...ORGANIZATIONAL DEVELOPMENT – FINAL ESSAY ------------------------------------------------- According to the integrative case “B.R. Richardson timber Products Corporation” we will work out a report with theoretical approaches and practical proposals in order to achieve organizational change within this firm. First we want to suggest a model and a prospect to entering in contract with the Corporation. For guiding our report work we stick to the General Model of Planned Change. This Model provides 4 steps of granting a Change and Improvement by addressing the tasks of Entering and Contracting, followed by Diagnosing, Planning and Implementing Change and finally Evaluating and Institutionalizing Change. We will begin through suggesting and guiding the Entering Process. 1. Before both sides the OD practitioners and the Management of the B.R. Richardson Corp. are starting with any measurements or activities they have to clearly clarify the organizational issues. This is useful and important according to the aspects of providing a similar and shared basement for cooperation, exactly defined duties, rules and responsibilities as well as setting common goals. The entering process often means to the client organization a kind of opening, revealing internal issues and weaknesses to strangers. This concerns and attitude of rejection must be unlearned previously in order to build a trustful and strong relationship of working together with the consultants. The first step is clarifying...
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...OrganizationaL Development Considerable changes occurs when an organization make compensation for errors within its overall strategy for achievements or make any modification to its existing operations. The purpose of this paper is to study the broad principles of organizational development, explain the process of organizational development, identify the theories associated with organizational development and describe the conditions necessary for successful organizational change and development. “Organizational development is a set of behavioral science–based theories, values, strategies, and technologies aimed at planned change of the organizational work setting for the purpose of enhancing individual development and improving organizational performance, through the alteration of organizational members’ on-the-job behaviors’’ (Porras & Robertson, 1992). Process of Organizational Development Organizational development is a process by which organizations use the theories and technology of the behavioral sciences to facilitate changes that enhance their effectiveness (Jex & Britt, 2008). According to an article found in The Resource Behind Human Resources website, the OD Process is based on the action research model that begins with an identified problem or need for change. The process proceeds through assessment, planning of an intervention, implementing the intervention, gathering data to evaluate the intervention, and determining if satisfactory progress has been made...
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...Discuss organizational development in details -30 Marks Organizational development can be defined as:- * OD is a response to change, a complex educational strategy intended to change the beliefs, attitudes, values and structure of organization so they can better adopt new technologies, markets and challenges, and the dizzying rate of change itself( Bennis, 1969). * OD is planned process of change in an organization’s culture through the utilization of behavioral science, technology, research and theory. ( Burke 1982) * Organizational Development is an effort (1)planned,(2) organizational wide, (3) managed from the top, (4) to increase organization effectiveness and health through (5) planned interventions in the organization’s processes, using behavioral science knowledge. (Beckhard,1969) Let us examine this definition: 1. It is a planned change effort. An OD program involves a systematic diagnosis of the organization, the development of strategic plan for improvement, and the mobilization of resources to carry out the effort. 2. It involves the total system. An organization development effort is related to a total organization change in the culture and the reward system or the total managerial strategy. 3. It is managed from the top. In an OD effort the top management of the system has personal investment in the program and it’s outcomes. They actively participates in the management of the effort. This does not mean that they must participate...
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...Organizational Development Q1. Define OD and enlist its important characteristics. Ans. The literature contains several definitions of OD, to quote a few: • OD is a response to change, a complex educational strategy intended to change the beliefs, attitudes, values and structure of organization so they can better adopt new technologies, markets and challenges, and the dizzying rate of change itself ( Bennis, 1969). • OD is planned process of change in an organization’s culture through the utilization of behavioral science, technology, research and theory. ( Burke 1982) • Organizational Development is an effort (1)planned,(2) organizational wide, (3) managed from the top, (4) to increase organization effectiveness and health through (5) planned interventions in the organization’s processes, using behavioral science knowledge. (Beckhard,1969) Let us examine this definition: 1. It is a planned change effort. An OD program involves a systematic diagnosis of the organization, the development of strategic plan for improvement, and the mobilization of resources to carry out the effort. 2. It involves the total system. An organization development effort is related to a total organization change in the culture and the reward system or the total managerial strategy. 3. It is managed from the top. In an OD effort the top management of the system has personal investment in the program and it’s outcomes. They actively participates in the management...
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...Running head: ORGANIZATIONAL DEVELOPMENT Organizational Development University of Phoenix Organizational Development Organizational development and organizational psychology share a similar link. Both organizational development and organizational psychology entail delving into the realm human behavior in efforts to modify individual and group behavior to increase organizational efficiency and performance. The objective of this paper is to examine organizational development by providing an explanation of the process followed by identifying the theories associated with organizational development. In addition, the paper will illustrate which specific conditions are necessary for successful organizational change and development. Close assessment of the objective will lead to a clear understanding of the bond between organizational development and organizational psychology. Process of Organizational Development Organizational development is the systematic process to implement planned and effective change using technologies, research, theories, and behavioral science in effort to promote change that will “improve” the performance and overall health of an organization. More specifically, “organization development (OD) is a complex strategy intended to change the beliefs, attitudes, values, and structure of organizations so that they can better adapt to new technologies, markets, and challenges”(University of Virginia Leadership Development Center, n.d., ¶ 1). The primary...
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...Changing Organizational Culture The Seven Step Change Model 12/10/2011 Urooj Khan MBA Regular 10739 Supervised By Ali Mujahid Table of Contents Culture and Organizational Culture 3 Culture 3 Organizational Culture 3 Influences on Culture 3 Cultural Measurement Dimensions 4 Changing Organizational Culture 8 Conclusion 13 Bibliography 14 Culture and Organizational Culture Culture The grand total of all the objects, ideas, knowledge, ways of doing things, habits, values, and attitudes which each generation in a society passes on to the next is what the anthropologist refers to as the culture of a group (Nord, 1972). According to Inkeles, culture is the social heritage, all the knowledge, beliefs, customs, and skills that are available to members of a society (Inkeles, 1964). The famous Dutch behavioral scientist, Geert Hofstede defined culture as the collective mental programming of a people in an environment. He later defined culture as the collective programming of the mind which distinguishes the members of one group from another (Muriithi N, 2003). Organizational Culture Edgar Schein says that organizational culture is developed over time as people in the organization learn to deal successfully with problems of external adaptation and internal integration. It becomes the common language and the common background (Schein E. , 1999). Culture starts with leadership, is reinforced with the accumulated learning of the organizational members...
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...Content Introduction…………………………………………………………………………….......1 Organisational Development programs………………………………………………….2 Organisational Development Interventions…………………………………………...2-5 Reasons for Intervention…………………………………………………………………..6 Implementation of OD intervention……………………………………………………….6 What HRD Managers need to do to combat criticism…………………………………..6 OD intervention in General Motors – A case study…………………………………...7-8 Conclusion…………………………………………………………………………………8-9 References………………………………………………………………………………….10 Introduction In view of the increasing level of competition, technological advancement, the advent of the post economic effect of recession and many other challenges of the twenty first century; organisations have had to brace up in response to the challenge. In other to stay abreast; most organisations would normally use different approaches and strategies to have a competitive advantage. Those who are not able to cope with the pressure may run out of business, and those who have been able to soar higher have had to adopt a policy that proves productive to them. The decision makers in most organisations are always found brainstorming at each juncture with the aim of always “effecting change” even when this is capital intensive. Any organisation that is not able to respond to changes in the business climate may pay dearly for it. That is why organisational development interventions act as the crux of most meaningful changes. Though researches show...
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...False Please respond to the following questions. Write true or false a fter each question. Each question is worth two points. Total points for this section is 44 points. 7. An open system organization is comprised of inputs, transformations and outputs._ 8 . Feedback is information regarding actual performance or the results of the system. ~T~ 9. Alignment refers to the characteristic of the relationship between two or more parts and how the characteristics^features of one system support that of another system. '_________ ■ H lCji Selection of a diagnostic model is at the discretion of the OD practitioner. 11. Boundaries as identified in the open systems approach distinguishes between systems and environments. 12. Organizational effectiveness is the overall term that describes performance, productivity, customer and employee satisfaction. _ Z 13. Group composition includes age, education, experience, skills and abilities of group members. _______ ^4 Performance reviews are an example of an intrusive method for collecting 15. How a client group accepts the...
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...The closed area is the thoughts, feelings, and other characteristics known only to the person who possesses them. These are characteristics that are only apparent to others if they are disclosed. People go to great lengths to broaden their closed area in order to what they perceive as protect themselves. The fourth and final area of the model is the unknown area. This area is characterized as the thoughts, feelings, and characteristics that are hidden to the individual and others around them. These are psychologists refer to as deeply repressed or unconscious behaviors and feelings. We may gradually become more aware of this area within ourselves as time goes on. Chapter 9 Review Question #7: Organizational development is broken up into 5 stages. The first step is to anticipate the need for change. Every organization must identify that they need to change for them to be successful. Managers must feel what Brown calls, a “disequilibrium” in order to begin...
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...Organizational Development Today’s organization are not only complex but ever-changing to meet the needs of a competitive environment. In fact, organizational theorists oftentimes use metaphors to describe and explain organizational structure. Jex and Britt (2008) point out that like the human body with all its internal organs working together to survive in the external environment, organizations are in constant interaction with the environment and must function with the larger ecosystem in which it exists. This paper will review the organizational process, identify theories associated with organizational development, and describe the conditions necessary for an organization to change and grow. Many definitions of organizational development process exist; however, Porras and Roberts (1992) combined them and stated that, Organizational development is a set of behavioral science-based theories, values, strategies, and technologies aimed at planned change of the organizational work setting for the purpose of enhancing individual development and improving organizational performance through the alteration of organizational members’ on-the-job-behaviors (Jex & Britt, 2008, p. 473). In simpler terms, the key to organizational change is to change the behaviors of employees so that the organization can improve performance. There are many reasons to facilitate change in an organization; however, the most compelling reason is survival. Jex and Britt (2008) suggest that other reasons...
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...Organizational Culture and Employee Development Survey Review Information | | Your Name: | | Date: | | Position: | | | Introduction and Guidelines | You have been invited to participate in an Organizational Culture and Employee Development survey. In this survey, employees from each department within the team will answer questions about different areas of the organization’s culture and how employees are prepared and supported to perform their jobs and progress in the company. This is a completely voluntary survey, there are no risks involved for participating. It is very important for us to gather honest and accurate information to learn from your opinions and take them into consideration to implement an action plan. Complete the survey, using the following scale: NA = Not Applicable1 = Needs Work (Unsatisfactory)2 = Gets By (Marginal)3 = Meets Requirements4 = Exceeds Requirements5 = Exceptional | Communication | | | (5) = Exceptional | (4) = Exceeds Requirements | (3) = Meets Requirements | (2) = Gets By | (1) = Needs Work | Information and knowledge are shared openly | | | | | | Communication is encouraged in this organization | | | | | | Effective communication | | | | | | Verbal communications | | | | | | Written communications such as reports | | | | | | Supervisor/Employee communication is encouraged | | | | | | I can communicate with no fear of prejudice | | |...
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...HR07 Managing Change through Organisational Development Assignment No.I Assignment Code: 2013HR07A1 Last Date of Submission: 15th April 2013 Maximum Marks:100 Attempt all the questions. All the questions are compulsory and carry equal marks. Section-A Ques. 1 Explain underlying values and assumptions of OD? Can OD cope with the challenge of managing radical change? Ques. 2 Is the Action Research model of planned change better than Lewin’s changed model? Justify your stand vis-à-vis the short comings of planned change. Ques. 3 OD interventions need to be well planned and structured to promote learning and change. What factors should OD practitioners consider while structuring their interventions? Ques. 4 Discuss the meaning of organizational development. What are the various purposes for which organizational development is used? Section-B Case Study The team leader always comes just as the meeting is scheduled to begin and spreads folders and other materials across one end of the table. Team members leave two chairs on either side of that end of the Table and no one ever sits there. This allows the leader approximately one-third of the table space while the groups sits around the other two-thirds of the table. The team always waits for the leader to express before anyone speaks. The leader often begins with ten minutes review of the progress. The team is assigned the task of collecting data from the manufacturing...
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...Organizational Development and Human Resources Jane Smith MGT/312 September 28, 2015 Xxx xxxx Organizational Development and Human Resources Human Resource functions relate to organizational development in a few ways. Human resource (HR) policies, practices, and procedures contribute to organizational structure. It is also said by HR experts that more specifically the three R’s, recruitment process, review system, and retention of talented faculty is vital to proficient organizational performance (Mishra, 2011). Overall, organizational development is greatly impacted by the HR practices of hiring, training, evaluation, and promotion of their employees. This helps to establish the desired organizational culture. First and foremost, the human resource techniques are integral to the leadership and development of an organization. The policies, practices, and procedures will also dictate the strategy behind the three R’s, recruitment, review, and retention. These managerial tasks can prove how effective a leader is and if they are capable of taking a company to the desired levels of success. When looking for new talent HR managers must assess that these individuals can appreciate the core values of the company. Moreover, the way these new recruits are trained and evaluated can better lead to attaining organizational goals (Kinicki and Fugate, 2014). Being able to retain capable associates can make or break a company. A positive organizational structure requires high turnover...
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...Organizational Development Anthony Ford PSY/428 September 27, 2011 Agnes Browne Organizational Development Organization Development is a development where [If not referring to a place, instead of "where," use "which" or "in which"] organizations formulate the best plan for ultimate resourcefulness and the most efficient way to operate and sustain itself throughout an estimated period of time [Redundancy: unless meaning the punctuation mark, "period" means a length of time, so "time" is unnecessary] . Organization Development is the planned approach to improve worker and company effectiveness by mindful interventions in those processes and structures that have an immediate impact on the human aspect of the company. This definition focuses the obvious correlation among the creation and the accomplishment of the organization’s mission. The Organization Development process is based [The passive voice is a form of "be" (is) and a participle (based). Over-use of the passive voice can make paragraphs officious and tedious to read. Prefer the active voice. For example, passive voice = The paper was completed on time. Active voice = the student completed the paper on time. See Center for Writing Excellence > Tutorials & Guides > Grammar & Writing Guides > Active & passive voice] on the action research model which [Use "that" for a restrictive phrase (or place a comma before "which")]...
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...Article Review/Assignment 1: organizational development: begins with a healthy infrastructure Bruce C. Abbott May 8, 2016 American Public University Introduction Organizational development is based on the precept of utilizing resources to improve workplace efficiency, while expanding productivity. Proper organizational development is designed to solve problems that develop over time, or to be used as a tool to analyze a process, while finding better ways to incorporate that into the organizations function. Organizational development must be an ongoing and systematic process of changes that will have an overall positive effect on the organization and its employees and leaders. Abstract This article review Organizational Development: Begin with a healthy infrastructure, by Bruce McEwan is based on research conducted on assessing organizational development through the infrastructure, and taking the appropriate steps to make sure the organization functions properly in it’s operations. McEwan identifies four interrelated and interdependent systems that must work together, which include communications, conflict management, education, and reward systems (McEwan, 2015). McEwan further explains from his research that these identified systems must come from under the control of organizational leadership to make a successful effect of change (McEwan, 2015). In essence, McEwan places emphasis on developing a healthy infrastructure...
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