Part 2 - DPM’s Manufacturing Process Model of Organization Development
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Input:
Based on the Products of the Process, we define our Inputs. Usually, in a generic sense, Raw Materials are the Inputs in case of a Manufacturing Process Model. However, the decision on Raw Materials, as such, is a function of what we want to produce (What results do we require!). “What we want to produce” is our Statement of Requirement Specification. The Statement of Requirement Specification describes (defines) the features and attributes desired in the ultimate output (Products of the Process). So, ultimately our Requirements dictate what Inputs get into the Process of Production. The Requirements itself are the inputs for Raw Material Determination and Selection. In a stricter sense, Requirements are the real inputs for the Production Process in question.
Based on the Products of the Process, we define our Inputs. Usually, in a generic sense, Raw Materials are the Inputs in case of a Manufacturing Process Model. However, the decision on Raw Materials, as such, is a function of what we want to produce (What results do we require!). “What we want to produce” is our Statement of Requirement Specification. The Statement of Requirement Specification describes (defines) the features and attributes desired in the ultimate output (Products of the Process). So, ultimately our Requirements dictate what Inputs get into the Process of Production. The Requirements itself are the inputs for Raw Material Determination and Selection. In a stricter sense, Requirements are the real inputs for the Production Process in question.
In case of DPM’s Manufacturing Process Model of Organization Development (DMPM-OD), the Goals are the Input for the Organization Development Production Process. Organization Development takes shape in the context of a specific Belief System and the resultant Organizational Culture. In this case, that Targeted Belief System itself is the Input for the Organization Development Production Process.
Processing Component:
This is where all the actions take place. This is the Process Infrastructure that is used to generate the desired output. The actual work (Translation, Mapping and Transformation) happens here. This is where the Inputs are processed and transformed into Outputs. There are several mechanisms that form a part of the Process Infrastructure. These mechanisms work in harmony to produce the desired results.
This is where all the actions take place. This is the Process Infrastructure that is used to generate the desired output. The actual work (Translation, Mapping and Transformation) happens here. This is where the Inputs are processed and transformed into Outputs. There are several mechanisms that form a part of the Process Infrastructure. These mechanisms work in harmony to produce the desired results.
Output:
This is the set of desired and targeted Products | Results. This is a function of the Input and the Processing Mechanism. As per the philosophy of DPM’s Manufacturing Process Model of Organization Development (DMPM-OD), Output consists of the most ‘obvious and certain’ of the outcomes pertaining to the Input and the Processing Mechanism. These outcomes are relatively less tangible and less translatable to money and Business Success. However, these outcomes are invaluable for any business organization and are the very basis of Organization Development. These Results are the characteristics and attributes of the desired and intended Organization State.
This is the set of desired and targeted Products | Results. This is a function of the Input and the Processing Mechanism. As per the philosophy of DPM’s Manufacturing Process Model of Organization Development (DMPM-OD), Output consists of the most ‘obvious and certain’ of the outcomes pertaining to the Input and the Processing Mechanism. These outcomes are relatively less tangible and less translatable to money and Business Success. However, these outcomes are invaluable for any business organization and are the very basis of Organization Development. These Results are the characteristics and attributes of the desired and intended Organization State.
Byproducts:
This is the set of Ancillary Benefits. This is a function of the Input, the Processing Mechanism and the Outputs. Yes, the Output, also. This is something special about this Manufacturing Process. Here, not only do the Input and the Processing Mechanism influence the Byproducts, but the Output or 'Products of the Process' does also influence the Byproducts of the Process. In a way, the Output is, kind of, directly responsible for the creation of the Byproducts in question.
This is the set of Ancillary Benefits. This is a function of the Input, the Processing Mechanism and the Outputs. Yes, the Output, also. This is something special about this Manufacturing Process. Here, not only do the Input and the Processing Mechanism influence the Byproducts, but the Output or 'Products of the Process' does also influence the Byproducts of the Process. In a way, the Output is, kind of, directly responsible for the creation of the Byproducts in question.
For example, when you produce paper, where wood (timber) is the primary Input and paper is the primary Output, your Byproducts are completely different compared to the Byproducts you derive when you produce wooden-furniture (where, wood is the primary Input and pieces of furniture are the primary Output). The Output | 'Products of the Process', kind of, directly dictates what Byproducts get created as a result of the Production Process!
Byproducts consist of the least ‘obvious and certain’ of the outcomes pertaining to the Input and the Processing Mechanism. These outcomes are relatively more tangible and more translatable to money and Business Success. And, as parameters of Business Success, these outcomes are really valuable for any business organization. These Results are NOT really the characteristics and attributes of the desired and intended Organization State. These are just the Ancillary Benefits that any business organization would love to derive.
As far as the philosophy of DPM’s Manufacturing Process Model of Organization Development (DMPMOD) is concerned, the Byproducts are never the Target. Even though the Byproducts are the relatively less obvious or certain part of the target state, instead of just one, there are actually two different forces that work to ensure the creation of Byproducts. The first force is the combined impact of the Input and the Processing Mechanism. The second force is the impact of Output or Products or Results. Ultimately, the business organization stands an excellent chance to gain substantially on the Bonus (Byproducts or Ancillary Benefits) front.
That’s the sheer beauty of the situation. We do not really target the Byproducts. We do not do anything explicit to create or generate them. However, ultimately, more forces work for their creation and, kind of, guarantee the creation of Byproducts that are of substantial Tangible Value to the organization in question. And, if at all the Byproducts are not generated, you still do not lose. For, you anyway have produced | created your targeted output or Products of the Process that are invaluable for Development of the Business Organization. Let me describe the details of this form of OD in the section titled “Sustainable Holistic Organization Development” (SHOD). Next Page >>
Part 2 - DPM’s Manufacturing Process Model of Organization Development by Debi Prasad Mahapatra is licensed under a Creative Commons Attribution-NonCommercial-NoDerivs 3.0 Unported License.
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