Organizational_Development

Organizational Development Organizations undergo many changes over the years to survive. In this paper the subject to discuss is the process of organizational development, many of the theories used in the processes, and the basics of the organization changes. Additionally, the paper will present what conditions are necessary for organizational development and changes. Process of Organizational Development The process of organizational development is simply an organization improving itself by setting plans and implementing them. The plans are usually set toward improvements in the performance of the organization and individual development in an effort to increase productivity, work satisfaction, and profit. This is done by changing the behavior of the individuals by addressing their communication methods and other factors that constitute them working together along with other issues needing resolution. Most organizations find themselves in the processes of organizational development to remain strong against their competition. According to the authors of Organizational Psychology “One of the most common motivating factors behind organizational development programs can best be described as survival” (Jex & Britt, 2008, p. 1). Lewin’s Three-Step Model Lewin’s model states that organizational change involves a move from one state to another. Step 1: Unfreezing – In this step there is recognition of change identity. Conditions from the resistance of change began to show, becomes undesirable, and a change must occur. Step 2: Change – This can be a level of confusion. Old ways are challenging, role changes can present a reduced state of efficiency, and support must exist in the form of good leadership. Existing is an adoption of new behaviors, norms, attitudes, and culture. Step 3: Refreeze – This involves the re-establishment of stability and comfort. New methods of communication and structure are working. Action Research Model In this model the process of change within an organization is in a cyclical process that includes generation of a hypothesis, data collection, data evaluation, and intervention. In this model the researchers and the organizations members work together in collaboration. Step 1: Identification of the problem Step 2: Development of a hypothesis – determining causes of the problem Step 3: Collection of data Step 4: Data evaluation – the data support or fail the hypothesis Step 5: Intervention – deciding what measures to take to make a change Katz and Kahn’s General Systems Theory This theory gives acknowledgement to that organizations import material from the environment outside the organization. The organization then changes all receivables and returns it to the environment in some altered stage. Therefore, it is necessary for the organization continually to change to serve the outside environment. Also noted is that inside the organization there are subsystems that also change in the process. For example, production changes with the customers’ needs, purchasing changes with accessibility of materials available, and marketing changes with the current trend of the environment. Burke’s Theory of Organizational Change The theory of organizational change simplified expresses that change within organizations is a result of interrelated factors. Receivables from the external environment, the mission and strategy set by the organization, organizational culture, the individual and organizational performance, and the organizations leadership all relate to and guide each other. Each determines the values, success, and key factors in successful organizational change. Porras and Robertson’s Model of the Organizational Change In this model of organizational change the external environment also is an important factor to change. However, the work setting of organizing arrangements, social factors, physical setting, and technology are critical. Altering features in the work setting causes changes in individual behavior that in turn can lead to individual and organizational improvement. Conditions Necessary for Change Conditions necessary for successful organization change and development should always begin with the support of top management. Those overseers of the changes within the organization should be qualified to handle all necessary areas involved in the change. Provisions made to deal with resistance that will occur naturally because of the changes implemented. The members of the organization must open receive the changes through the adjustment period. Many theories and approaches for organizational development are available most important for any organization to succeed and therefore survive is the involvement of the members of the organization. Without this involvement it is virtually a waste of effort to even initiate needed change. As stated in the text, “…those guiding the change must be on the lookout for the “system-wide” ramification of that change” (Jex & Britt, 2008, p. 7). No plan or implementation can bring success to any approach of organizational development provisions if not, guided by the members. References Jex, S. & Britt, T. (2008). Organizational Psychology: A Scientist-Practitioner Approach. New Jersey: John Wiley & Sons, Inc.