The work of facilitating organizational
success, by aligning structural, cultural and strategic realities of work to
respond to the needs of an ever-evolving business climate.
Benefits of Organizational Development
Increasing productivity and efficiency
comes with many benefits. One of the best ways to encourage positive results in
these metrics is by using a well-thought-out organizational development
structure. Organizational development is used to equip an organization with the
right tools so that it can adapt and respond positively (profitably!) to
changes in the market. The benefits of organizational development include the
following.
1. Continuous development
Entities that participate in organizational
development continually develop their business models. Organizational
development creates a constant pattern of improvement in which strategies are
developed, evaluated, implemented, and assessed for results and quality.
In essence, the process builds a favorable
environment in which a company can embrace change, both internally and
externally. The change is leveraged to encourage periodic renewal.
2. Increased horizontal and verticaWe provide extensive training for all client groups. From our offering, you can find both yearly training modules as well as trainings designed based on specified needs - for issuers and participants. Find further information on our training offering on this page and contact us for information.
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communication
Of considerable merit to organizational
development is effective communication, interaction, and feedback in an
organization. An efficient communication system aligns employees with the
company’s goals, values, and objectives.
An open communication system enables
employees to understand the importance of change in an organization. Active
organizational development increases communication in an organization, with
feedback shared continuously to encourage improvement.
3. Employee growth
Organizational development places
significant emphasis on effective communication, which is used to encourage
employees to effect necessary changes. Many industry changes require employee
development programs. As a result, many organizations are working toward
improving the skills of their employees to equip them with more market-relevant
skills.
4. Enhancement of products and services
Innovation is one of the main benefits of
organizational development and is a key contributing factor to the improvement
of products and services. One approach to change is employee development – a
critical focal point is a reward for motivation and success.
Successful engagement of employees leads to
increased innovation and productivity. Through competitive analysis, consumer
expectations, and market research, organizational development promotes change.
5. Increased profit margins
Organizational development influences the
bottom line in many different ways. As a result of increased productivity and
innovation, profits and efficiency increase. Costs come down because the
organization can better manage employee turnover and absenteeism. After the
alignment of an entity’s objectives, it can focus entirely on development and
product and service quality, leading to improvements in customer satisfaction.
Organizational Development Process
A conventional approach in the
organizational development process is the action research model. This model is
used by many organizations to guide the OD process. It entails what its name
describes – research and action.
However, there is much more to the OD
process than just research and development. There are multiple loops used to
transmit feedback, which makes an organization more responsive to change.
Components of the Action Research Model
The action research model comprises six key
components:
1. Problem diagnosis
The organization development process begins
by recognizing problems. The method of diagnosis usually takes the form of data
gathering, assessment of cause, as well as an initial investigation to
ascertain options.
2. Feedback and assessment
The feedback and assessment step often
involves proper investigation of identified problems so that there is a deep
understanding of the challenge at hand. This can include an appraisal of
documents, focus groups, customer or employee surveys, hiring consultants, and
interviewing current employees. Information gathered is used to re-evaluate the
challenges in the first step.
3. Planning
Once an organization defines and
understands its challenge, an action plan is put together. The plan lays down
all the intervention measures that are considered appropriate for the problem
at hand. Usually, the measures include such things as training seminars,
workshops, team building, and changing the makeup or structure of teams.
Additionally, measurable objectives, which define the expected results, form an
integral part of the overall plan.
4. Intervention
Once a plan is in place, the intervention
phase commences. Since the organizational development process is complicated,
implementation processes are a key element of the model. As an example, if
training classes are preferred over other methods, test results will form the
basis upon which the training process is evaluated. The objective at this point
is to ensure the required changes take place. If that is not the case, feedback
is assessed and used to bring about the required change.
5. Implementation
Implementation is preparation and putting elements of the strategy into place. Execution is the decisions made and activities performed throughout the company, with the objective of meeting goals outlined in the strategy.
6. Evaluation
As soon as the intervention plan is
complete, the outcome of the change in the organization is assessed. If the
required change does not take place, the organization looks for the cause.
Adjustments are made to ensure the obstacle is eliminated.
7. Success
Success denotes that the desired change
took place. A proper plan and efficiency standards are put in place to ensure
that the new switch is sustainable. Ongoing monitoring is needed to ensure that
implemented changes last. Furthermore, as markets and organizations change, new
problems can arise, leading to the push for further development. Great
organizations evolve continuously.
Final Thoughts
Organizational Development Strategy: Five
Phases
Management/professionals should integrate
OD skills with the growing number of L&D, performance improvement, and
talent management solutions focused upon increasing organizational
effectiveness. The process used by OD practitioners to design and implement
organizational development strategies is structured in five phases:
Entry represents the initial contact
between consultant and client in which they present, explore, and identify the
problem, opportunities, or situation. The output of this phase is an engagement
contract or project plan that establishes mutual expectations and preliminary
agreements about project scope (such as time, money, and resources).
Diagnosis (assessment) represents the
fact-finding phase. It is a collaborative data gathering process between
organizational stakeholders and the consultant in which relevant information
about the presenting problem is gathered, analyzed, and reviewed.
Feedback represents the return of analyzed
information to the client or client system; exploration of the information for
understanding, clarity, and accuracy; review of preliminary agreements about
scope and resource requirements; and the beginning of ownership of data by the
client. The output of this phase is typically an action plan that outlines the
change solutions to be developed, along with defined success indicators based
on the information and data analysis.
Solution represents the design, development,
and implementation of the solution or set of solutions meant to correct the
problems, close gaps, improve or enhance organizational performance and
effectiveness, or seize opportunities. Outputs may include a communication
plan, a role-and-responsibility matrix, a training plan, a training curriculum,
an implementation plan, a risk management plan, an evaluation plan, or a change
management plan.<.li>
Evaluation represents the continuous
process of collecting formative and summative evaluation data to determine
whether the initiative is meeting the intended goals and achieving defined
success indicators. Outputs generally include an evaluation report with
recommendations for continuous improvement.
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