ORGANIZATIONAL DEVELOPMENT

Organizational Development a New Perspective

Organizational Development a New Perspective

Introduction

A carefully planned and implemented process designed to achieve an organization's viability, effectiveness and organizational goals in a more quick and productive manner known as Organizational Development (OD). Organizational Development (OD) mainly focuses on Employee and Organizations Effectiveness. Organizational Development (OD) is a relatively a new way of organizational perspective toward the achievement of its goals and objectives (Georges & Romme 2011, Pp. 8-32).

The founding father of Organizational Development (OD) is Kurt Lewin who gave the theories of action research and group dynamics. As advised by Lewin “no action without research; no research without action”. Group dynamics theory was explained in a three-step model which includes a field theory of “unfreezing, moving and refreezing” (Cheung-Judge & Holbeche 2011, pp. 32).

Discussion

Organizational Development Processes

The 21st century Organizational Development (OD) process model comprises of eight components with inter-activity between the components.

The entry phase is the first component in which the consultant (whether inter or external) meets the organization (client) to decide whether the organization is ready for the change or not.

The startup phase is the second component in which the basic infrastructure is put in place. The prerequisite of the startup phase is the agreement between client and consultant to work together.

The assessment and feedback phase is also known as diagnosis or analysis. In this component of the model, the organization and the change agent determine the culture prevailed in the organization.

The fourth component of the model is the Action planning phase in which plans are developed with regard to the objectives and goals of the organization, also the methods for their accomplishment.

The plans made in the fourth phase are implemented in the fifth phase that is implementation which is known as intervention in Organizational Development (OD) language.

The third-last phase of the model is the evaluation in which the degree of accomplishment of goals and objectives through the interventions planned is assessed.

After evaluation comes the adaption component of the model in which decisions are based on the evaluation of the change. The implementation becomes institutionalized if the objectives were successfully accomplished otherwise this phase is skipped. In both situations, the process starts all again.

The last phase of the model is the separation component. In which the change agent withdraws from the intervention process. It might occur because further changes are not preferred by the client.

Figure-1 Organizational Development Process Model

The organizational Development process in any organization ...