Organizational Development Case Study

The business environment consists of individual factors that keep changing throughout the time. The environment itself is dynamic and uncertain, and thus organizational change are not avoidable. An approach need to be practiced to overcome this problem, Organizational development or OD seems to have the solution to this problem. Organizational development is designed to elaborate on the knowledge and potency of people to overcome the challenge of accomplishing successful performance and organizational change. In reality, however Change management practitioners and scholars have begun to have doubts and question of the overall effectiveness of organizational development as the best strategic approach for firms to adopt to manage organizational

OD also emphasis on error detection and correction, OD wants to promote equality and minimizing the power gap between individuals in the company. This vision and function of OD made it occasionally an easy target for critics. OD’s focus on democratizing organizations was frequently felt as threatening by the targeted managers, especially the power structure, since its emphasis on change, democracy, and intimacy (Bradford & Burke, 2005). As mention earlier, the business environment is changing and evolving, economy is becoming more international which mean diverse market and competitors, political and cultural factor also vary across countries this may require organizations to change their structure and managements, in which OD can help on designing and implanting the plan. Knowledge is scattered across the organization those at the bottom structure may have more skill and training than people at the top. OD realizes that they are closer to the problem and can provide more productive input and the need to reduce the power gap since involvement leads to commitment, Rather than a process that results in people losing their jobs. OD seeks to develop a vital that may lead to an effective organization, this then will allow for expansion of the activities of people meaning putting people in other types of jobs rather than laying them off

According to Mwanzia Mulili & Wong (2011) these strategies can be divided into four main headings which include; (1) Human process based intervention strategies, (2) Techno-structural intervention strategies, (3) Socio-technical intervention strategies and (4) Organizational transformation (OT) strategies. The first strategy (Human process based intervention strategies) targeted to improve interpersonal, intra-group and inter-group relations. This will then will lead to better communication and collaboration which can result to Cordial working relationships which is a potential source of competitive advantage for a firm. It includes activity like team building, conflict resolution meeting, survey feedback and sensitivity training (T-group). The second strategy (Techno-structural intervention strategies) aims to ensure that the work and working patterns are favorable to employees. It includes activity like job enlargement, job enrichment and alternative work schedules. This concept focuses on non-monetary motivation of employees. The third strategy (Socio-technical intervention strategies) aims to show the importance of granting employees freedom as they do their work. Socio-technical intervention strategies mainly include activities like quality circles, total quality management, and self-managed teams. This will result on better quality