Organizational Development for Consumer Demand - myassignmenthelp

Questions: 1.What is the role and importance of organization business development? 2.Discuss the dimensions of organizational culture based on: dimensions of Organizational Culture Profile (OCP). 3.How could you minimize resistance from middle management in implementing this change? Answers: 1. Organizational development is the utilization of organizational resources to improve efficiency and increase productivity. As much as organizational development requires a significant amount of resources and time, its role and importance are justifiable. As per Chaskin, (2009) Organizational development helps to identify areas where change is needed in an organization. Each need is analyzed and potential change is identified in a change management plan. Organizational development serves as a tool for organizational growth. This is where an organization is able to analyze sales projections and consumer demand and act accordingly to stimulate companys growth. Product innovation is a benefit of organizational development. Organizational development assists in the analysis of different production element and comes up with new ways which will be efficient and effective. Organizational help in developing a communication avenue with employees about the desired changes. This is because the need for employee development is necessary since there is a constant change in the market and industry. This coerces and organization to ensure that the employee skills are in tandem with the changing environment. An organization which is involved in organizational development, takes into concern work process of efficiency and accuracy. Evaluations are able to identify duplicate processes or process which needs to enhanced to improve the quantity and quality of product. 2. As much as an organizational culture cannot be immediately observed, a set of values can be used to identify a culture of an organization. In this regard, researchers have come up with different culture typologies. One of the typologies that have caught much attention is Organizational Culture Profile (OCP) where culture is depicted in a set of values (O'Reilly, Chatman Caldwell, 1991). As per the OCP framework, companies that have innovative culture are flexible and are adaptable to any changes that occur. Such companies are identified by a flat hierarchy titles. Companies with aggressive cultures value most the competition and are keen on being outperformed by competitors. In this regard, such companies fail to adhere to activities that depict corporate social responsibility. Outcome- oriented culture as per the OCP framework are those that value achievement, action and results. A good example can be a technology or electronic company whose achievement leads to better revenue. Stable cultures are predictable, ruled and bureaucratic. People-oriented culture are those that are supportive, fair and respect to individual rights. Companies with team-oriented cultures are collaborative and encourage cooperation among employees. An organization which is characterized with detailed oriented cultures as per the OCP framework, pay attention to precision and details in the work process. The organization should have safety culture as it impacts on the financial safety and also the health safety of the employees. Through policies and programs, both health and financial safety is guaranteed in an organization (McKinnon, 2013). Service culture in an organization exists when employees are motivated to take customer-centric approach. This is where customer needs are put first before any other needs. What are the most important things to do to get my managers and supervisors supporting change management? Managers and supervisors are the most important people when it comes to change initiative in an organization. It should be noted that in times of change, even those who lead can become a stumbling block and can resist the change that is brought to an organization (McCalman, Paton and Siebert, 2015). Getting managers and supervisors to support change initiative through stipulating their five roles in change management. One of the roles is communicating about the change. Employees would want to hear about how they are going to be affected by the change. An employees supervisor and manager are key conduit to pass such information. Managers and supervisors should be the advocates for change, they should be onboard for change even before their employees. Managers and supervisors should be the coach for employees. There are mandated to assist the employees as coaches in every step of the change. Managers and supervisors are responsible for communicating with the project team and the employees to provide sufficient details on the change. Managers and supervisors are the best suited to be able to deal with resistance since they are close to their employees and are best suited to calm them and show them the right direction. 3. The traditional role of middle managers to include, planning, directing, controlling and staffing. Since there has been a lot of changes in the contemporary management of organizations, the role of middle managers have increased and at present, they are able to assume more enabled and empowered roles in the management of organizations. In order to prevent resistance to change from middle-level managers, companies should ensure that they directly engage this lot of managers in day to day organization of a company. In this way, they will not feel left out on the incoming change. Introducing change at the right time is also necessary to avowing resistance from middle-level managers. This is because this type of managers and used to the daily operation of the organization and they tend to be used to the same routine hence introducing change when it is necessary will prevent any resistance. Identifying the root cause for change and acting accordingly. This will enable an organization t o get reasons why middle managers are resisting change and see whether the change can be customized to suit their preferences. The managing director of a well established textile manufacturing unit plans to introduce new imported machines and modern methods of production. The workers in the factory numbering around 2,000 are fearful of the change brought out and hence resisted in many ways. As an OD consultant, how would you advise the top management to tackle the problem? What OD inventions would you suggest and how would you implement them? Employee resistance to change is natural and very common in the workplace. Employee resistance to change is more common when it comes to the introduction of new technology to assist in the operations (Frankel, 2012). For instance, in this case, where there is the plan to introduce new machines to assist in the operation textile company, the two thousand employees are expressing resistance. This this is because they gear there job security the most since modernized machines are set to reduce the human labor. As the organizational development consultant, I would advise the management often Textile Company to communicate the change in an honest way to reduce the fears of unknowns early enough to also win the hearts of loyal employees. Introducing stress management since it is understandable that change cab threatens employees self-esteem and morale. Providing training programs that will help the employees adapt to the anticipated change early enough. Negotiating with employees is also i mportant since it will assist bring on board those who feel lost about the program. References Chaskin, R. (2009).Building community capacity(p. 88). New Brunswick, NJ: AldineTransaction. Frankel, E. (2012).Management of Technological Change: The Great Challenge of Management for the Future(p. 4). Springer Science Business Media. McKinnon, R. (2013).Changing the workplace safety culture(p. 144). CRC Press. McCalman, J., Paton, P., Siebert, S. (2015).Change Management: A Guide to Effective Implementation(4th ed., p. 287). SAGE. O'Reilly, C., Chatman, J., Caldwell, D. (1991). People And Organizational Culture: A Profile Comparison Approach To Assessing Person-Organization Fit.Academy Of Management Journal,34(3), 487-516.