Organizational development:
Organizational Development can be meant as a comprehensive strategy for organization improvement. Strategies are being formed to for restructuring & development of management of an organization.
A method for facilitating change & development in people in technology & organization’s process & structures
Characteristics:
• Long range effort :
Organizational Development is not designed to solve short term, temporary problems. It’s a long term approach meant to guide the organization to a higher level of functioning by improving the performance and satisfaction of organization members.
• Broad based :
Organizational Development is used broadly to describe a variety of change programmers. It essentially deals with
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The change agents do not just introspect the employees & introduce changes rather they conduct surveys, collect data, evaluate & then take decisions.
• Goal setting & planning :
Organizational Development is concerned with the entire organization; the change agent defines then goals of the group & will see to it that together they all work to achieve them. A healthy organization tends to have goal setting at all levels.
• Systems view :
Organizational Development utilizes systems thinking, it’s based on open adaptive systems concept. It recognizes that organization structure & managerial performance are mutually interdependent. The organization is treated whole and no part of the organization can be change without affecting other parts
Organizational Development Process:
• Problem Identification :
Understanding & Identification of the problem in the organization is the first step in Organizational Development process. The awareness of the problem includes knowledge of the possible organizational problems of growth of human satisfaction & use of human resources & the problem of organizational effectiveness. By understanding the problem the company will be in a position to collect the necessary data to solve the
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It is a method of changing behavior through unstructured group interaction. Sensitivity training is sought to help individuals toward better relations with others. The primary focus is on reducing interpersonal issues. In sensitivity training the actual technique employed is Training Group, it is a small group of ten to twelve people assisted by a professional behavioral scientist who acts as a catalyst & the trainee for the group. He merely creates opportunity for group members to express their ideas & feelings freely. Nobody acts as leader here. Therefore the group must work out its own methods of
I have experiences organizations that lacked consistency and thought around their goals and as a result constantly restructured. Organizations that are constantly running after new ideas lack focus therefore can’t achieve their goals.
Leaders benefit from building a team to create and implement change, this is a key theme in the Kotter model of change. This teambuilding engages employees throughout the process. Allowing employees to be a part of the change process gives them the opportunity and trust to be creative moving toward the future (Cochrane, 2002). Leaders can create opportunity for employees and leaders to dialogue about the change, which can help troubleshoot the process. Leaders who engage employees throughout the organization from various levels of the organization will receive perspectives from the entire organization helping them make better-informed decisions. Employees want to be allowed the opportunity to help an organization they believe in, in a way that enhances the
Brown, D. & Harvey, D. (2006). An experiential approach to organization development. (seventh edition). Upper Saddle River, NJ: Pearson Prentice Hall.
Cummings, T., & Worley, C. (2009). Organizational development & change (9th ed.). Mason, OH: South-Western Cengage Learning.
This course has allowed me to reflect on my current role as an OD professional while also planning for my future success in this same role. Through reading, self assessment, peer review, and daily engagement of the organizational process, this course has been an invaluable learning event from both an academic and professional perspective. My perspective on the organizational development process has changed through an increased awareness of how to “solve[..] problems with S-T-P” (Schmuck, Bell, & Bell, 2012, p.155), an improved understanding of the importance of “goals, roles and procedures” for the examination of organizational conflict (Schmuck, Bell, & Bell, 2012, p.230); and the uses of “classical, complex and special interest OD designs”(Schmuck,
The coaching as image of managing is supported by Organizational Development (OD) theory. According to Beckhard (1969), the OD approach is planned, top-management committed, aimed to improve the effectiveness, long-term, action-oriented, focused on groups and teams. Each of these characteristics could be seen in interventions during the implementation of the change in British Airways.
Jones, G. R. (2010). Organizational theory, design, and change. 6th Ed. Upper Saddle River, NJ: Prentice Hall
Nowadays with the rapid development of global business advanced, more and more organization retain change to existence within the competition. For years, change has been seen as a difficult task within an organisation, but things are quite different now. Statistic shows that 70 percent of change failed within the organisation depends on certain concern consideration (Kotter, 1995 & Smith, 2002). However, whether empirical evidence could offer reliable analysis for the rate of successful change, organization change is still the key elements for a successful organization (Shannon, Michael & James, 2016).During the past decade, the theory of organisation development has expanded in a variety of definition, but the core value is the applying of social science theory and variety of personal, group and system intervention measures to centralized on the implementation of the organization of positive humanism planning process of change (Allan et al 2015).
Not only the type of the work employees are required to do changes, place, method, and environment of the work is also subject to transformation. With high turnover being common characteristic among modern organizations, people have to work in teams each time composed of different people.
The goal of organizational change management is to create a prosperous work environment through strategic change and applying those changes through the people side of management. Organizational change management is a branch of handling the outcome and strategies of new business processes, changes in organizational structure or cultural changes within a company. There are multiple components in understanding the techniques and goals of Organizational change management. The first part discussed will be on setting goals for an organization as it can be a complex process because if aimed too high, the goals will most likely not be attained and performance will deteriorate.
The change process within any organization can prove to be difficult and very stressful, not only for the employees but also for the management team. Hayes (2014), highlights seven core activities that must take place in order for change to be effective: recognizing the need for change, diagnosing the change and formulating a future state, planning the desired change, implementing the strategies, sustaining the implemented change, managing all those involved and learning from the change. Individually, these steps are comprised of key actions and decisions that must be properly addressed in order to move on to the next step. This paper is going to examine how change managers manage the implementation of change and strategies used
Cummings, T. G. (2008). Organizational Development Diagnosis. Handbook of organization development (pp. 137-147). Los Angeles: SAGE Publications.
French, W. L., & Bell, C. (1999). Organization development: behavioral science interventions for organization improvement (6th ed.). Upper Saddle River, NJ: Prentice Hall.
Introduction: One definition of organizational learning is the thoughtful use of individual, group, and collaborative learning to reinvent new thinking and practices that continuously renew and transform the organization in ways that support shared goals, Collinson & Cook, (2007). Success for organizations demands nothing less than “the power to think, learn, and innovate”.
Cummings, T. G. & Worley, C. G. (2001). Organizational development and change (7th ed.). Ohio, USA: South-Western College Publishing.