Organizational Development and Change
Organizational development is something that contributes to a stronger organization. People can receive more skills that will allow them to make better decisions and play a bigger role in the organization's strategy. This can also have a positive effect on organizational change programs as well, because more talented people are more likely to buy into change as they are less threatened by the nature of change and have a better chance to define their role in the change process. There are also other benefits to organizational development in public sector organizations.
Organizational development is the conceptual infrastructure of the organization, designed in a way to increase overall organizational effectiveness. It is comprised of the set-up of divisions and roles within the organization, and the flows of communication and reporting that go along with the divisional/unit structure. Organizational development will influence how an organization performs its tasks and pursues its objectives. Organizational change is something that will be affected by the organizational development, not the least because of the role that leadership plays in both (Greenwood & Hinings, 1988). The change will flow from the development, but because development improves the way that knowledge flows throughout the organization, it can be a significant influencer of any change process.
Organizational change is the process of transforming the elements of the organization. This can include design, culture, strategic mission, resources or other key elements. The organizational change process is typically understood to be genuinely transformative, such that the organization will look and feel different after the change program; it is not intended to understood as minor tweaks or superficial change, but a genuine and meaningful transformation of the organization.
The relationship between the two is that organizational design can influence how organizational change occurs, but also that organizational change also will often affect the design of the organization. Organizational routines, for example, are typically governed by the flows of communication and the loci of control within the organization, and organizational change will typically contain some element of changing the routines (Becker et al., 2005).
Change and development are typically driven by deliberate action from within the organization, though there are times when subtle changes can compound over time to transform the organization regardless of specifically guided process. Inertia is also a concept that arises in change literature, because inertia can affect the culture and design of an organization as well, with a change program needed to alter the track of the organization. Generally, both design and change begin with a re-conceptualization of the company and a specific program to affect change, first by altering the design and then by making changes to the culture, and then more micro-level alterations to the organization.
Change is specifically implemented in a deliberate manner, flowing from a vision of the organization as something different than it is. There is usually a process of organizational diagnosis, wherein the organization is faced with a change to its operating environment, or its mandate, that necessitates changes to other aspects of the organization, how it transforms and how it functions.
III. Communication Skills
Communication skills are essential to the process of organizational development and change. It is an essential component of organizational development because the ideas and concepts that the organization is to work with must be embedded in the institutional knowledge. The more knowledge exists within the organization, the better-prepared the organization will be to affect change, and likely the flexible and open to change the organization will be as well.
Communication is even more essential in a dedicated organizational change process. One of the biggest risks to any organizational change process is that such a process inherently creates uncertainty. The people within the organization become uncertain about their roles going forward, which can result in people becoming more defensive in nature, and resisting change. Overcoming resistance to change, and creating motivation for change, are key areas where communication skills matter the most. Managing perceptions of the change process is essential to ensuring its success, and communication is the key means by which this occurs (Allen, et al., 2007).
Some of the best practices for communication during a period of organizational change are as follows. First, prior to the initiation of the change, management needs to find a way to motivate the people within the company with respect to the need for change. This will typically involving creating a sense of urgency. If the company is doing poorly, this is probably fairly...
" To be more precise, the authors explain that there is a procedure that has been created as an aspect of the theoretical model of Structural Adaptation to Regain Fit (SARFIT) (Donaldson). This model asserts that when an organization in fit experiences improved performance that results it results in excess resources and leads to growth in size, geographic expansion, innovation or diversification. This in turn increases the number of contingency variables.
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