Applying Organizational Development Ideals and Principles

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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 in my present organization and future organizations to come. In knowing that these theories and ideals of are my own thinking and other professional sources as well. Applying organizational development ideals and principles

Throughout the course of five weeks we have been learning about organization development process. The principles that drive organizational development process, and how to be successful in implementing organizational development process that will further enhance our understanding of the material, and our ability to incorporate those ideals into our current organizations and future ones to come. In order for us to understand the ideal of what is organization development we had to learn about the organizational development process, developing high performance teams and excellence in people, as well as, how to develop highly successful organization. With those in mind I will describe in the following paragraphs how to applies those theories and insights learned; from examples from the past to the present and the future to see how those applications will work.

The organizational development process is made up of five stages. . In the first stage we begin with anticipating change this is where the organization. This is where organization understands that there is a need for change, a need to change the culture and attitudes of the organization and its employees and starts to plan for that change. In the second stage you develop the practioner client stage that’s where the organization hires a organizational development practioner or someone knowledgeable in organizational development. This is also where the practioners identifies the different attitudes and mentalities and vice-versa with the organization. After that phase the organization enters the third stage, which is the diagnostic process. This is where the practioner looks at the cause and effect in the organization and highlighting critical issues such as simplicity, visibility, involvement, primary factor, measuring what is important, and sense of urgency. This involves collecting data by using different models such as surveys, questionnaires, direct observation and or interviews and using various diagnostic models. After the diagnostic process is completed then the practitioner and the organization move on to stage four, which where the plans are put into action, and strategies and techniques and where employee empowerment occurs. Once all intervention process and actions have occurred, then the organization moves on to the last step in the organization development process which is the fifth stage that is where self-renewal of the organization occurs, and everything starts to stabilize back to normal with the news thoughts and ideals in place. This is where feedback occurs and the practioner and the client (organization) come to an agreement that the organization has come to a point where the organization does not need the practitioner to continue on and can effectively manage change without the need of a practioner. This stage is probably the hardest for any organization because in a sense the training wheels are of the organization and it has to once again prove to itself that it can manage change and ideals...
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