Organizational Development Strategies Interventions At The Franklin Company

Launching positive and results oriented strategies, the OD was able to: (1) develope team improvement presentations to the TCVP; (2) organize union team meetings; (3) develope creative newsletters; (4) institute feedback emails establishing improvement behaviors concerning all departments through agreed upon meetings; and finally (5) establishing report with the employees and unions to formulate effective strategies. All the while, the HRD and the PM refused to allow productive growth and thus attempted to terminate the OD employment. However, the TCVP prevented that

The first step in driving the necessary change within the organization is to secure an outside consultant to serve as a change agent. The change agent will facilitate and guide the organizational development (OD) through process consultation intervention. In this process, it will be necessary to identify sources of resistance through Force field analysis. Once the sources are identified, one-on-one meetings and group meetings will be conducted to educate the employees on the changes and the reasons why change is necessary. This step will find the management team working to re-define the vision of the organization. As part of motivating the

Today’s companies are challenged by frequent changes in market demands and consumers’ desires for new products and services. Companies which fail to adapt to these changing conditions often find themselves struggling to survive. This is the situation for the Texas Plant, as described in the case study by Pryor, Humphreys, and Taneja (2011). The Vice President, Human Resources Director, and Organizational Development Manager find themselves not only facing the struggles of transforming the Texas Plant, but also the difficulties of working together to achieve it. The following paper describes these difficulties and examines how the actions of the leaders impacted the change process. Recommendations to assist the plant’s leadership in moving forward will be offered.

This paper will explain the managers’ role within a company and their responsibility when implementing a change within a company. It’s not just the planning and organizing talking about what plans need to be placed in order to create a change in a company, but the manager must know what to expect and how to completely deal with staff to make a positive outcome for the team. In the end this paper will provide and explain the change process; assessment, planning, implementation, and evaluation.

“In order to be successful in that case Mr.Dees manages the conflict constructively. He generated the current solutions and searched fort he common acceptable solution. Also asking to the team members shows that he triedto figure out what they have learned. In addition to this, he gave importance on Rational Goal Model and to its analysis. He focused on providing a vision that inspires followers and justifies the organization. To achieve this vision, the steps needed to be taken were clarified fort he optimum effectiveness.”

The first step in driving the necessary change within the organization is to secure an outside consultant to serve as a change agent. The change agent will facilitate and guide the organizational development (OD) through process consultation intervention. In this process, it will be necessary to identify sources of resistance through Force field analysis. Once the sources are identified, one-on-one meetings and group meetings will be conducted to educate the employees on the changes and the reasons why change is necessary. This step will find the management team working to re-define the vision of the organization. As part of

DuPont’s approach to change appears to fit the classic model of OD. The initiative has the support of the plant manager. Changes to the organization are planned and executed like other projects within the company, while executing real actions being a key priority. DuPont also focused on the local culture with the use of a NASCAR metaphor to help employees understand the importance of effective teamwork. The NASCAR metaphor allowed DuPont to get across the point that performance matters in a way that employees could relate to.

Any kind of change in an organization may be challenging as it may demoralize employees and minimize performance. Therefore, main concern for DSS was how to ensure the employees maintain the same level of commitment, for it to achieve its strategic goals. There was a lack of clear concise during the communication of the new organizational strategy to all levels in the organization. The management failed to provide a detailed implementation plan that was to be followed in order to achieve the desired results. The employees themselves also did not receive the communicated information in a favorable manner. Both Meg and Chris did also not communicate effectively during the organizational change. As a result, Chris did not fully grasp what was expected of her as a leader and her team. The management should aim at ensuring the communication within the organization is successful. Successful communication is achieved when both the sender and the receiver have a common understanding of the communicated information. Both Meg and Chris should set up regular structured information. For instance, through the use of memos, emails, written updates, or setting up periodic meetings.

In the reading “Re-energizing the Mature Organization”, the authors provide several stages that organizations can approach in order to achieved success in organizational change. The case of British Airways, can be related to this article because the company went through the changing challenges that allowed the organization to overcome the idea of failure. BA understood that in order to increase sales and remain competitive, they had to develop new strategies and concepts that would re-energize the company. Mr. Colin Marshall, Chief Executive of British Airways, took the responsibility to grow and re-stablish the costumer services department. As a leader, he provided tools that allowed employees to connect with

1: According to my point of view if firm select me as an OD consultant than I first take interview of the main head and ask different questions about the problem that they face, who is responsible for these challenges, when he see that anything is going wrong within the business, anything else that is not correct like you have all essential apparatus, competent staff have or not, and ask which kind of recommendations they want to solve problem, and which method they want to use for execution of resolutions. When I take all the necessary information from the management than we make a proper proposal what we do, how to make the decision to resolve issues. In the contracting process, I explain all the opportunities that we have firm provide me like I have access to the workforce for

Organizational Development (OD) is the systematic application of behavioral science to bring about planned change in organizations. The intended objectives are improved adaptability, productivity, and effectiveness. These objectives are accomplished by changing values, attitudes, strategies, behaviors, procedures, and structures so that organizations can adapt to the changing technology, and competitive forces. (Taylor, n.d.). People and organizations deal with change on a daily basis. Change is inherent in contemporary organizational experience and many companies are constantly competing in changing market

Imagine you are an OD practitioner brought into DuPont at the time of the Orion manufacturing operation closure. Describe the steps you would take to help manage this change based upon action research.

Evaluating OD interventions is a process to find out whether an intervention is carried out as expected and leads to satisfied outcome, and measuring intervention and outcome variables is a core aspect in this process (Cummings & Worley, 2014). Although intervention variables are helpful to interpret outcome measures, previous studies show that major measurements assume the interventions have been implemented and only pay attention to measuring impact and outcome (Cummings & Molloy, 1977).

In the Rothwell book, Practicing Organization Development, a clear message emerges about the importance and the value of building relationships with everyone in the organization. Knowing everyone’s name, and showing respect for everyone in the organization is key. If you are going to move an organization forward, you have to listen to what is being shared and build on the past successes of the organization. By honoring the past, it is creating an atmosphere of trust and helping the relationships become stronger which in turn makes the organization stronger. You must appreciate the work staff has done in the past and understand the work they created was done with good intent. Decisions were made at the time to improve the organization, honor the decisions and look to the future state and how it can be improved upon based on the current reality.

Organizational development (OD) is an application or process of building a greater level of efficiency within the organization. OD develops the ongoing effort geared for long-term effects. OD works to help management and employees on a variety of levels. Organizational development is perhaps unequaled in its ability to meet any type of organization needs. However, the solutions developed from the role of OD may not be necessarily interchangeable with different organizations (Grant, 2010).