ORGANIZATION PLANNING SYSTEM SEMINAR-WORKSHOP
OPS SEMINAR-WORKSHOP
Division of Head and Neck, Breast,
Soft Tissue and Esophageal Surgery
(GS I Division)
Department of Surgery
Philippine General Hospital
College of Medicine
University of the Philippines Manila
September 14, 1996, Saturday, 7:30 am - 6:00 pm
Department of Surgery Chairman Office Complex
Philippine General Hospital
A Workbook
Prepared by
Reynaldo O. Joson, MD, MHA, MHPEd
Adapted from:
Organization Planning System
by Jacqueline E. Blondin, PhD
Southeast Asia Interdisciplinary Development Institute (SAIDI)
Taktak Drive, Antipolo, Rizal, Philippines
PROGRAMME
7:30 am
- Introduction and Orientation
Dr. R. Joson
7:45 am
- Inspirational Talk
Dr. R. Gutierrez
Chairman
Dept. of Surgery
8:00 am
- Situation Analysis
Define system boundaries
State vision-mission
9:00 am
- System Analysis
Assess conditions
State problems
Identify and prioritize needs
Propose courses of action
1:00 pm
- Plan Formulation
Restate vision-mission of macrosystem
Restate vision-mission of focal system
Review pragmatic situation
Determine goals
Construct objectives
3:00 pm
- Organization Design
Construct organization chart
Define roles and functions
Establish communication and control network
4:00 pm
- Evaluation Scheme
Conceptualize object of evaluation
State evaluation purpose
Establish monitoring and assessment procedures
5:00 pm
- Plan Synthesis
Establish time lines (Gantt Chart)
Identify preliminary steps for implementation
Write plan of action
5:00 pm
- Synthesis, feedback, and reflection
5:30 pm
- Closing Remarks
- Dr. R. Gutierrez
Chairman
Dept. of Surgery
Facilitators: Dr. Reynaldo Joson
Dr. Rodney Dofitas
Introduction and Orientation
Reynaldo O. Joson, MD
To all participants, thank you for being with us in the GS I
Organization Planning System Seminar-workshop.
To Dr. Romeo Gutierrez, Chairman of the Department of
Surgery, thank you for your support for the GS I OPS Seminarworkshop.
----------------------------------------------------------------There is always room for improvement, as the popular
saying
goes.
"Look for a
battlecry of our
Gutierrez.
better way of doing things."
This is the
Department of Surgery Chairman, Dr. Romeo
These are the reasons why GS I decided to conduct this
Seminar-workshop.
OPS
----------------------------------------------------------------OBJECTIVES OF OPS SEMINAR-WORKSHOP
----------------------------------------------------------------The objectives of the OPS Seminar-workshop are to:
1. Conduct a systematic analysis of GS I
goal, objectives, strengths and weaknesses,
change in the future.
vision, mission,
and demands for
2. Identify priority areas for improvement and change.
3. Develop strategies and an action
principles of organizational development.
plan
based
on
the
Definition of ORGANIZATION DEVELOPMENT (OD)
Blondin's view of OD:
OD is the response to the need for change.
It could be seen as a PLANNED CHANGE within the components
(as in GSI) or the total organization (as in the Department of
Surgery).
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OD aims at greater WHOLENESS and SYSTEMATIZATION within the
organization while at the same time, it answers a needed
COMPATIBILITY among the components of the organization; the
result of which is an OPTIMIZATION in the achievement of the
organization (GSI).
Key words in OD:
Planned Change
Wholeness
Systematization
Compatibility
Optimization
Note: You will get to understand more
Systematization, and Compatibility later on.
of
Wholeness,
----------------------------------------------------------------WHY PLAN?
----------------------------------------------------------------1. To achieve the objective of the organization.
2. To provide:
2.1 The design of a desired future state and
2.2 The means of bringing about that future state to
accomplish the organization's objective.
3.
To anticipate the possible factors that may affect or
change the organization's course for control
and
correction.
----------------------------------------------------------------ORGANIZATION PLANNING SYSTEM or OPS
----------------------------------------------------------------OPS is a tool for planning and decision-making. There are
various kinds of organizational planning system.
For
our
workshop, we will use the OPS of SAIDI, which uses the Blondin OD
Model.
SAIDI stands for Southeast Asia Interdisciplinary Institute.
It is a graduate institute committed to serve as a center of
study for the communication and diffusion of planned change in
Asia through graduate and postgraduate tutorial, innovative
programs in organization and instructional development, planning,
research, and formation.
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SAIDI PHILOSOPHY
TOTALITY
DEVELOPMENT
OF LIVED EXPERIENCE in the process of TOTAL
HUMAN
While other institutions cater to specialized fields of
utilizing existing or conventional structures, SAIDI takes an
innovative and integrative approach to the development of people
through the development of their leaders.
SAIDI ORIENTATION
PERSON AND PROCESS ORIENTED.
As an academe, it provides the curriculum designed to
working professionals who apply the concepts and principles of
development technology in the organization to which they belong.
It advocates systems as people/persons and as such commits itself
to formation of leaders always in view of the growth of the
person, his integration in life and his preparation and readiness
to adapt to an identified needed change.
SAIDI VISION
Asian leaders of any creed with an intense desire for total
human harmony, qualified and responsible to ascertain the future
of their organization
SAIDI MISSION
SAIDI is committed to Formation, a formation that focuses on
the growth of leaders, on their integration in life, on their
preparedness and readiness to adapt themselves to identified
needed change.
BLONDIN OD MODEL
Blondin is Jacqueline E. Blondin, a Catholic nun, the
founder of SAIDI. She developed a model which is being used by
faculty and students of SAIDI.
OPS AND GSI
Last July 21 to 24, 1996, Dr. Rodney Dofitas and I attended
the OPS Seminar-workshop of SAIDI. We found the workshop a very
enriching experience not only for our personal development but as
well as for GSI Division. In that workshop, Rodney and I came
out with a draft of an action plan to improve the GSI Division.
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We would like to share this experience with all the staff of
through this workshop.
GSI
Rodney and I will not show you the draft of the action plan yet.
We will show it to you piecemeal as all of us go through the
various phases and stages of the workshop today. We do not want
to preempt the action plan that will be produced by the entire
team. Remember, OD uses participatory management approach.
----------------------------------------------------------------BLONDIN OD MODEL
----------------------------------------------------------------The Model can be seen in the next page.
It consists of 3 phases and 2 stages per phase:
Phase I. Define the reality.
Stage 1. Situation analysis
Stage 2. System analysis
Phase II. Develop the operation design.
Stage 3. Plan formulation
Stage 4. Organization design
Phase III. Consolidate the plan of action.
Stage 5. Evaluation scheme
Stage 6. Plan synthesis
We will go through each phase and each stage one at a time
in a chronological manner. The tentative schedule is seen in the
Programme page. Rodney and I completed the workshop in 4 days.
With your cooperation and with our facilitation, we hope to
finish the GSI OPS workshop in 8 hours or less.
----------------------------------------------------------------GSI OPS SEMINAR-WORKSHOP BASIC GROUNDRULES
----------------------------------------------------------------Let's create and maintain an atmosphere
that is informal and open
with no hierarchy of position nor seniority
where everybody is participating actively
where everybody is free to say and suggest anything
where everybody is willing to listen to each other's
wisdom and experience
when there is disagreement, let's negotiate until we
all agree
Remember everything will be done for the improvement of the
GSI Division through a planned change
optimally
arrived at using participatory management approach.
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