Posted: May 24th, 2022
Application OD Interventions — Case Study the purpose section develop analytical skills apply OD intervention concepts contemporary issues organizations. Organization structural design deals ways work organized divided subunits distributed task completion.
Organizational Development Case Study
The complexity and efficiency of the change process determined the author to identify and analyze success factors, and to determine how this objective can be achieved. In addition to this, the case study is intended to offer practical advice that can be used by managers in organizations that require transformations.
This study is intended to determine how the complexity of the transformational process was efficiently managed by the company. The study also intends to identify how this process was supported by all levels within the organization. This refers to management structures, but also to employees working on different processes and activities.
The preferred methodology in this case is represented by ethnographic fieldwork. The three years length of the study reflects the importance of observation, and also represents the basic framework that was used for this research. The population of the study is represented by research & development laboratory specialists that were observed and interacted with. This has provided the qualitative data. In addition to this, researchers have also addressed letters from the general manager to organizational members, different messages, memos and reports as information sources.
Much of the study focused on participant observation. The advantage of this research method is that it allows the researcher to collect information while not manipulating and controlling the study. This methodology also allowed the researcher to form an insider perspective and to refer to scientists’ approach to different behaviors and processes within the organization.
The information collected through participant observation had to be supported by information collected through ethnographic interviews, which were flexible and allowed scientists to explain their positions identified through participant observation by answering structured questions (Landau, 2005). The researcher wanted to learn how scientists’ approach to organizational processes modified, so two interview periods were established: prior to the change process implementation, and shortly after it started. These levels were held at all organizational levels: general manager, line managers, staff managers, department heads, project coordinators, and scientists.
The study was performed on a defense research and development company, but its results can be applied by companies in different business segments. The collected data and interpretations were coded and analyzed. The analysis was based on several categories: organization’s identity, ideology and core values.
Some of the study’s results refer to how the organization has managed to address the environmental factors determined change. Initially, the organization was developed in order to focus on scientific and nuclear research, expanded to the defense system, addressed private contracts and expanded its products and services range, and currently focuses on the private sector by developing research for private business sectors.
Among the problems reported by some of respondents are: inadequate communication between departments, divisions between departments, incomplete understand of managers’ policies and decisions, and others. Managers did not adequately cooperate with workers, and this situation did not allow scientists maximize their contribution to the process. In other words, preliminary efforts made by managers who identified the need for change were not clearly presented to employees.
Organizational Development Intervention
An important issue associated with the process of change in all companies and organization is represented by communication. The process of communication can significantly influence the success of transformational change processes. It is important that managers that identify the need for organizational change present their vision to subordinates, and ensure they understand this need and how it should be addressed. Therefore, managers should present the objectives of the transformational process to department managers that must inform their team members on the issue.
When developing an organization development intervention, it is important to offer a complex approach, as it affects the entire organizational system. Although this is a process, organization development interventions affect culture. In addition to this, interventions should be designed in order to have a positive effect on organizational behavior, human resources management, organizational development, and strategic management.
In order to design an efficient intervention, it is important to collect information on the current situation of the organization (Koppes, 2014). In this case, data collection has reflected a communication problem within the company. This refers to communication between managers and subordinates, but also to communication between departments.
An important factor that influences the organization development intervention’s success is represented by building internal commitment. Basically, internal commitment ensures that the company’s managers and employees understand the necessity of change, and feel responsible for it. This commitment is built through communication between managers and subordinates.
The depth of the intervention must also be established. In other words, it is important to determine whether this intervention should be performed on personal; or system levels. The communication problems identified in this case refer to all organizational levels. This means a systemic approach is needed. Communication within the organizational structure must be improved.
In this case, an intergroup intervention is required. Such interventions focus on improving effectiveness of interdependent groups. This mostly refers to different departments within the company that must work together. This is intended to help departments understand that they do not function independently, but within an integrated system. For them to function properly, the system must function also. This determines improved communication between the company’s departments.
In addition to this, it is important that the leadership style is modified in order to support improved communication within the company. The leadership model is addressed by department managers that are modeled by their subordinates (Rothwell et al., 2009). Therefore, in order to improve communication within the company, the leaders must improve their communication with subordinated departments. This objective can be reached through counseling activities provided by communications specialists and developed for the company’s leaders and their needs in order to improve communication processes.
In this company’s case, the focus of attention is on total organization intergroup. This is because the organization development intervention affects all departments within the company. The diagnosed problems refer to inadequate communication. Most of the intervention takes place through process consultation. This is not a difficult to implement intervention. However, its success relies on the implication of affected members. This refers to company leaders, managers, and employees (Werner & DeSimone, 2012). This objective can be easily achieved by determining employees to understand that their activity affects the activity of other departments, and that they must work as a system. Communication between departments should be understood by all department members and efforts should be made in order to improve it.
Several team building programs can be organized between departments in order to strengthen relationships (Kondalkar, 2009). In addition to this, job rotation can be useful. Employees from certain departments can be involved in internship programs within other departments in order for them to understand other departments’ job and importance of their activity. This is likely to improve communication between departments.
Another area that needs improvement is represented by communication between leaders and managers and their subordinates. It is likely that managers have not identified their inadequate communication producing disagreement among employees. Professional counseling on communication issues can help improve this process on managerial level. The leadership style must also be modified in order to support this change. In this company’s case, the most efficient leadership style is represented by the democratic or participative style. This leadership style focuses on a decentralized decision making process in which employees are invited to express opinions. This leadership style has several benefits. It helps leaders and managers easier identify the problems of their employees by inviting them to express their opinion. Employees can provide an additional approach to different business issues. It also helps improve communication between managers and their subordinates, and this determines increased employee satisfaction. This also favors communication between the company’s departments. It is important to understand that efficient communication determines increased productivity.
1. Landau, D. (2005). Transformational Change: The Case of Nationlab. Organization Development Journal. Retrieved May 3, 2014 from http://web.a.ebscohost.com.proxy-library.rockies.edu/ehost/pdfviewer/pdfviewer?sid=bb99512e-bf11-47de-a550-b7ae7059332b%40sessionmgr4001&vid=13&hid=4212.
2. Koppes, L. (2014). Historical Perspectives in Industrial and Organizational psychology. Lawrence Erlbaum Associates. Retrieved May 3, 2014 from http://books.google.ro/books?id=vJ3KAgAAQBAJ&pg=PR9&dq=koppes+l+historical+perspectives&hl=ro&sa=X&ei=_1hlU4Z_wZLsBtLlgNAM&ved=0CCEQ6AEwAA#v=onepage&q=koppes%20l%20historical%20perspectives&f=false.
3. Werner, J. & DeSimone, R. (2012). Human Resource Development. Cengage Learning. Retrieved May 3, 2014 from http://books.google.ro/books?id=0WcJAAAAQBAJ&pg=PT725&lpg=PT725&dq=Sminia,+H.+%26+Van+Nistelrooij,+A.+(2006).+Strategic+management+and+organization+development:+Planned+change+in+a+public+sector+organization&source=bl&ots=sIr0M3ePFO&sig=grTakOb5pJJsSzIdj-KOp-palSo&hl=ro&sa=X&ei=F1plU53SOMSv7AblyYGAAw&ved=0CCwQ6AEwAg#v=onepage&q=Sminia%2C%20H.%20%26%20Van%20Nistelrooij%2C%20A.%20(2006).%20Strategic%20management%20and%20organization%20development%3A%20Planned%20change%20in%20a%20public%20sector%20organization&f=false.
4. Rothwell, W. et al. (2009). Practicing Organization Development: A Guide for Leading Change. Retrieved May 3, 2014 from http://books.google.ro/books?id=eAyEgk6BBhwC&pg=PT326&dq=organization+development+interventions&hl=ro&sa=X&ei=D1tlU6OeNqvA7Aam2oHgCA&ved=0CDoQ6AEwBg#v=onepage&q=organization%20development%20interventions&f=false.
5. Kondalkar, V. (2009). Organization Development. Retrieved May 3, 2014 from http://books.google.ro/books?id=mX2o0x9cyQwC&printsec=frontcover&dq=organization+development+interventions&hl=ro&sa=X&ei=2ltlU4XpNu-u7Aa71YDgAw&ved=0CD0Q6AEwBw#v=onepage&q=organization%20development%20interventions&f=false.
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