According to Gallos (2006), the founders of organizational development had understood the pitfalls of organizational life and knew that it needed to be changed. Their efforts had given rise to the organizational and applied behavioral sciences. Organizational Development is a ever growing field that is responsive to changes. There were many changes and improvements that were made over time, one of those changes was the creation of a organization development (OD) plan, this is a necessary tool to use in an organization. It is a way of using the organization's resources to help find and solve problems, expand the company, and become a more efficient entity.
According to Beckhard (2006), in order for OD to change it must involve a great deal of effort and this effort requires five things. The first thing that he says we need is a planned change effort. This will help diagnose any problems. It will also help develop a plan and then finally it will help implement the resources that are needed to change the old behavior. When I had interviewed Fred Nowartarski who is an HR Generalist at Agora Cyber Charter School he said that “having a solid OD plan will help ensure that the key employees occupy the key positions. Having this will allow the organization to maximize its talent thereby positively effecting the bottom line.”
According to Beckhard (2006), the second thing needed for OD to change is knowing the importance of involving the whole system. This requires a total change of an organization, such as a reward system or a strategy that management may be using. The third item needed for this OD effort is we need to manage from the top, the top managers have a personal vested interest in an OD program. They must actively...
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7. Gomez-Mejia, L. R., Balkin, D. B., & Milkovich, G. T. (1990). Rethinking Rewards for Technical Employees. Organizational Dynamics,18(4), 62-75. https://ezproxy.sju.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=9607245394&site=ehost-live
8. Kouzes, J. & Posner, B. (2006). Enlist Others. In J. V. Gallos (Ed.), Organizational Development: A Jossey-Bass Reader. (pp.518-545). San Francisco, CA: Jossey-Bass.
9. Lawler, E. E. (2006). What makes People Effective?. In J. V. Gallos (Ed.), Organization Development: A Jossey-Bass Reader. (pp. xxi-xxviii). San Francisco, CA: Jossey-Bass.
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Leading Change was named the top management book of the year by Management General. There are three major sections in this book. The first section is ¡§the change of problem and its solution¡¨ ; which discusses why firms fail. The second one is ¡§the eight-stage process¡¨ that deals with methods of performing changes. Lastly, ¡§implications for the twenty-first century¡¨ is discussed as the conclusion. The eight stages of process are as followed: (1) Establishing a sense of urgency. (2) Creating the guiding coalition. (3) Developing a vision and a strategy. (4) Communicating the change of vision. (5) Empowering employees for broad-based action. (6) Generating short-term wins. (7) Consolidating gains and producing more changes. (8) Anchoring new approaches in the culture.
Kreitner, R., & Kinicki, A. (2008). Organizational Behavior - 8th ed. New York: McGraw-Hill Irwin.
Robbins, S. P., & Judge, T. A. (2009). Organization behavior. (13th ed.). Upper Saddle River, NJ: Prentice Hall.
Robbins , Stephen P. and Judge, Timothy, A. Organizational Behavior. Upper Saddle River, New Jersey. Prentice Hall. Pearson Custom Publishing. 2008 Print
Gibson, J.L., Ivancevich, J.M., Donnelly, J.H., & Konopaske, R. (2009). Organizations: Behaviors, structure, processes (13th ed.) New York, NY: McGraw-Hill Companies, Inc.
This paper will be broken down into six sections profiling each critical part of implementing and managing change in an organization. The sections included are; outline for plan creating urgency, the approach to attracting a guiding team, a critique of the organizational profile, the components of change, and how to empower the organization.
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.
People who want to have a successful organization in business world; first they should be able to define OB which helps the organizations to be more effectively. “Organizational behavior is a study and an application of knowledge about how people, individuals and groups act in organizations” (Clark, 2000). Frankly, OB can help to indentify people behavior and to have a work relationship among the worker. Moreover, it can affect an organization to enhance its profitability and innovation by showing organization resources which can depends on customers. As well, it helps to achieve a job satisfaction by understanding the importance elements of motivation, communication and leadership.
“Leading Change: Why Transformation Efforts Fail” is an article written by John P. Kotter in the Harvard Business Review, which outlines eight critical factors to help leaders successfully transform a business. Since leading requires the ability to influence other people to reach a goal, the leadership needs to take steps to cope with a new, more challenging global market environment. Kotter emphasizes the mistakes corporations make when implementing change and why those efforts create failure; therefore, it is essential that leaders learn to apply change effectively in order for it to be beneficial in the long-term (Kotter).
Jones, G. R. (2010). Organizational theory, design, and change. 6th Ed. Upper Saddle River, NJ: Prentice Hall
McShane, Steven L.; Von-Glinow, Mary Ann: Organizational Behavior 6th Ed. Copyright 2013. McGraw-Hill Irwin. New York, NY.
Employee compensation and reward systems have undergone a couple of paradigm shifts since inception. Reward systems were traditionally compensation based and focused on the individual or the position (Beam 1995). After a recession in the early 1980's, employers turned to performance based models in an attempt to save money while still rewarding top performers (Applebaum & Shapiro, 1992). Today, the most successful organizations are using a total reward model, a hybrid of the performance based model combined with strategic human resource management planning to create reward systems that both benefit the employee and help organizations realize their operational goals (Chen & Hsieh, 2006).
The world is constantly changing in many different ways. Whether it is technological or cultural change is present and inevitable. Organizations are not exempt from change. As a matter of fact, organizations have to change with the world and society in order to be successful. Organizations have to constantly incorporate change in order to have a competitive advantage and satisfy their customers. Organizations use change in order to learn and grow. However, change is not something that can happen in an organization overnight. It has to be thought through and planned. The General Model of Planned Change focuses on what processes are used by the organization to implement change. In the General Model of Planned Change, four steps are used in order to complete the process of change. Entering and Contracting, Diagnosing, Planning and Implementing, and Evaluating and Institutionalizing are the four steps used in order to complete the process of change in an organization. The diagnostic process is one of the most important activities in OD(Cummings, 2009, p. 30).
French, W. L., & Bell, C. (1999). Organization development: behavioral science interventions for organization improvement (6th ed.). Upper Saddle River, NJ: Prentice Hall.
Johnson, Sam T. "Plan your organization’s reward strategy through pay for performance dynamics: Compensation & Benefits Review 30, Number 3: (May/June 1998): 67-72