the Need for
Change and Establishing Change Relationship.
B. Diagnosis:
a. SWOT Analysis (Strength, Weaknesses,
Opportunities, and Threats
b. Relational Analysis
c. The McKinsey Seven S Framework (Strategy,
structure, systems, staff, skills, style, and Shared
values)
d. Weisbord’sSix-Box Model (by Marvin Weisbord)
(Purposes, Structure, Relationships, Rewards,
Leadership, and Helpful Mechanisms.
e. Gap Analysis
C. Feedback and Action Planning: Recognizing
the Need for Change and Establishing Change
Relationship.
3. GRIEVANCE MACHINERY Refers to a
specified activity, an event or sequence of events
that occur as a result of diagnosis and feedback.
Classification of Interventions
 Strategic interventions. -this refers to business
structures, policies, systems, etc.
 Technological and structural interventions –
this pertains to machineries, equipment, and the
like
 Human Resource interventions –this pertains
to policies and systems in managing people in the
organizations like the employees.
 Human Process Interventions –this pertains to
how things are done with the people in the
organization such as having team-building,
intergroup relationships, process consultation,
sensitivity training, etc.
E. Change Management
Five Sets of activities required for Effective
Change Management:
Motivating Change
Creating a Vision
Developing Political Support
Managing the Transition Sustaining Momentum