Organizational development is an endeavor designed by the top management through the application of behavioral-science techniques to enhance organization’s efficiency and profitability by means of interfering deliberately in the organization’s practice which should cover the whole organization. Organizational development will be applied to tackle and overcome problems in the retail store scenario of an important customer leaving the business and relocating to Mexico. This will be accomplished as follows. The first strategy includes launching dealings with important workforce in the organization (this is frequently referred to as “entering” and “contracting” along with the establishment). The second strategy will involve doing research and appraisal structures in the establishment to comprehend dysfunctions and/or objectives of the structures in the business (“analyzing ” the structures in the business).
Single out methods (or “involvements “) will also be used to increase value of the company and its associates. Lastly, methods will be applied to improve value (techniques of “intended transformation “in the business) and calculating the continuing value of the methodologies and their outcomes (Cummings & Worley, 2008). Organization effectiveness is one of the goals of organizational development and its aim is to make better the business’s ability to deal with its inside and outside implementations and associations.
This would involve interacting with areas related to enhancing interpersonal and team course of actions, more operational exchange of ideas and customer service training. Skills will be enhanced to manage executive problems of all varieties and more effectual decision making and including new suitable leadership methods with superior skills in handling destructive tension and higher degrees of trust and teamwork together with organizational associates. These goals originate from a value structure founded on an optimistic outlook of the characteristics of man — with the aim of man in a supportive situation being capable of realizing higher degrees of progress and achievement (Rothwell, Stavros & Sullivan, 2009). McLean (2005) records and describes how disturbing trauma can harmfully have an effect on functioning due to many factors such as: suspicion, uneasiness, downscale, misuse of power, amalgamations, invasions of confidentiality, subcontracting, restructuring, fear, anxiety, nuisance, and frequent transformations that make many workers go through the feelings of hostility.
McLean (2005) proposes that in order to set right the trauma and improve the working setting, organizational development practitioners should admit the reality of the trauma, make available a secure place for workers to talk about their thoughts, correspond to the trauma and set it into awareness, and then consent to and face the consequences of the emotional reactions. One technique of accomplishing this is by having workers illustrate what they think about the circumstances, and then having them share and give details about their illustrations with each other. Illustrations are advantageous because these are opportunities for employees to communicate feelings they generally would not be capable of expressing.
Also, illustrations over and over again encourage contributions in the work place, as everybody is expected to illustrate and then talk about his illustrations (Cummings & Worley, 2008). As the tempo of transformation keeps on increasing, management of change is an essential know-how and should be looked for by administrators, overseers, personnel staff, and organization directors. This know-how includes: management wisdom and structuring an organization centered on ethics. In conclusion, business needs to be more competitive and will entail among other things team structuring, smoothing the progress of group, imaginative problem resolution, pre-meditated planning, divergence resolution, interpersonal consultation, socio-technical scheme strategy, management development, organization development, occupational management, managing personnel diversity, business restructuring, highly committed work teams and complete quality management (Rothwell & Sullivan, 2005).
Cummings, T. G., & Worley, C. G.
(2008). Organization development & change. San Francisco, CA: Berrett-Koehler Publishers, Inc. McLean, G. (2005).
Organization development: principles, processes, performance. Mason, OH: Cengage Learning. Rothwell, W. J., & Sullivan, R.
(2005). Practicing organization development: a guide for consultants. San Francisco, CA: John Wiley & Sons.
Rothwell, W., Stavros, J. M., & Sullivan, R. L.
(2009). Practicing Organization Development: A Guide for leading change. San Francisco, CA: John Wiley & Sons.