Organizational development and change management
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Organizational development is an ongoing process aimed at enhancing an organization's vision, learning, and problem-solving capabilities through the cooperative management of its culture. It focuses on improving human potential and long-term performance by emphasizing collaboration, problem-solving skills, and various developmental tools. Key components include change management, training, and continuous improvement, often facilitated by professionals who are either part of the organization or external consultants.
Organizational development and change management
- 1. Organizational Development and Change Management
- 2. Organizational development may be defined as an ongoing process directed and supported by management in order to enhance the vision, learning and problem solving processes of the organization. Organizational development takes place through a cooperative management of the company's organizational culture. There is special emphasis on work teams.
- 3. The process of organizational development helps organizations scale greater heights as there is a drive towards achieving greater effectiveness through improved productivity and improved quality of cooperation. Thus, it is obvious that the basic premise behind organizational development is the belief that organizations are social systems in themselves.
- 4. Some of the most distinguishing characteristics of organizational development are: The primary focus is on processes and organizational culture Thrives with meaningful collaboration of leaders and managers in the organization, thus managing the culture of the organization Teams are given high importance as these are necessary for accomplishing goals Primary focus is on the human side of the organization and therefore practices are rooted in behavioral sciences Based largely on collaboration
- 5. The primary aim of organizational development is to improve the long-term performance of the organization through the enrichment of the members who form it. Through OD, the entire organization is targeted and various departments, teams and work groups getting sufficient attention.
- 6. Practitioners of organizational development are collaborators or facilitators in the learning process. The main focus is on problem solving skills and emphasis is on gaining knowledge through self-analysis. Organizational development is therefore a development approach that seeks the improvement of both the individual and the organization. Surveys show that most people are working way below their full potential and have the ability to make a much greater contribution towards organizational growth. There are certain assumptions that underlie organizational development. The most prominent of these is the belief that every individual desires to develop their potential to the maximum. Therefore, there is an inborn drive towards personal development, which is possible when individuals are in a supportive and challenging environment.
- 7. The most common OD tools include: Change management Training Continuous improvement Feedback and action planning is also an important tool for the development of the organization.
- 8. Change management: This is perhaps one of the toughest tasks of leadership. Only a very small proportion of efforts to change actually bear fruits. Involving the entire team in the change effort is important because it then becomes their effort as opposed to any one person's efforts. Training is a vital tool. The most effective kind of training include hands-on training, cooperative learning and training. By contrast, competitive learning could actually stand in the way of learning. Continuous improvement is brought about when employees try and adapt themselves to the changes happening around them.
- 9. Organizational development can be brought about OD professionals, who may be employed by the organization itself or hired on a need basis. Each type of professional brings with them certain advantages. For instance, a person from the organization is familiar with the organizational culture and already enjoys established relationships within the organization. On the other hand, a consultant is fresh to the organization and therefore has no preconceived notions. The latter also has the freedom to say things as they are.