Organizational Change And Development Of Management

Organizational Change And Development Of Management
Organizational Change and Development in Management Teresa Sjostrom When Leadership
Predestines Failure: The Story of Blue Cloud Development Introduction The CEO of Blue Cloud
Development, Shel Skinner, is troubled by the performance of his organization and seeks
alternatives to the current methods of operation that may help to improve the cycle time for the
release of new software products. Locating a new methodology that he believes will reduce the
cycle time, Mr. Skinner hires consultants and implements the new methodology. A year into the
implementation, he asks his software engineers their opinion of the new methodology, and is
disenchanted when he hears that the opinion of the methodology is ... Show more content on
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In a Leadership Seminar this week, Mr. Skinner learned of the new Agile Methodology for
improving the flexibility of the organization and shortening the release cycle of the product.
Immediately feeling that this was the answer to the problems within his organization, Mr. Skinner
hired external consultants and began to introduce the new methodology. The "After" The principles
of the new "Agile" Methodology emphasize breaking up the traditional long–term software
development cycle into several smaller iterations (or releases) of the product within short
timeframes. (Douglas & Tech Trends, Inc., 2006) "These principles spoke to me on a very
fundamental level," said Skinner. Realizing that the change in methodology would help his
organization to better meet the organizational goals for Blue Cloud's development as well as propel
them strategically ahead of their competition, Mr. Skinner hired a group of external experts in the
Agile Methodology to get the process going. The current development structure at Blue Cloud was a
traditional development environment, so Mr. Skinner set up a meeting with the organization to
introduce them to the new methodology. At this meeting, he introduced a group of skilled
consultants in the new methodology that were to lead the implementation. Mr. Skinner knew that the
proper management of the implementation of the new Agile Methodology was going to take
program expertise and a lot of training for
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Organizational Development
Organizational DevelopmentPage 2 Organizational Development Organizational development is one
of the most common yet most important terms in HRM and organizational behavioral studies.
During this course, various strategies for developing diagnostic skills to identify OD issues,
problems, and opportunities have been taught. However, it is important to understand how these
skills can be applied in practical life, in order to understand their practical implications of this
theory. Organizational development is a complex process with various definitions. One of the
current definitions is "Organization development is a system wide application and transfer of
behavioral science knowledge to the planned development, improvement, and reinforcement of
strategies, structures, and processes that lead to organization effectiveness" (Cummings and Worley,
2005, p. 1). Every organization has its own culture, values, mission, goals, processes, structures and
dynamics. Some of them have a formal structure and are created and developed on purpose with
intentions. Some of these formal structural measures are defined roles, job descriptions.
Organizational policies and procedures, performance appraisal systems, departments, teams,
segments etc. Others are less visible and seen only when they wreak havoc resulting in mysterious
and unexpected consequences. There are unwritten rules which are hidden yet they rule the
organization. Problems appear in organizations when a conflict between

Organizational Development Essay
1. | Question : | Define Organizational Development (OD) according to An Experiential Approach to
Organizational Development: | | | Student Answer: | | Comprises the long range efforts and programs
aimed at improving an organizations ability to survive by changing its problem solving and renewal
processes. | | Instructor Explanation: | Organizational development is a long–range effort and
programs aimed at improving an organization's ability to survive by changing its problems solving
and renewal processes. | | | | Points Received: | 2 of 2 | | Comments: | You did a nice job with this
question. | | |
2. | Question : | Which of the following is included as one of the important ideas in the text's ...
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A hyperturlent environement. An increasing and changing set of competitors. Rapidly changing
product lines. | | Instructor Explanation: | Management must initiate and create a climate that
encourages creativity and innovation. | | | | Points Received: | 2 of 2 | | Comments: | You did a nice
job with this question. | | |
1. | Question : | The three power tools to change a corporate culture are information, money, and
resources. | | | Student Answer: | | True | | | | False (information, support and resources) | | | | Points
Received: | 1 of 1 | | Comments: | | | |
2. | Question : | What is corporate culture? | | | Student Answer: | | Interdependent set of beliefs,
values, ways of behaving and tools for living that are common in a community that they tend to
perpetuate themselves, sometimes over long periods of time. | | Instructor Explanation: | Corporate
culture is a system of shared values and beliefs that interact with an organization's people, structure,
and systems to produce behavioral norms (the way things are done around here). It affects the
behaviors of individuals by setting an interdependent set of beliefs, values, ways of behaving, and
tools for living that are so common in a community that they tend to perpetuate themselves,
sometimes over long periods of time. This continuity is the product of a

Organizational Development Paper
Organizational Development Paper
Jane Doe
PSY/428
October 24, 2011
Instructor
Organizational Development Paper Organizational development is crucial to building a strong
organization. Change in organizational mission, change in the economy, and change of inner
structural changes can organizational mission, change in the economy, and change of inner structural
changes can necessitate organizational development. When these changes occur, businesses seek
outside organizational assistance. According to Jex and Britt (2008), organizational development is
the implementation of programs, techniques, and methods that work together to enhance individual
performance and organizational improvements. This paper will highlight ... Show more content on
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To increase the effectiveness of proposed changes and improvements, organizations use multiple
scientific methods and techniques. For change to be successful management must develop political
support. This support is necessary because to initiate change management must have political power
within the organization and outside of the organization. This power is often necessary to ensure a
smooth transition during the development process (Authenticity Consulting, 2011). Organizational
development of a business may appear to be an extensive and complicated process; however, given
the right conditions the change can be almost seamless. To have successful change a crucial
component is communication. Another condition that would assist with successful organizational
development is preparing and conditioning employees for change. This is an area where
communication is pertinent. A business that has effective communication with employees' with
clients and with stakeholders will have an easier transition. It is important for employees to
understand the changes taking place, why the changes are taking place and the role he or she has in
the transition. Aside from communication, another crucial component necessary to ensure change is
support. Without support, change would be impossible. Support from management is especially
important because

Organizational Development : An Organization
Introduction
In today's fast changing environment, an organization needs an effective development strategy to
cope with the changes, keep pace with external threats and all the while making the most out of its
resources. Organizational development is a tool to assess, plan and manage growth and
management. effectively achieving set goals. It is one of the most important components of change
There are several factors that affect the success of an organization itself, including the knowledge
and skills of employees, technology, customers, competition, and even the political environment. As
a business owner, you should consider these factors, and more, and develop plans for business
growth. Organizational ... Show more content on Helpwriting.net ...
Organization can't survive if it is stagnant. A continuous analysis of what is wrong and what can be
improved is required.
Stages of Organizational Development:
Organizational development is an ongoing process. Any organization goes through different phases
and then repeats the cycle. Various analogies have been used to describe this cycle.
Stage One: Inception or Birth
This is the stage where an idea is conceived and a vision is set by founding father.
Stage Two: Start–up and Launch/Childhood
This stage includes planning, finding resources and applying them to materialize the vision. It is full
of chaos, strategies are not formed yet and there is no set direction. Priorities keep on shifting as the
goals are usually short term.
Stage Three: Go–Go/ Adolescence
This is the stage where things start to settle down. Organizational directions and goals are set and
leaders are able to comprehend the need and structure of what has to be done to achieve the vision.
Stage Four: Maturing
By this point in the life cycle the organization is firmly established. Resources have been allocated
and things are going smoothly. Goals are being achieved. Agreements have been made on roles and
responsibilities and there is consistency in policies.

Organizational Development ( Od )
Organizational development (OD) refers to a process of enhancing personal and organizational
change, and increasing the organization's effectiveness by using interventions that are driven by
behavioral and social science knowledge (Brown and Harvey 2011).The main aim of organizational
development in any given organization is to bring change that will drive the organization towards
attaining effectiveness in its operations. Organizations need to change in order to become more
productive, satisfying to members, as well as attain effectiveness. In other words, change is a
significant aspect as far as an organization's life is concerned. For instance, the increment in
customers ' demand, the presence of advanced technologies, and the demand ... Show more content
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Hence, Apple Inc. needs to analyze keenly the factors that are limiting it from attaining effectiveness
so as to apply a relevant change that will solve such issues. However, organizational development
seems to be stressful, hurtful, and frustrating for most people. Therefore, most employees tend to
resist to organizational changes. As a result, organizations face a lot of challenges as they try to
implement various organizational changes (Brown, 2011, p. 67).
Organizational Development Challenges in Apple Inc.
Like any other organization, Apple Inc. is facing a number of challenges regarding its efforts to
implement new changes that can lead to effectiveness (Burke and Noumair, 2015, p. 198). It
undergoes many challenges that need to be effectively solved before the organization attains
effectiveness in its activities. The company is facing challenges such as difficulties in managing the
performance of employees, incompetent and unqualified leaders, career development difficulties,
employee resistance, and lack of a good communication network among others.
Management of the performance of each employee in an organization is a great advancement
towards the attainment of effectiveness. Apple Inc. is an organization that has rapidly grown over
the last few years. Currently, Apple Inc. is operating in a number of countries such as America,
Japan, and Europe among many others. Its products are trading worldwide. With the increment of
the company 's operations,

The Development Of Organizational Citizenship Behaviour
Katz (1964) proposed that for an organization to operate successfully, employees must be willing to
do more than the minimal performance and specific technical aspects of their job (Rioux & Penner,
2001). Out of this comes the development of Organizational Citizenship Behaviour (OCB). OCB
represents "individual behaviour that is discretionary, not directly or explicitly recognised by the
formal reward system, and in the aggregate promotes the efficient and effective functioning of the
organization" (Organ 1988, p. 4). The study of OCB has become increasingly important as the
prevalence, importance, and costs of counterproductive, or deviant, behaviour in the workplace have
been increasingly recognised (Lee & Allen, 2002). Theoretically, OCBs are of interest because they
cannot be explained by the same mechanisms as those motivations that encourage people to perform
within formal role requirements (Smith, Organ & Near, 1983). OCB's are not easy enforced by the
possibility of punishment, as they are discretionary behaviours that are beyond in–role requirements
(Smith et al. 1983). The recognition of the costs of deviant workplace behaviour, and the intrigue
behind determining what motivates OCB warrant the ever–increasing studies in this field. Research
has shown there are multiple determinants of OCB, not all of which will be discussed here. This
paper attempts to synthesize the research on OCB only in relation to the predictor of job satisfaction,
looking at whether job

Applying Organizational Development Ideals and Principles
APPLYING ORGANIZATIONAL DEVELOPMENT IDEALS AND PRINCIPLES
Josel A. Bonilla
BUS 370
Nichole Vasser
June 01, 2012
Abstract
Having been through this course studying, organizational development. Looking back at
organizational development principles that I can use in the future. There has been a great
understanding of this topic. One thing that I have developed and understood is that organizational
development is here to stay and in order for organizations and business to survive we must learn to
adapt to change in the global economies. The following literature that will be applied will be an
excerpt of my personal ideals, of how I will use organizational development processes to develop
new ideals, new principles that will guide me ... Show more content on Helpwriting.net ...
Although there always seems that issue that initiative to begin that change or ask for help to create
that change, but after learning the different theories and techniques I understand how I can help
create change for organizations in the future.
To begin with Killion & Harrison (1990) once said "organization development...requires a
planned approach to change based on meeting the needs of both the people and the organization." In
other words if organization do not meet the needs of both the people that work the organization and
the people that they serve then organizational development can not come to pass. When I think
about the organization development process the first guiding principle that I would look at is how
the interpersonal relationships in the organization are. How it affects individuals, work groups and
teams. Then I think about adaptability of the organization by looking what the organization is using
to communicate with its employees more effectively and its client base. For the reason that if an
organization does not learn to adapt or be adaptable then the developmental change process will run
into issues.
Another thing that I would also look at what type of administrative challenges effect the
organization, such as the way the organization is being ran and operated, what issues are plaguing
the organization and its

Evolution of Organizational Development
Advances in Developing Human Resources http://adh.sagepub.com The Evolution of Organization
Development at Cornell University: Strategies for Improving Performance and Building Capacity
Chester C. Warzynski Advances in Developing Human Resources 2005; 7; 338 DOI:
10.1177/1523422305277175 The online version of this article can be found at:
http://adh.sagepub.com/cgi/content/abstract/7/3/338
Published by: http://www.sagepublications.com On behalf of:
Academy of Human Resource Development
Additional services and information for Advances in Developing Human Resources can be found at:
Email Alerts: http://adh.sagepub.com/cgi/alerts Subscriptions: http://adh.sagepub.com/subscriptions
Reprints: ... Show more content on Helpwriting.net ...
This article describes four organizational initiatives at Cornell University during the past decade and
examines the approaches to OD that evolved to support them. The four initiatives and the OD
strategies that evolved from them include (a) Total Quality Management (process consultation); (b)
Project 2000, an enterprise information technology initiative (sociotechnical systems development);
(c) Workforce Planning (strategic OD); and (d) a Call to Engagement (collaboration and co–
evolution). These initiatives and their corresponding strategies represent specific stages in the
development of OD at Cornell. The four stages of OD will be described in the sections below. The
examination of each initiative will include a summary of the context leading up to it, a description of
the OD strategy that emanated from it, and a short commentary on the results achieved. The article
concludes with some lessons learned from the initiatives and the outline of an evolutionary approach
for OD in universities.
Stage 1: Building Organizational Capacity Through Process Consultation
The decision of senior management in 1993 to reconstitute the department of OD at Cornell
University grew out of the need to integrate and centralize professional development (training),
career services, and OD to support the university's total quality

The Field Of Organizational Development
The field of organizational development (OD) has a rich history of research and practice that is
driven by a variety of business needs such as change management, leadership development, internal
communications and business process re–engineering. OD has been, and arguably still is, the major
approach to organizational change across the Western world, and is globally increasing. However,
the ambiguity of the OD discipline is challenged with a posture to curve a standard definition.
Richard Beckhard, an organizational theorist might have formulated the first formal definition of
OD, though many similar definitions emerged in that year. Beckhard (1969) defined OD as "an
effort [that is] (1) planned,(2) organization–wide, and (3) managed from the top, to (4) increase
organization effectiveness and health through (5) planned interventions in the organization's
processes, using behavioral–science knowledge" (p. 9). Moving to a more modern definition,
Cummings & Morley (2008) refers to organization development as a "process that applies a broad
range of behavioral science knowledge and practices to help organizations build their capacity to
change and to achieve greater effectiveness, including increased financial performance, customer
satisfaction, and organization member engagement" (p.1). Combining these definitions, OD can be
surmised as a planned process of change that aims to improve organizational effectiveness and
performance through quantifiable and qualitative factors

Organizational Development Organizational development is having the competence to recognize
where a company is at currently and the vision of what a company could evolve into. OD is giving
the company the tools to make it successful in the long run (Brown, 2011). Before this class I did
not understand all the concepts associated with OD or how they could benefit me in the future. I
now will be able to develop diagnostic skills to identify OD issues, problems, and opportunities;
acquire the ability to apply OD knowledge to organizational situations, and identify organizational
situations that require professional assistance, thus achieving my personal and professional goals.
Part of OD is being able to anticipate the need for change. This ... Show more content on
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They may have to take extra time to learn the systems and technology of the company. Time is
something that OD cannot spare. There are many attributes that an OD practitioner must possess;
Such as, honesty, attentiveness, and being able to listen (Organisation Development, 2012). These
skills are coupled with an OD practitioner style. There are different kinds of OD practitioner styles. I
will discuss each kind. The Pathfinder Style encourages companies to look at their most important
issues using several strategies. They rely heavily on communication, not just on the part of the
practitioner but between team members as well (McKendall, 1993). Member roles and group
responsibilities are clearly defined to ensure accuracy and assurance. Leadership and authority is
established to warrant any dissatisfaction or quandaries that arise (Brown, 2011). In my future
endeavors as a human resource professional this style makes the most sense. It allows everyone to
be open, but clearly outlines goals and authority. Another OD practitioner style is the Stabilizer
method. The Stabilizer method is often used by employees of large corporations who are merely
following someone's orders (Brown, 2011). The primary goal is to avoid making waves (McKendall,
1993). This method usually does not offer a high degree of effectiveness. In my opinion I would not
use this method in a large or small corporation. I think it leaves employees

Key Characteristics Of Organizational Development In The...
Organization development is a system wide method of organized change directed towards refining
overall organization efficiency by way of augmented similarity of such key organizational factors as
external environment, mission, tactic, governance, customs, organization, information and incentive
practices, and work strategies and techniques. Organization development is about aiding individuals
and organizations change successfully. Experts in a variation of positions can apply organizational
development in various settings, and in any type of organization. While emerging as a discipline in
the 1960's, Richard Beckhard defined organizational development key characteristics as planned,
organization wide and managed from the top. These three key characteristics are important because
they boost organizational effectiveness and well being through mediations in the organization's
developments, by applying behavioral science knowledge. However, innovators of organizational
development in the 1960s were still mostly pre–occupied with interferences at either an individual
or group level, primarily to enable incremental alterations, relatively than the whole system, large–
scale intercessions which describe the calculated change labors and ingenuities that are applied
today. Organizational development came about due to the initiatives of key workers in the 1960s,
through the expansion of T–groups and the knowledge increased from those organizations, from
Lewin's work on revolution

Organizational Development Interventions
Content
Introduction..............................................................................................1
Organisational Development programs..........................................................2
Organisational Development Interventions...................................................2–5
Reasons for Intervention.............................................................................6
Implementation of OD intervention................................................................6
What HRD Managers need to do to combat criticism.........................................6
OD intervention in General Motors – A case study..........................................7–8
Conclusion.............................................................................................8–9
References..............................................................................................10
Introduction
In view of the increasing level of competition, technological advancement, the advent of the post
economic effect of recession and many other challenges of the twenty first century; ... Show more
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Establishments that wish to effect smaller changes will also need to focus on: management
structures, personnel policies, operating policies, and workers skills. Therefore, it is imperative that
an effective understanding of the organisation is made so as to identify its needs and problem. This
is sequel to the type of intervention technique adopted. There are several intervention strategies that
can be adopted. Several assumptions about the nature and functionality of organizations are made in
the choice of a particular strategy. Some of these assumptions are: * The main building blocks of an
organisation are groups (teams). Which therefore makes the basic unit of change to be groups and
not individuals * A major relevant change direction is to reduce inappropriate competition between
units of the organisation and fostering of a more collaborative approach. * Decision making in an
ideal organisation is found where the information sources are, and not where a particular role or
level of hierarchy is. * Organisations, smaller units of organisations and individuals perpetually

manage their affairs against goals. Controls are transient measurements, and not the basis of
managerial strategy * One nature of an ideal organisation is to develop open communication, mutual
trust and confidence * People generally will support what they assisted to build. Employees affected
by a

The Realm Of Organizational Change And Development Essay
In the realm of organizational change and development there is a standard model that is considered
among most organizational development professionals to be the basic format for planned changed
known as the General Model of planned Change. Essentially what organizational development
professionals are dealing with is almost exclusively centered around planned change. That same
type of planned change was present within the Sunflower Incorporated Company which started their
planned change initiative in early 1989. The technology that the company was looking to change
was the financial reporting system in order to have a new system that is able to compare sales, cost,
and profit margins on a regional basis. The company decided to open a new position that was
specifically targeted at maximizing the performance of the companies financial goals and they hired
a new pricing manager by the name of Agnes Albanese who was in charge of conducting the internal
price management initiative. While her ideas were perceived positively among the internal executive
groups as a whole there was some pushback on the new pricing format. In Mrs. Albanese attempt to
make the financial department more efficient and decided that all pricing and purchasing decisions
should be made on standardized across all regions of the organization. Secondly, she mandated that
all local price increases higher than 3 percent must also be approved through her and any contracts
of local purchases that were higher

Human Resource Training And Development And Its Impact On...
CHAPTER ONE INTRODUCTION
1.1 BACKGROUND OF THE STUDY Today, one of the major problems confronting management
in organizations is the most effective way of putting the right persons at the right position.
Management should identify and provide for its human resources to accomplish its task.
Organizations has to consider the development of ability, skills and knowledge of its employees
more than any times (Nolan, 2002). The concept of organizational effectiveness is that
organizations, as a social system, give certain resources and means to fulfill its objectives without
disabling its means and resources and ... Show more content on Helpwriting.net ...
To what extent have training and development of human resources improved productivity? What is
the relationship between human resource training, development and productivity?
To what extent is there a relationship between human resource training, development and
productivity? To what extent does efficiency of human resource training and development influence
organizational growth?
1.5 RESEARCH HYPOTHESES Advance English Dictionary defines hypothesis as a message
expressing an opinion based on incomplete evidence. Hypothesis One H0: human resources
development does not affect organization growth. Hi: Human resources development affects
organizational growth. Hypothesis Two H0: Human resource training and development do not
improve productivity in organizations. Hi: Human resource training and development improves
productivity in organizations. Hypothesis Three H0: The efficiency of human resource training and
development does not result in organizational

The Grid Model And Its Contribution To International...
Question 1
This case is review of the grid model and its contributions to international organizational
development. It talks about how Grid International design its learning process such that it combines
leadership styles with self–convincing learning methodology that creates motivation to change and
organizational development. The Grid has seven leadership styles that are based on varying concern
for people and results. The Grid approach to change takes a four–step organization development
process that builds a culture of mutual trust respect and candor through discussion of personal
values, norms and behaviors against soundest behaviors needed to accomplish standard of
excellence set by participants themselves. The process begins with individual development, then
move to intact team development, group to group development and organization strategic planning.
Grid international approach to organizational development is applied by many organizations around
the globe.
Question 2
Performance management performed by human resource leaders which aim at enhancing motivation
and production exhibits trait of the sound ... Show more content on Helpwriting.net ...
In this phase, there is the development of group to group relationships. Team to team conflicts are
resolved and a cooperative relationship is build based on mutual trust and respect. Management and
unions shared understanding of cross–functional roles and develop standard of excellence for
working together. The standards of excellence for working together is the collective agreement
between management and unions.
The concept of strategic human resource planning is seen in the final stage of Grid approach to
organizational development. In this stage where companies take full advantage of people common
language, standards of excellence, and skills in place to undertake organizational wide strategic
planning, it shows strategic human resource planning.
Question

Organizational Development (OD)
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).
According to traditional theorists such as Fayol, Weber, and Taylor, a school of thought identifies a
level of agreement in their view of organizational system implementation. These classical theorists
indicate in their readings that there is ... Show more content on Helpwriting.net ...
In order for an organization to have effective management, it must have a well–designed
management process (Koontz & Weihrich, 1990).
For example, the design of the office building by an engineer; if the engineer does not adequately
design the office building for the various types of occupants, it could prove catastrophic. In a sense,
the management model can perhaps offer a similar view or perspective in much the same way; in its
design to fit the overall purpose of the organization. The lack of design will have disastrous
consequences (Koontz & Weihrich, 1990).
Koontz and Weihrich (1990) Organizational development as well as management coincide with one
another. Organizational development seeks to offer a systematic process of identifying and solving
problems as they occur over time. However, the greatest tasks of organizational developments are
determining what techniques to use to make sure the organization continues to improve while
fueling the growth of the organization (Koontz & Weihrich, 1990).
Organization theories
Principles of scientific management
The scientific approach to management is one of the earliest methods used by organizations. Taylor's
systematic processes initially defined in 1910 gathered a multitude of support as his techniques
develop a general understanding of the organization's workflow. While Taylor' idea propagated by
the

Organization Development and Its Relevance to the...
Introduction
Over the last 40 years, organization development has been widely applied in organizations settings
across the world since it emanated from United States (Rees, 2008) and has progressed from a
limited conceptual and practice base into a comprehensive, global approach to organizational
improvement (Glassman and Cummings,1991), so it seems that understanding organization
development's content and its relations to organizations has become more and more critical for OD
professions. Therefore, as a student study organizational change and development, I will explore
these aspects in this essay.
1. Organization Development
Organization development, originates from United States in the mid–1950s, is generally known as
both a ... Show more content on Helpwriting.net ...
To conclude, organization development, as crucial as it is, it is interdisciplinary in nature and draws
on sociology, psychology, and theories of motivation, learning, and personality (Meyer and Meyer,
2011), can be treated as a process through which organization develop by adopting a series of
planned intervention strategies that aim to enhance the effectiveness of the organizations and its
well–being (Mulili and Wong, 2011)
2. Why Organization Development is relevant to a organizational context: using a Chinese state–
owned enterprise as an example
With the advent of the changing era, the world's business environment has become a rather dynamic
and comprehensive one. Operating in today's increasingly risky, rapidly changing and unpredictable
global business environment, organizations have to constantly adjust their internal configurations –
structure, work processes, technology, and culture – to cope the changing environment and to
maintain efficiency (Sun, 2000), therefore, organization development, has been adopted as an
effective approach to deal with this changing environment by many organizations all around the
world since its core is about planning change. And according to the text above, organization
development can be treated as a process through which

Organisational Development And Organizational Development
The Organisational development article I have chosen gives context to Organisational development
theories from early teachings to more recent academic research highlighting disconnect among OD
researchers. The OD article is from the journal of applied behavioural science. Literature review
explains shortcoming among OD research. I chose the OD article for the in–depth analysis of this
subject from early theories to more recent models of practice. The author discusses the implications
for researchers, practitioners, and teaching of OD as a subject. The authors of the OD article aims to
give an in–depth analysis of which is of greater scope which is discussed in textbooks, journal
articles and methods of early OD practitioners. The OD ... Show more content on Helpwriting.net ...
The OD article and the change article used literature review process to construct an argument based
on their own research and research of other academics who study in the fields of Organisational
development and change management. Both articles use a philosophical example to illustrate
discourse among practitioners.
Strengths:
The Bushe's & Marshak article(2009) is a well–rounded analysis and has own previously published
peer–reviewed articles referenced. Bushe (2009) cited previous work on appreciative inquiry which
demonstrates expertise in in change and development in organisations(Bushe & Kassam 2005).
Bushes research of dialogic OD has been considered to give clarity by linking modern OD theory in
a coherent way (Bartunek & Woodman 2015).
Armenakis & harris (2009) have developed a change model namely the five beliefs, which
facilitates employees motivation to change(Jaros, S 2010). Employee focus regarding the
implications of change was discussed, this issue was raised when Armenakis & harris(2009)
discussed contextual analysis of an organisations redness to change(van den Heuvel, Demerouti, &
Bakker, 2014). The authors of the change article discuses context of ethical change and belief this is
an important consideration made by producing the five beliefs model incorporating readiness to
change. The redness for

Essay On Organizational Development
Organization Development: Techno–Structural Interventions
Prepared by the Master's Students in
Industrial–Organizational Psychology
Radford University
Class of 2001
Edited by
Piper & Associates, Inc.
Organization Development: Techno–Structural Interventions
Prepared by the Master's Students in Industrial–Organizational Psychology
Radford University
Class of 2001
Organization development activities can be directed toward individuals, groups, divisions, or entire
organizations. Regardless of whether the recipient of an intervention is a person or a multi–national
corporation, the ultimate goal is the same: to improve the effectiveness of the organization. This
document reviews selected ... Show more content on Helpwriting.net ...
In short, TQM programs require a change in the organizational philosophy and culture.
3. PURPOSE OF THE INTERVENTION:
The purpose of Total Quality Management is to increase customer satisfaction by improving the
quality of the goods or services offered by the organization. This improvement is centered on the
product or services, and the processes involved in making or delivering the product or service to the
customer. Ultimately the goal of TQM is to make quality the way of doing things within the
organization.
4. EFFECTIVENESS CRITERIA:
In all Total Quality Management programs the ultimate effectiveness criterion is customer
satisfaction. According to the research, to reach this ultimate goal of effectiveness requires that the
organization measure several other criteria on a continual basis (Weaver, 1991; Hackman &
Wageman, 1995; Dahlgaard, 1999; Clark, 2000). The appropriate criteria to measure depends on the
type of organization, and whether they deliver a product or a service. In a production–based

organization, the effectiveness criteria are divided into product measures and employee measures.
The possible measures for the product include: increases in production, increases in sales, increases
in market share, increases in stock prices, reductions in the product cycle time, reductions in the
number of reworks, reductions in the inventories, and reductions in customer returns. The employee
measures include: satisfaction with the company,

Organizational Leadership and Development
Organization development grew out of the human relations traditions of the 1940s and 1950s, and it
has had enormous influence on management practices and thinking about how organizational
effectiveness can be achieved. Critical manpower and resource shortages faced by all organizations,
public and private, during World War II and in the immediate post–war years stimulated a search by
social scientist and managers, separately and in cooperation with one another, for effective means to
maximize the utilization of existing individual and organizational resources. (Ritcher, I 2007).
Organization Development was by tradition about planned change efforts, instituted to enhance
organization effectiveness within the context of the traditional, hierarchical, management–as–
experts, top–down era. The legacy of leaders and organizations developed in this context remain.
Organizational Development is about how organizations and people function and how to get them to
function better. Organization transformation signals the need to transform mindsets, engage people
and make the deep shift to the ongoing mutual learning environment needed for the long–lasting
change characteristic of our world today. The differences between Organizational transformation
and Organizational development and are both planned change approaches. They are both supportive
of changes to organizations to enhance their effectiveness. However, the change methods are
different. Organization development involves slow

Organizational Development and Change
Organizational Development and Change 10 Introduction Change within an organization could be
induced at 3 extensive levels, in the management of the environment associated with industry, at the
organization level and at the workforce level, where change is going to be concerned with the
activities of employees within an organization. Porter (1980) asserts that every level must be
individually tackled. He illustrates key points and recognizes the role of traditional managers in
controlling change at the respective degrees. Most of the contemporary research has corroborated
the findings of Porter (Aniisu, 2009). At the very top most degree, the surroundings where the
market is functioning is in target. The industry's environment is really a host to a company's rivals
along with other vital elements affecting an organization which are externally induced. These types
of factors play a huge role in affecting the rate or velocity in which change is brought in a business
(Porter, 1980; Aniisu, 2009). This has great consequences for general supervisors who are to handle
the actual timings of introducing change directly into an organization. Occasionally, the actual
external environment can be favourable for testing new stuff and brining change initially and often
the industry just welcomes change which has been attempted and adopted by other organizations
(Porter, 1980; Aniisu, 2009). Possibilities have to be recognized by general supervisors to enable
them to be used

Organizational Development and Change Management
Organizational Development and Change Management
Change is inevitable and has become a way of life. To be able to adapt to the changes is the biggest
challenge of organizations to–day, not only to survive but also to ensure its growth and help to
remain relevant in the changing times.
"Organization Development is response to change, a complex educational strategy intended to
change the beliefs, attitudes, values and structure of organizations, so that they can better adapt to
new technologies, markets and challenges and the dizzying rate of change itself" – Benis
The OD is a system–wide application of behavioral science ... Show more content on
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It also requires active collaboration and participation of employees and executives, working as team
and frequent and sustained communication about the need for change.
Certain activities need to be undertaken to initiate and manage change. The first activity is
motivating people to change. People will be ready to change only when they feel there is need to
change. People can be made aware of this change by sensitizing them to internal and external
pressures for change, revealing discrepancies between current and desired state. Resistance to
change can be tackled by communicating sufficient information regarding the change and outcome
of change to the members of the organization. Organization members should also be directly
involved in planning and change strategy.
The second activity consists of building a vision were the organization wants to be. It describes the
core ideology and an envisioned future which give a compelling reason for employees to implement
the change.
Political support should be developed by identifying the source of power and key stakeholders.
Transition can be managed by activity planning, commitment planning and management structures.
Sustained momentum of change is one of the crucial activities in changed management. The
momentum for change can be sustained by providing the requisite resources for change, building a
support system for

Development Of Definitions Of Organizational Culture And...
2. Literature Review
The purpose of this chapter is to make readers comprehend the development of definitions of
organizational culture and project management in different dimensions. And within the content of
project management, the criteria of the success of project management will be demonstrated.
Furthermore, the previous studies about the relationship between organizational culture and the
success of project management will be referred to. Eventually, some problems unanswered on this
filed or some gaps that missed by former studies will be indicated.
2.1 Organizational Culture
A well–known fact that organizational culture is hard to define because of its complexity, and it
seems that most of existing definitions are general and macroscopic. For example, organizational
culture supplies members of organization with principles of behaviors with the help of essential,
common values in the organization, and these principles are usually approved and accepted by
internal members (Baird et al. 2007; Chatman & Jehn, 1994; Deshpandé & Webster, 1989; Narver &
Slater, 1998; as cited in Cynthia Webster & Allyn White, 2010). And organizational culture means
correspondingly fixed faiths, manners and norms that are agreed by organizational members
commonly (Williams, Dobson & Walters, 1993; as cited in Catherine T. Kwantes & Cheryl A.
Boglarsky, 2007). Organizational culture is also defined as "shared normative beliefs and shared
behavioural expectations" or "a particular set of

CRITICAL THINKING REPORT
"Understanding the Impact of Organizational Change on Human Resources: The Roles, Processes
and Challenges."
ABSTACT
Given the accelerating rate of global–scale change, organizational change and development have
become more critical to organization success and ultimate survival. This report includes
comprehensive discussion on the impact of organizational change on human resources. The
discussion involves the roles of human resources when formulating and implementing the various
approaches during change processes as well as the challenges faced by organizations for continual
change. The changes proposed in this report are mainly focus on enhancing people 's commitment,
motivation and inspiration due to the ... Show more content on Helpwriting.net ...
Besides external–internal practitioner team, Karp (2004, 349) also acknowledged that the
responsibility for change must be assigned to a broader range of internal and external stakeholders.
In order to effectively manage change initiatives, a successful guiding team should involve the
chairman, senior managers, board members, representatives from key customers, and even a union
leader (Kotter 1995, 98). From the perspective of Kotter (1995, 98), it is necessary to include
external stakeholder due to the fact that if the existing internal system is working well, there would
be no need for organizational change. However, since the current system is inefficient, the change
management thus demands activity outside of formal boundaries, prospects, and practices.
The Change Processes
There are many approaches available to facilitate leaders and managers to implement change. This
report discusses the integration of people–oriented approach and sociotechnical systems approach to
organizational change. It is important to note that the success of change more than ever depends on
the people in organizations (Karp 2004; Lawler and Mohrman 2003; Brown and Harvey

Organizational and Professional Development
Organizational and Professional Development Introduction Social intelligence has been defined as
the ability to understand and manage other people, and to engage in adaptive social interactions like
making them to get along with you. Social intelligence entails a person's awareness to a situation
and the social dynamics that accompany the situation and the knowledge of the strategies and
interaction style, that, he/she can use to achieve the desired objective while dealing with others
(Bob, 2008). Social intelligence has gained popularity because initially a person's potential in life
was measured using a single number which is his/her IQ score but since the introduction and
accreditation of social intelligence, a person's potential in life can now be viewed with a
multidimensional approach and it is said that each of the given key approaches of social intelligence
can continue to broaden with time given the appropriate challenges, experiences and growth
opportunities (Goleman, 2006). Social intelligence uses a set of skills which enables people to
interact successfully with them. These skills are linked to communication in various ways. The skills
are; situational radar, presence, authenticity, clarity and empathy. Situational radar relies on one's
ability to read situation, understands the social aspect that affects the behavior of another person
within the organization's society, and through gaining that understanding, the individual can decide
to choose the most

Organizational Development: An Overview
ORGANIZATIONAL DEVELOPMENT 2 Organizational Development Introduction
Organizational Management, the procedure which takes account of planning, organizing, leading
and controlling the practices and efforts of the members and resources which are aligned with a
particular organizational structure in order to get the hold of pre–defined organizational motives,
leads to Organizational Development (OD) by employing several diagnostic models for OD within
the undertaken organizational structure. The core agenda to be discussed in this analytical piece of
writing is to analyze the impacts of strategic OD on comprehensive management and affirmed
development of the companies. It can be evidently stated that all decisions, no matter how big or
small they are, no matter they are needed to be made on specific occasions or on every day basis,
and are for any particular organizational sector or are supposed to be effective for the entire firm, its
managerial staff is required to be competent enough to frequently solve certain problems and
consistently carry out and execute decisions that are for the betterment of the company (Hoover,
2008). It would not be correct to comment on which management style, theory or principle is right,
wrong, or can best fit to all situations. There is an extensively vast literature on this subject. A
number of credible scholars and academic researchers have carried out most effectively striking
approaches for a particular organization which largely

Strategic Restructuring and Organizational Developments
Strategic Restructuring and Organizational Developments
Introduction
This discussion is directed toward company restructuring and repositioning, specifically my
personal experiences in a project dependant industry, and the evolution of a business structure and
organizational culture of flexibility and adaptability. Many companies operating in a project specific
and contract dependant industry are required to align employees with processes and strategies to
ensure smooth transition in an often dynamic and changeable environment. Companies competing in
dynamic market environments have evolved and adapted to stay competitive and profitable. It is
important to recognize the alignment of company culture toward the employee and the ... Show
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The real impact during transition was felt on a personal level with organizational structure change
and project reassignment.
Change can often be viewed as positive, as the case in a successful completion of a life cycle
project. The project life cycle is finite and inevitable; there is excitement surrounding potential for
new project opportunities. Also technology and business process improvement can be embraced as
the new generation becomes more accepting and involved in technological advances. Alternatively,
negative sentiment can occur in the case of an unexpected and unplanned scenario such as
acquisition or contract non–renewal. Forced change can be extremely difficult, particularly when the
changes are unexpected and devoid of a provisional contingency plan.
Effective Strategy Implementation
An effective restructuring implementation strategy must be considered from the perspective of the
organization, the individual and management. In addition, it is important to distinguish the
interrelation factors which drive the organization as a whole through the restructuring planning,
transition and recovery. The factors affecting strategy implementation in discussion are:
 Organizational Objective – defining the objective and formulating a strategy.
 People Aspects – the impact on employees.
 Management of the Transition – actions for positive

CASE STUDY MODULE 17
ORGANIZATIONAL DEVELOPMENT
PQHRM/53–025 H E B MARASINGHE
Contents Acknowledgement 3 Introduction to the case study 4 Literature Review 5 What is OD
intervention ? 5 Factors That Impact the Success of OD Interventions can be listed under two main
headings, 5 Intervention Categories 7 The process of Organizational Development 9 Change
management 11 Report to be given to CEO of Nuran food products 12 Implementing an effective
and successful OD process 12 Impact of Closing down of plant in Kandy 15 Recommendations 16
Acknowledgement
I would like to thank all the lecturers at the Institute of Personnel Management, specially to all the
tutors who guided and helped me to complete the 17th module ... Show more content on
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The extent to which the OD intervention transfers change–management competence to organization
members.
Factors That Impact the Success of OD Interventions can be listed under two main headings, 1.
Factors relating to Change Situation: These relate to the environment of the organization and include
the physical and human environment. 2. Factors Related to the Target of Change: These relate to the
specific targets at which OD interventions are targeted. The targets of change can be different issues
of the organization and at different levels
Factors relating to Change Situation I. Readiness for Change: Intervention success depends heavily
on the organization being ready for planned change. II. Capability to Change: Managing planned
change requires particular knowledge and skills including the ability to motivate change, to lead
change, to develop political support, to manage transition, and to sustain momentum. III. Cultural
Context: The national culture within which an organization is embedded can exert a powerful
influence on members' reactions to change, and so intervention design must account for the cultural
values and assumptions held by organization members. IV. Capabilities of the Change Agent (OD
Consultant): The success of OD interventions depend to a great extent on the expertise, experience
and talents of the consultant.
Factors Related to the Target of Change: A. Organizational

Reflection On Organizational Development
In reflection of this week reading I will address the issues found in my organization development
(OD) setting. I will relate the issues of the OD to chapter five Fullan (2011), which holds key
Insights to help future leaders become more confident than the situation warrants, but humbler than
they look. Therefore, Fullan's (2011) suggest, "We as a change leader, must use our brain, cultivate a
growth mindset in ourselves, be indispensable in the right way and maintain a prominent level of
confidence". The issues found in my organization development (OD) setting were based on my
analysis of employees across various departments. One of the issue was difficulty obtaining data to
align with operationalize performance for continuous improvement. The problem rests with not only
availability of data, but, more importantly, the strategic use of integrated data. Lack of strategic data
integration and alignment are hindering individual and institutional success. The Christians In Life
non–profit is experiencing communication issues among departments. The confusion his has led to a
communications gap, and a great deal of speculation and 'guessing' about what is happening at CIL.
The Institutionalization of solid business practices is lacking within the organization. New
employees have little training on the function of the school and organization, which may delay
employee productivity. Through the process of obtaining an organizational development plan I
would suggest the Christian in

International Organization Development Organizational...
Globalization has forced an environment of tight resources and new challenges in which dynamic
companies are exploring and creating new capabilities and opportunities overseas. Large
international organizations are increasingly turning to organizational development practices to solve
problems of inefficiency. However, they often face challenges when operating in the international
context, especially when difficulties arise when companies combining international business,
organization development and inter–cultural communication, fail to address the complexity and
agility needed in today's global business arena. This paper will attempt to assess the strategies
organizational development (OD) consultants can use to design and implement ... Show more
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3. Individualism, or the degree to which people in a country have learned to act as individuals rather
than as members of cohesive groups: from collectivist to individualist. Are people more concerned
with looking out for themselves or their group or organization? 4. Achievement Orientation /
Masculinity, or the degree to which "masculine" values like assertiveness, performance, success and
competition prevail over "feminine values" like the quality of life, maintaining warm personal
relationships, service, caring, and solidarity: from tender to tough. 5. Uncertainty Avoidance, or the
degree to which people in a country prefer structured over unstructured situations: from relatively
flexible to extremely rigid. Whether people reflect a preference for conservative and familiar
situations. All these differences affect ways of management in these countries. Large power
distances favor centralization, while small power distances favor decentralization. Collectivism
favors group rewards and family enterprises, while individualism favors easy job–hopping and
individual rewards. Masculinity favors competition and survival of the fittest while femininity
favors solidarity and sympathy for the weak. Uncertainty avoidance favors strict rules and
principles, while its opposite favors opportunism and tolerance of deviant behavior. (4) & (5) As a
result of this and may more many studies, researchers proposed a technique know as the

Role of Strategic Training and Development in...
Role of Strategic Training and Development in Organizational Success
Dr. S.K.Prasad, Director, New Horizon Leadership Institute directornhli@newhorizonindia.edu
Introduction
By definition, training and development refers to the process to obtain or transfer knowledge, skills
and abilities needed to carry out a specific activity or task. The benefits of training and
development––for both the employer and employee––are, in fact, much broader. To meet current
and future business demands, training and development encompasses a wide range of learning
actions, from training for tasks and knowledge sharing to improved customer service and career
development, thus expanding individual, group and organizational effectiveness.
Strategic ... Show more content on Helpwriting.net ...
For applied learning, a supportive work environment is critical.
To reap business benefits, HR should focus on: 1) designing training and development, keeping end
results in mind, such as performance and capacity goals; 2) leveraging learning/knowledge assets;
and 3) including key organizational characteristics in the overall integrated approach to training and
development. Training and development programs also offer opportunities to employees to build
internal and external networks and learn from other participants.
Today, the relationship between the organization and the employee has changed. There is greater
emphasis placed on the value of individual and team contributions to find business solutions. The
employee is viewed as a 'learning customer', bringing personal preferences and motivation to the
workplace. The learning organization therefore requires an environment that supports growth for
individual capability and experience and, at the same time, increases business performance. For
learning to truly benefit both the organization and the employee, the employer must consider the
learner––the employee––as a vital investment for business success.
The Value of Training and Development
For the organization to gain true value from strategic training and development, senior management
must be fully committed to organizational learning . Consequently, it is important that HR
understands the concept of training transfer (i.e., transfer of learning).

The Importance Of Development In Organizational...
1. Definition of HRD According to Caughron, Peterson and Mumford (2011), recent research
indicate that the effect of training on several creativity related outcome variables. In order to
enhance creativity, HRD interventions are required. HRD is often described as the activities such as
training, learning and education to improve people's knowledge, skills and capabilities (Carbery and
Cross, 2015; Ruona, 2016). The importance of knowledge and learning is proved by many studies.
McGrath and Powell (2016) identified the importance of skills for promoting sustainable
development. Neoliberalism have been encouraged unsustainable development, thus post–
productivist vision is required for the sustainable development (McGrath and Powell, 2016).
Tjepkema, Horst, H., Mulder (2002) identified that the role of HRD is facilitating and supporting
learning opportunities at both organisation and individual levels. HRD interventions can contribute
to employee development, improving job performance, problem solving, and organisational
performance development. HRD has enlarged its territory to individual development and
organizational learning and development over time (Joo & McLean, 2006). Garavan (2007)
explained that different HRD perspectives produce diverse individual, organizational, societal, and
global outcomes. Adapting a multiple perspectives approach recognizes HRD's moving, complex,
and contextual nature, resulting in the creation of a menu of intervention options and

Organizational Development and Device Managment, List of...
Organizational development can be defined as a systematic process of planning in which to apply
scientific principles and practice behaviour are introduced in the organization, towards the goal to
increase individual and organizational effectiveness.
Organizational development is related to device management of an organization with a method of
bringing about organizational change and has a special approach which lays claim to being much
more than just another recipe for change management.
Organizational development has much in common with other approaches in organizations, it
theoretically has a number of characteristics which are:
A planned, Medium–to Long–term strategy.
A systematic and systematic focus.
Process–orientated focus.
A ... Show more content on Helpwriting.net ...
Intervention Methods – These are the selected ways of delivering the objectives of the
intervention,particularly those concerned with bringing about change in people.
Implementation and Evaluation – Depending on the methods employed,this can be a lenghty
process.However,in order to determine whether it has achieved its objectives,and if not to identify
further problems that need to be resolved,it is vital to monitor the success of this stage.
Feedback – All boxes in the model are related to feedback. This idea shows that organizational
development is not an exact science but in which the selection of appropriate goals and methods of
intervention depends on the quality of diagnosis problems.
2.Intergroup Level(interventions): Intervention of this level usually included in an attempt to change
perceptions and attitudes that keep groups for one another.
2.1. Intergroup confrontation – In this approach, two groups that have a working relationship
conflict with a change agent to solve problems undertake two steps. The first step in this process is
usually to groups that already meet

Human Resources And Organizational Development
Human Resources and Organizational Development
Employee Empowerment
Working together may be crucial since the individual functions of these two departments are not the
same. The most important function of Organizational Development is to align the mission, values,
and culture of the entire organization to create partnerships between employees and management.
Their emphasis is on connecting the employees and departments to work as a team by instilling the
company's main beliefs. Many employers feel employee development should be the full
responsibility of Organizational Development because of their specialized skills and training in
talent management. They feel this strategy should not be HR's responsibility because Human
Resources main ... Show more content on Helpwriting.net ...
Increasing employee satisfaction can be as easy as changing the culture to empowerment in the
workplace which begins with communication, encouraging feedback and giving team members the
ability to make more decisions. This approach will have a direct relationship between employee
satisfaction and overall performance. As the team member's performance improves so does the
individual's confidence and commitment to the company. That confidence in empowered employees
can also be andisadvantage for organizations. Leaders have concerns of increased arrogance in
individuals because encouraging employee empowerment creates a sense of overconfidence in team
members. They are making important decisions without supervision and taking more risks. Although
this is all a part of the empowerment principles, taking risks can be successful and they can also be
failures. "Employee empowerment requires a strong and lasting commitment from an organization's
management" (p. 2) and that may require changing the culture or management style of the
organization (Emerson, 2012). Many older and long–term team members are also resistant to
learning new things or accepting changes but in order to make this change a success, it will take the
entire organization's commitment.
But these programs will only succeed if the team member is motivated and has a desire for
professional growth. The reality is that many employees are

Kurt Lewin's Theory Of Organizational Development
1.0 Introduction
Organizational development can be defined as any situation in which two or more persons are
involved in a common pursuit or objectives. (McLean, 2009) It is a process that applies a broad
range of behavioral science knowledge and practices to help organizations build their capacity to
change and to achieve greater effectiveness, including increased financial performance, customer
satisfaction, and organization member engagement.(Republic, 2012). Organizational development
also can be defined as a systematic process of unleashing human expertise which must be supported
by the top management. Organizational development is very important subject matter to the
organization. It is a strategy to enhances the effectiveness and of ... Show more content on
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(Ehrich & Hansford, 1999). If the mentee is one of the new employee, it is not possible for the HR
managers to know and understand his/her personality. This might cause the unrealistic expectation
from their mentor. Thus, it will affect the performance of the mentee because of the unrealistic
expectation and goal.
To the mentor, according to (Ehrich & Hansford, 1999), there are many potential concerns, for
example, do they have the capacities required? Are they to be rewarder? How will they be selected?
Other than these simple issues, those who are qualified and standout in the organization are already
burdened by other job or task. It must be considered, what if they been selected to be a mentor, can
he/she perform well? Is he/she able to engaged and commit to the new task given?
To the organization, the first main concern is about budget. It is unknown whether the cost to do the
program can be cover by the anticipated outcomes (Ehrich & Hansford, 1999). Other than budget
issues, it is also a main concern of the HR managers, commitment from both parties. The mentoring
program cannot be done if either one of the parties do not commit. It is a waste of time and budget.
4.0

Organizational Culture and Its Effects on Team Development...
Individual Assignment: Organizational Culture and Team Effect Paper Explore how organizational
culture develops and how it affects team development and effectiveness Organizational cultures
develop over time thus the need to adopt and integrate valuable components towards realization of
effective and efficient development of the organizational cultures. Understanding of the
organizational culture is an essential aspect towards the achievement of quality culture with the aim
of enhancing the output and development of the teams. In understanding organizational culture, it is
critical to evaluate factors affecting the development of organizational culture within the context of
an organization. Some of the critical factors influencing the development of organizational culture
include purpose, processes, history, goals, objectives, size, social, and economic factors. An
organization can adopt and incorporate various methodologies with the aim of achieving an effective
and efficient organizational culture. The organization would first identify the organizational culture
through vital definition. This is through administration of survey with employees as the participants
with aim of identifying quality ways of executing interviews and focus groups. There is also need to
determine the perceptions of the employees towards the values and organizational accepted
behaviors. In order to maximize the process of identification of the organizational culture, it is ideal
to hire external

Organizational Culture And Leadership Development
Due to businesses becoming more and more universal, employees are progressively dealing with
individuals who are divergent to them. Similarly, as organizations progressively generate business
associations with organizations whose cultures are different, employees may work with others who
hold different views of what establishes effective functioning in an organization, and what
relationships are existent between organizational factors and workplace effectiveness (Kwantes and
Boglarsky, 2007).
Knowing the importance of leadership in modern–day organizations, it is not shocking that
leadership development gets the biggest percentage distribution from training and development
resources of most organizations. The part that organizational culture plays in the development of
leaders is critical but often ignored. One motive for this is that managers responsible for leadership
development efforts are so fixed in their own beliefs that those cultures are essentially invisible to
them (Bal and Quinn, 2001).
In his book, Schein (2004) aims at clarifying what culture is, how it affects the organization, how to
understand and decipher it and how to act on it with culture change. From the book, this paper seeks
to review organizational culture influence on leadership effectiveness, identify the elements of
organizational culture, and discuss approaches and theories on leadership based on defined cultural
typologies and subcultures.
Organizational Culture Influence on Leadership

Organizational Development Of Samsung
The chosen news article is the August 7, 2017 CNNMoney one about the head of the Samsung
Company who is on trial where the prosecutors seek to have him serve a twelve year jail sentence
for charges of corruption (CNNMoney, 2017). This particular article has successfully galvanized the
three core concepts of organizational development. These include organizational climate,
organizational culture and organizational strategies. Organizational culture is concerned with the
deeply enshrined norms, values and characteristics that the members of the organization share. The
organizational climate refers to the mood or singular personality traits of the organization that
includes the beliefs and attitudes that bear an influence upon the members' aggregate behavior. The
organizational strategies deal with how the organization identifies problems, negotiates change,
plans action and makes an evaluation of its progress. These concepts of organizational development
as per the aforementioned article make the basis of the contents of this paper.
The article is about Samsung's Lee Jae–yong. He is the forty nine year old son of the ailing
chairman of the Samsung Corporation, Mr. Lee Kun–hee. Professionally, he goes by the moniker
Jay Y. Lee and is a South Korean business mogul and serves as the vice chairman of the Samsung
Corporation. He is the eldest son of the Chairman of the company and is widely regarded to be the
successor to his father. He multilingual as he can speak up to three

Organizational Change And Development Of Management

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