Organizational Development (OD)
The field of organizational development incorporates theory, research, and practice aimed at enhancing the efficiency and knowledge of personnel to achieve more effective company performance and change. The organizational development process entails ongoing analysis, action planning, execution, and appraisal, with the objective of transmitting skills and knowledge to firms for improving their problem-solving skills and their capability to manage future change. The discipline arose from human relations works of the 1930s, through which psychologists came to understand that company processes and structures influence motivation as well as behavior of employees. The work of Lewin from 1940s to 1950s further helped in proving that one beneficial tool for dealing with social processes is feedback. Of late, studies about the area of organizational development have expanded in scope to cover, and concentrate on, aligning firms with their complex and fast-evolving environments by means of knowledge management, organizational learning, and change in organizational values and norms (med.upenn.edu, 2015).
Theory and practice of the current issues in organizational development
I recognized a major OD issue from the textbook, which is "integrating the demands and interests of stakeholders with the organization's overall interests." Organizational Development consultants prefer self-discipline to organizational control, cooperation to dispute, and participative to autocratic style of leadership. By evaluating this book, one can understand that the other challenges posed to organizational development (e.g., standardization, differentiation, and centralization) are what grant strength to OD if one is able to tackle them. High differentiation levels offer specialization, making the company more productive and organizational tasks easier. I further noted that by knowing how to attain balance with regard to centralization levels, greater input on organizational processes might be obtained, profiting the organization greatly.
Assessing planned change and organizational development's assumptions, I perceive major differences in key values concerning organization,...
CAPSIM Team Ferris has not been overly successful thus far in our work, as reflecting in our current operating statistics. We have a negative return on sales, return on assets, return on equity and free cash flow, indicating that at present our company is not profitable. Asset turnover is a particular problem and leverage also contributes in our DuPont ratio to the negative ROE. But there is no one area where
organizational change by using Tesco plc as our organization of choice. The concept of change is explored from definition to effects that it has on an organization. Change resistance and the resulting conflict are also discussed. Finally, a recommendation of how to effect change is provided., Organization culture, a term that which refers to a collection of policies, values, beliefs as well as attitudes (Mullins,2010) is a very critical element
Management Organizational Behavior and Teamwork CASE ASSIGNMENT Southwest Airlines, Inc. has become an example of notable success. One reason for its significant achievement is its application of Reinforcement Theory to its employees. These applications have resulted in a highly motivated workforce, which is intimately tied to Southwest's success among business leaders. Even so, not even Southwest can satisfy its employees' needs according to Maslow's Hierarchy; rather, Southwest can only give some raw materials
Self-Growth Taking the self-development path is imperative in order to excel in life. This is true for all social life encounters careers, disciplines or even academics. We must take full responsibility of our lives if we wish to progress. Improving ourselves is a central determiner for improving other area of our lives (Simuyemba, 2013). According to Hibbert (2016) Personal development entails constantly trying to become a better person in terms of personality,
This means training that is focused on increasing the knowledge economy of the transforming firm rather than in simply standardizing processes. According to the text by Chapman (2009), this may even call for a change in the linguistic approach to this process. Chapman advises that "training implies putting skills into people, when actually we should be developing people from the inside out, beyond skills, ie., facilitating learning. So focus
Organizational Recruitment Recruitment Failures for an Unnamed Retail Giant The quality of a professional organization will be deeply and directly contingent upon the quality of the personnel that it employs. Such is to say that a company's success begins with its recruitment strategy, where the manner in which it shapes and conveys its demands to applying candidates will be critical to the screening and vetting processes. It is this recruitment strategy that
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