Organizational Development Paper

Time and again organizations around the world operate in an unvigilant state of affairs, and as soon as recession or a period of economic downturn happens, these organizations collapse easily - Organizational Development Paper introduction. As a result lists of organizations, small, medium, and larger overcome by the abovementioned economic state becomes endless. This phenomenon results in employee retrenchments, redundancies, and organizations opting for tough decisions such as winding up or even filing for bankruptcy. 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, p. 473). As Jex and Britt, 2008 observed, this developmental process is the blueprint to which any organization that aims at captivating effective performance subscribe. This paper aims to examine the concept of organizational development, explain the process of organizational development, identify the theories associated with organizational development, and describes the conditions necessary for successful organizational change and development.

Organizational Development Process. Any organization’s human resources measures that ensure that the organization maintain a better place to work is likely to prevail and remain competitive in achieving its defined ends. To pull off such standard requires that the organization adapt, diversify, and then ultimately change. “Therefore, there is an area of expertise within human resources hailed as organizational development (OD) that seeks to advance group dynamics, organizational configuration, and culture. According to the OD learning

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Center, Yale University 2011, organizational development refers to the practice of creating and changing an organization’s culture so that people are better able to achieve the organization’s mission. The main step in Lewin’s model takes precedent in the process of organizational development. This is known as unfreezing, in which an organization start to grasp necessity for change. According to Lewin (1947), this is a crucial step in the change process because an organization will not change not unless recognition of change becomes apparent.

Theories Associated with Organizational Development. “External environment is often a key factor in initiating organizational transformation because change is often the virtue of survival or by the desire to capitalize on a new opportunity” (Jex & Britt, 2008, p. 473). Jex and Britt, 2008 further observed that there are theoretical foundations of organizational development some focus on the general phenomenon of organizational change, and others serve as a foundation for more specific interventions. Conditions Necessary for Successful Organizational Change and Development

An environment for any meaningful change and development comes when change affects the mission and strategy that dictate an organization’s purpose in line with Burke’s (1994) model. “Change in mission and strategy will serve as a powerful catalyst for broader organizational change. Furthermore, at the individual employee level, mission and strategy are important because they help to provide individuals with a sense of purpose and coherence” (Jex & Britt, 2008, p. 473). Changing the mission and strategy will ultimately serve as a prevailing note to employees also to change their behaviors.

The entire organizational structures can also receive some change. However, as noted the underlying principle of structural change is that employees have no alternative but to engage in at least some form of change as this covers the organization in its entirety. The downside is that structural changes may eventually serve as only “pseudo” changes unless a change in employees’ behaviors accompanies them. Conclusion The theories covered are necessary and brought a widow into the development and change process.

However, they do not necessarily illustrate specific organizational aspects involved in the change process. Moreover, one of the main rationales behind so few specific theories of organizational change is as a result of diverse ranges of businesses, henceforth no silver bullet is on hand. The generalized guide to change in all organizations is near impossible. At the end then the interest in team functioning should form the core of the organizational development as it depends deeply on the success of individual teams.

References

S. Jex, T. Britt (2008). Organizational psychology: A scientist- practitioner approach, (6th edition). Hoboken, NJ: John Wiley and Sons. Yale University, 2011. Organizational Development & Learning Center: Organizational Development Services. Retrieved on February 02 2011 from http://learn.caim.yale.edu/lcdb/webdev/html/odservices.htm

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