What is organizational development? Beckhard (1996) defined organizational development as an effort planned, organization wide, and managed from the top, to increase organizational effectiveness and health through planned interventions in the organization’s “process,” using behavior-science (Anderson, 2012, p.2). Nowadays in the business field, in order for an organization to be successful, they must be flexible. They must implement effective organizational development (OD) interventions which are “intended to make an organization and its constituent parts self-conscious with respect to how results are accomplished and how individuals and groups relate to each other” (Leach, 1978, p. 34). “ OD interventions involve respect for people, a climate of trust and support, shared power, open confrontation of issues, and the active participation of stakeholders” (Justo, 2009, ¶ 1). This research paper identifies the different interventions; define one intervention, why interventions fail, and planning interventions for success.
There are different levels an organization may be trying to improve such as individual, group, organization, or trans-organization. “According to Robbins (1994), OD integrates a collection of planned change interventions that relies on humanistic and democratic values, aimed at improving organizational effectiveness, and employees’ well-being” (Justo, 2009, ¶ 3). Four major interventions that are being used today are strategic, technostructural, management and leadership development, and team development and group process interventions.
Strategic Intervention
Strategic Intervention focuses on the organization and its interaction with its external environment, and is often involving changes to many areas...
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Winter, Richard. (n.d.). Interpersonal Interventions [PowerPoint Slide]. Retrieved November 14, 2011, from http://docs.google.com/viewer?a=v&q=cache:QvdOfrQg9q4J:teaching.fec.anu.edu.au/MGMT2035/Interpersonal_Week%25208.pdf+Process+consultation+in+Individual/Interpersonal+Process+Intervention&hl=en&gl=us&pid=bl&srcid=ADGEEShvAAahazAf4HOlDiNpo5O_ddoAG4DSP1XEGpJ8aI4Us_LQlUn-MY_BkFz1V1yLscynl0gkw1qaHgUp78yflwi869x81O2gvg-Fon9-9AmYRzwWB4mOfWW7wq8erqX4GPFnLd6H&sig=AHIEtbRIlzZynRXQQo6UzWlmQc_iiGF9dQ
Third Party Interventions. (1998). Retrieved November 19, 2011, from http://www.colorado.edu/conflict/peace/treatment/3ptyint.htm
Haws, Tim. (n.d.). Team Building. Retrieved November 19, 2011, from http://edweb.sdsu.edu/people/Arossett/pie/Interventions/teaming_1.htm
Hughes, M 2006, 'Strategic change', in M Hughes (ed.), Change management: a critical perspective, Chartered Institute of Personnel and Development, London, pp. 52-63.
A strategic analysis provides an examination of both the internal and external factors impacting on the organisation (Papulova & Gazova, 2016). City
Organization development is a (1) planned, (2) organization-wide and (3) managed from the top effort, (4) to improve organization effectiveness through (5) planned interventions in organizations’ processes using behavioral sciences (Beckhard, 1969).
The author Gemma Gorge (2011) conducted a study with combining organizational development and organization design. The name of the research, “Combining Organizational Development (OD) And Organization Design: An Investigation Based on the Perspectives of OD And Change,” which should interesting facts about organizational development and organization design having a positive correlation. According to Prodanciuc, “ starting from the work of Henri Fayol, the author shows that the organization must be organized and administrated (206).” The above two researches both have positive correlation about organization and leadership. One cannot do the other although doing both can help expand the mood of the workplace. Organization is going to take place at the beginning of the organization’s existence and has to be maintained throughout the duration of the organization. New methods can lead to better management of the organization although have a successful organization needs great leaders to keep it
Strategic issues have been defined as ‘environmental trends and possible events that may have a major and discontinuous impact of the firm’ and early research focused on identifying and assessing these important phenomena (Ansoff, 1975, p. 24-25, 1980). Later scholars introduced the concept of strategic issue diagnosis: the evaluation and infusion with meaning of environmental data with the intent of generating organizational momentum to respond (Dutton & Duncan 1987b; Dutton et al., 1983; Dutton & Jackson, 1987), a process that involves the following steps (Julian & Ofori-Dankwa, 2008). Decision makers scan the environment in attempts to detect signals of potential importance to the firm, collating and reifying a variety of related stimuli into a “strategic issue” (Dutton et al., 1983). This issue joins similar issues in the “strategic issue array,” the list of different strategic issues being potentially considered at any given time (Dutton & Duncan, 1987a; Dutton, 1997). Based upon their interests, beliefs and inclinations, different individual executives and managers, as well as groups, attempt to sell, promote and champion a particular strategic issue’s significance by means of different diagnoses (Dutton & Ashford, 1993; McMullen et al., 2009). By means of analysis and negotiation, the upper echelon of the firm comes to a more or less commonly agreed upon diagnosis of the issue in question as to its nature and possible effects (Dutton et al., 1983; Dutton, 1993, 1997). Once more or less established, the strategic issue’s diagnosis influences the formulation and implementation of a response, which may unfold over time and which itself may lead to further altered diagnoses (Dutton, 1997; Chatto...
• Hitt, Michael A; Hokisson, Robert E.; Ireland, RD. Strategic Management. 6th Ed., Masson, Ohio: Souht. Wester 2005.
Interventions under this category include talent management, staffing, employee development, performance appraisals, retention, and so forth. The next category is organizational communication, whereby communication interventions may include communication networks, information systems, suggestion systems, grievance systems, dispute resolutions, and social media (Van Tiem, Moseley, & Dessinger, 2012). The seventh category is organizational design and development. These interventions seek to align all aspects of an organization with business strategy (Van Tiem, Moseley, & Dessinger, 2012). Organizational design and development interventions include team strategies, virtual teams, strategic planning, environmental scanning, benchmarking, ethics, and so forth. The final category is financial systems. These interventions can enhance the organization and the individuals, and encompass forecasting, cash flow analysis, open book management, or carefully planning for mergers, acquisitions or joint ventures (Van Tiem, Moseley, & Dessinger,
Graetz, F., & Smith, A. C. T. (June 2010). Managing organizational change: A philosophies of change approach. Journal of Change Management 10(2), 135–154.
One of the main courses of this semester was to learn various organizational behaviors that are conducted in real business environment. By learning this course, we could understand our future colleagues and ourselves better. Throughout the semester, every week Ashley Hughes gave us an interesting lecture about different topics of oranisational behaviors. Along with the weekly lectures we also had a group presentation that gave us the opportunity to apply the lessons and techniques learnt in our professional and personal lives.During the course of this semester, Organizational Behavior has highlighted numerous topics, which concentrated on investigating the impact that individuals, groups and structures have on behavior within an organization and how their behaviour affect the performance of the organizations for the purpose of applying such technique towards improving an individual’s or an organization's working effectiveness (Jontymagicman, 2012). In this reflection paper, I will discuss the essential areas of organizational behavior: the influence of motivation, managing change and individual learning at an organization.
Cummings, T. G. & Worley, C. G. (2001). Organizational development and change (7th ed.). Ohio, USA: South-Western College Publishing.
Strategic implementation entails the application of deliberate management processes to achieve the desired results. Predominantly, the process is achieved through the selection of implementation approaches that are related to an organization’s structure, management of human resources, developing, decision-making and information processes, allocating resources, determining desirable ...
Strategy formulation is the process of establishing the firm's mission, goals, and choosing among alternative strategies or plans; it involves and implies that preparing the best approach to respond to the circumstances of a firm's environment, whether or not its conditions are known in advance; being strategic and tactical, then, means being clear about the management's aims; being aware of the company's resources, and incorporating both into being consciously responsive to a dynamic environment (SM, 2010). As nearly all businesses have limited resources, top leaders and management must determine which alternative plans or strategies will do well to the organization most; strategic management requires attention to the big picture and the motivation to adapt to circumstances, and consists of the following aspects:
That reminded me from the case study the director how to plays round of the company to succeed this Colombian Memorial Hospital. External control view of leadership, situations in which external forces where the leader has limited influence determine the organization 's success. Strategy, the ideas, decisions, and actions that enable a firm to succeed. competitive advantage firm 's resources and capabilities that enable it to overcome the competitive forces in its industries. Operational effectiveness, Performing similar activities better than rivals. Intend strategy, strategy in which organizational decisions are determined only by analysis. Realize strategy, strategy in which organizational decisions are determined by both analysis and unforeseen environmental developments, unanticipated resource limitations, and changes from managerial preferences. Strategy analysis studies of firms ' external and internal environments, and there with organizational vision and goals. Strategy formulation, decisions made by firms regarding investments, commitments, and other aspects of operations that create and sustain competitive advantage.
Cummings, T. G. (2008). Organizational Development Diagnosis. Handbook of organization development (pp. 137-147). Los Angeles: SAGE Publications.
This essay will look at strategic management processes and how they can be used to improve organisational performance; it will also describe how strategic management processes have the ability to lower organisational performance.