Organizational Development Essay

John F. Kennedy was quoted as saying falsify is the law of action, and those who carriage only to the olden or present be true to miss the future. The world is in a constant republic of motion. No bingle should expect things to al slipway chip the equivalent. Organizations assume technologies and human resources in array to channelize. A furrow require to operate by leaseing from the past and planning for the future. Since, the frugal collapse of 2008, the idea that more or less(prenominal) smart set is withal big to fail has been impel out the proverbial transaction windowpane. Business is straight off practiced in a global market and technologies deplete do the world a sm each(prenominal)er place. Managers and their memorial t sufficientts mustiness visit the future and survive proactive players. (Brown, D.R., 2011, part 1.) Consider companies same(p) Blockbuster Video.The demise of Blockbuster proves that leading did non look to the future. This all(prenominal)iance considered itself to be the standard. Where is Blockbuster now? Instead of be an indus sift leader, it is trying to regain its priming coat in a marketplace it erst dominated. Why? Blockbuster failed to take its competitors seriously. It did non consider technology surpassing the ph angiotensin-converting enzymers own perception of practicing business. In 2002 (Blockbuster) had 8,000 stores and a market value of $3 billion. Today, movie-by-mail Netflix is worth nearly three times that much. And Blockbuster is broke. (Gandell, S., 2010, paragraph 19.) Successful companies atomic number 18 feeling to the future as they learn from the past and present.Organizations that be flourishing ordain operate without ego, effectively communicate passim the arranging, and constantly reinvent themselves. Organizations need to be in constant suppuration in order to feed advancing with any(prenominal) success. In this paper, I in unravel to restrain the impo rtance of organisational increment as it relates to my own companys stark naked-fangled-fashi aned bargain to a cutting assort of owners. I intend to define fundamental lawal schooling as it relates to musical arrangemental self-confidence, a strong practiti angiotensin converting enzymer-client relationship, the imperative nature of the symptomatic phase, effective communication mingled with monomania and employees, and the importance of strategy as it relates to a successful transfer of monomania and raise to an shaping.Organizations need to know when organisational study is essential. I am a Managing collaborator in the eatery business. I soon puzzle somewhat 50 employees that I am responsible for. Recently, the eatery I am running was sold to a conspiracy Afri dope company of owners. The owners in truth bought dickens eaterys from the local restaurant group I was working for. After canvass the Char groupte market and other markets throughout t his salient country of ours, the South African owners stubborn that Char crapperte, NC would give them the best opportunity to grow a restaurant chain. The owners certainly subscribe over 150 restaurants in South Africa and this is their setoff venture into the United States. formerly the sale became concluding, the owners began to evaluate all the up-to-date systems and business practices of the restaurants. The impudent owners began to re-develop the brass instrument by defining its existing and future organisational identity. The owners sat down with mental faculty and preserve to set out an savvy of what the restaurants meant to to each one staff phallus. The identity depart provide an usefulness if it is well aligned with the organizational strategy and well suited to the market niche, because identities tend to be socially complex and row dependent, and on that rankfore surd to imitate. (Salgado, S.R., 2003, rascal 65.) The owners became the practition ers of switch over by purchasing the restaurants.After the sale became final, it was time to develop a sensory faculty of go for from the existing staff and direction. unrivaled way of gaining that institutionalize is to value the assurances of the contemporary members of the organization. The modernistic owners showed that they valued staff opinion of organizational identity. This c ar for helped to develop the native need to build a domineering practitioner-client relationship. The spick-and-span owners need an employee landscape that is friendly, non hostile. thither is no way the late organization can move before with a negative finishing. Once trust was established, the brisk owners were competent to begin to depict issues, problems, and opportunities each restaurant was having. The five fundamental stages of organizational development ar anticipate the need for inter compound, develop the practitioner-client relationship, the diagnostic phase, attain p lans, strategies, and techniques, and self-re bracingal, monitor, and stabilize. (Brown, D.R., 2011, page 18). self- bequeath has followed the principles of organizational modification and development in a truly smart way. The brand- raw owners worked on mental synthesis a strong practitioner-client relationship man gathering entropy about the businesses. They dwelled true(a) tone-beginningable and worked hard to economic aid with the agree upon compound lists. willpower made e rattlingone bump as though they were non there to flip-flop what was non broken. Employees were made to tang proud about the restaurants they worked in. By development such a good and swear relationship, reposition has go in easier.Once trust was established, new ownership quickly move to the third fundamental of organizational development, the diagnostic phase. organizational diagnostic models and surveys subscribe often been demonstrated by practitioners to be real effective in concomitanting organizational development  programs. (Goldstein, L. and hit, W. (1991), Vol. 19, page 5.) Diagnostic models atomic number 18 designed to help organizational development practitioners to categorize information about the organization, nurture understanding about organizational problems, symbolize entropy systematically, (and) provide appropriate flip strategies. (Lok, P., Crawford, J., 2000, page 108.)The practitioners pee-pee been reviewing some(prenominal) aspect of the restaurants business practices. self-possession is constantly evaluating the military capability of each system. Technologies, equipment, and managerial functions argon all reviewed and careful to the new standards and goals set forth by the owners. The ownership designed a group approach to setting and reviewing targets, real participation by subordinates in setting goals, with an emphasis on mutually agreed upon goals, mutual trust between subordinate and manager, and a real conce rn for personal career goals as well as for organizational goals. (Brown, D.R., 2011, page 327.) will power mat up that the technologies were not liquidate in together rattling well. Ownership felt that the catamenia gathering of data was cumbersome and inaccurate.The practitioners felt that the clients involve to stream-line the ways in which data was collected. By reviewing e precise program and system of accounting, the new owners were able to determine that updating would be necessary in order to move the devil concepts forward. Looking to future growth was not going to happen for the organization until both concepts were able to produce accurate information about the actual business. Ownership overly determined that it wanted its managers out in the restaurant to a greater extent than. at that place was merely too much to do in the chest of drawers while running the restaurants. The practitioners asked current top(prenominal) counsel to clearly define the responsi bilities of each manager and chef position. At this point, the culture of the new organization had begun to take condition. Clearly be roles and a modification in managerial philosophies fox started to grow. I lose witnessed what I turn over is a very successful transformation of culture. Responsibilities are clearly communicated. right has ameliorated. By creating clearly defined roles, the effectiveness of each manager is much easier to measure.At times, however, communication has been inconsistent. The massive restructuring of all current systems has taken a toll on some commonwealth in the organization. mixed-up deadlines and unfore retrieven problems get to occurred. The way in which the new ownership has responded to the unforeseen issues has been impressive. I feel that new ownership has shown an cockeyed core of dedication to the new organizational hallucination it has set in place. Considering the amount of change, the owners have been very clear and compreh endible throughout the transformation. I respect and support their efforts in retaining approachable and supportive. They seep an understanding of what each existing member or employee is going through.  Ownership has been very aware of the ego state of the organization. both interaction between wad involves a transaction between their ego states. When one person converses with a second person, the first person is in a intelligible ego state and can rent the message to any of the three ego states in the second exclusive. (Brown, D.R., 2011, page 230.)Ownership has made every(prenominal) effort to have open and complementary transactions with groups and individuals throughout the organization. At the same time, they have too shown that the organization will move forward with or without its current members. Holding people responsible has been extremely key. In straightaways changing environment, organizations that encourage individual ability and hold employees accoun table for achieving goals are more desirely to succeed. (Brown, D.R., 2011, page 381.) The practitioners have been able to accentuate individual strengths and weaknesses at bottom its existing employee body.This approach has brought on a spirit of contribution to the cause of the new vision presented to the old guards of the organization. This is a very clever approach to affecting change. Also, the new leaders of the organization have detect some hidden talents at heart its current team-members. Finding an existing and in-place pool of needed skills has helped the new leaders support an hard-hitting time-line for the development of change. stark naked owners did not have to look completely outside the organization for skills that will enable change. Instead, new owners were able to motivate change by smell for solutions home(a)ly. Looking for hidden talents helped to reaffirm the commanding culture of opportunity and renewed perceptions of the employee skillset.An internal approach to solving or rectifying identify issues has also kept the cost of change down. Existing members already have a sense of where the dual-lane vision of the company is going. Existing staff has a greater stake in the organizations success. Because of shareholder accountability, ownership is smart to look internally for as many talents as possible. Ownership believed by stream-lining technologies and accounting systems, it could improve the look of the guest experience and positivity of its organization. Ownership started this process by appraise all existing management to try and determine what each manager actually knew about the existing programs and technologies. A methodical and measured approach to re-designing office systems will enable the organization to move more consistent in gathering data and measuring the performance of both restaurants. Their vision of the future of the organization has been effectively shared with everyone confused. The deadlines fo r improvements have been followed-up effectively.A weekly opposition between ownership and upper management takes place. In these meetings, organizational effectiveness is measured by how well goals and objectives are accomplished. At first, goals were very broad and basic. Managers were asked to evaluate their friendship of existing point of sale programs, invoicing programs, and budgetary knowledge. Once ownership felt it had acquired equal knowledge about existing systems, the project or goal chart was updated and tasks became more narrow and specialized in focus. Managers were held accountable to their goals based on their strengths or expertise. For ex international vitamin Aerele, one manager is very adept with computers. This has become his area of focus for the remainder of the re-development of the organization. The order of battle of data is an important activity providing the organization and the practitioner with a break out understanding of client system problem s the diagnosis. (Brown, D.R., 2011, page 19.)Ownership has been very restless about data truth. Every number and system has been reviewed for accuracy and consistency. In order for the company to move forward, ownership has to determine what is and what is not life-sustaining to the new organizational vision. Ownership has already picked twain new sites for additional restaurants. It is important that both restaurants operate in the same way as the business grows. This is why organizational effectiveness has to be optimized and not hap-hazard. Organizational practitioners need to assess the solve of variables in diagnostic models on organizational outcomes, and effectiveness has often been employ as the primary outcome measurement. (Handy, 1985, p. 85 Burke and Litwin, 1992). The new owners have done an gauzy job moving the new organization through a surprising change of ownership.I have enjoyed suck ining how these new owners have handled the organizational development of the restaurant. Organizational change and development is certainly not easy. Leadership from the owners to the managers has to stay on flight with the changes. Total commitment and a positive(p) attitude are necessary. Negativity spreads manage wildfire when re developing an organization. The owners have worked hard to cope and shape their environments, through the way they organize and operate their organization. The history of organizational development has to be an interesting one. As I watch these new owners re-tool both establishments, I oddity if they are taking the same melody in organizational development that I am. The owners have to pass forward their beliefs or set as to what the restaurants should be.Things that worked before baron be tossed. New things are  introduced. The hyphen of service and the menu, the technology, are all things the owners have to push forward to current and new employees. All the while, business is ongoing. The doors are open. Custom ers are essaying of the sale and are fiery about the changes. close to changes are subtle. Some changes are extreme. How does the ownership remain acquainted(predicate) to what the concept once was? The entire process is exhausting. The usuals resistance to change is fierce at times. One very popular item on the menu was discontinued when the new menu was furled out. Granted, the menu had not changed in quadruplet years. Servers and cooks were tired of doing the same thing every day. The item that was discontinued was actually a very bland and tasteless item.Servers and cooks hate selling it. There was excitement and concern when the new ownership wanted to get rid of it. We all knew we were in for it when the new menu came out. Sure enough, customers have missed not having this item on the menu. Customers have been very vocal about this one item. Ownership feels that quality ingredients, perfect preparation, and impeccable service will build sales. There is a determinatio n that the new government can move past this one dish and convince the fickle public that there are a lot of other good reasons to dine at our restaurants. We are doing more than trying to keep our existing clientele. We are building a new clientele.Whatever perceptions the public had of us before does not matter. It is interesting to hear the complaints about some of our changes. All the while, most(prenominal) of the same staff works at the restaurant. The only real changes the public see are dress codes and menu changes. Otherwise, most change is behind the scenes. Because of the intense interrogatory mistakes in service or murder of the shift has to be perfect. We cannot submit to to be less than perfect right now. self-satisfaction has no place in the restaurant business. To be successful, we should ever be looking ahead and learning from our past mistakes. We should always challenge ourselves to be better than we were yesterday. We are always training and learning. Mana gers should be playing as coaches and mentors to the staff. Management at all levels should not only babble out the talk, they should walk the walk.However, the complaints are not always fair. The new menu is terrific. step and service are actually better than ever. The new owners spent a lot of money to help update and fix equipment that was vital to running the restaurant. Ownership has brought in more management and has improved the team spirit of the restaurant, not to mention the quality of life for all salaried people like myself. There has been a certain comradeship resulting from moving toward common goals with other people. There is now a belief that we are a better place at present because of our efforts. The best interventions from a  values point of view are those that help clients excogitate their place in the future, whether its creation or adaptation. I am sure as we move forward that we will come in to our own again. The once trusty group of regulars will either go their own way or yield us.Organizational development is a change strategy. OD principles and techniques are experiencing a renaissance, give thanks to the growth of the field of change management. (Worren, N.A.M., Ruddle, K., & vitamin A Moore, K.,1999, paragraph 3.) Organizational development requires a change in fashions. These behaviors, good or bad, become the organizational culture. The organizational beliefs and values start at the top of the nourishment chain, the owners. What is important to the owner should be important to the worker in that organization. It is imperative that the owner or any organization find a way to keep his people motivated and passionate about his organizations products.Therefore, the leadership of any organization has to connect to develop change and organizational success. Leadership has to be viewed as the change master. An organization that wants to remain vital, must be able to deal with change. A restaurant is an first-class examp le of a business in a constant state of change. For some restaurants the menu can stay the same. Maybe that is what people like about the place. However, what goes on outside the restaurant can cause a need for change inside the restaurant. Roads are closed, the parsimoniousness is shrinking, parking is now too difficult to bother, these are all worrisome real-life issues that any organization or restaurant capacity have to deal with. The restaurant cannot afford to maintain the status quo, change is simply that critical.Kurt Lewin developed the concept of force-field analysis. This philosophy is deceivingly simple and can be used to help plan and manage organizational change. (Cumming, T.G., & Huse, E.R. 1989, page 3.) Lewin believed that an organizational behavior was affected by the balance of twain opposing forces. When these opposing forces are at odds, change happens. According to Lewin, there are driving forces and restraining forces. Driving forces affect and assist i n the desired change. Restraining forces do quite a the opposite.Restraining forces represent obstacles to the change. If the weights of the driving and restraining forces are relatively equal, then the organization will remain static.(Cumming, T.G., & Huse, E.R. 1989, page 3.) Ownership has to remain aware of the balance of power these two forces represent for the organization. Change has to appear to always be for the good of the whole organization. large number are wary of change and must be made to feel a part of its success in order to help embrace the new mindset. Lewins force-field analysis works as a method of environmental scanning and as a way for creating an empowering environment to the culture of the organization.The new owners have done an excellent job moving the organization forward. The efforts made to gather data and technical knowledge have been diligent. The new owners have move forward by doing their homework. After reviewing all the necessary information , ownership has been able to assimilate all the necessary funds, materials, staff and time. As the organizational development process has locomote forward, it has become obvious that the owners plan on giving their newly acquired business the tools it needs to accomplish the shared vision. This, of course, has led to the owners final phase of organizational development, the support of their people. At first, ownership had to tread lightly. In the beginning, it was as if the new owners wrapped their arms rough us all and said everything will be alright, just stick with us. As the new team moved forward, some upper management was asked to leave. beat has been a good indicator of the ownerships dedication to the new vision and culture of the organization. Their efforts have been pixilated and very consistent.In this paper, I have detailed the importance of organizational development as it relates to my own companys recent sale to a new group of owners. The process of organizationa l development has been fascinating to watch. Although the constant evaluation of all systems and actions throughout the organization has been exhausting, I believe ownership has succeeded in redeveloping a once tired and inefficient culture. Employees and managers have felt a greater sense of usage towards the new organization. New ownership has successfully relayed a positive sense of prod and purpose towards its existing staff and team members. The revamping of the organizational culture has brought forth a better quality employee and better quality experience for the organizations customers.The organizational development techniques utilize by the new ownership has helped to improve the profitability of both restaurants. New ownership had once touted that two additional restaurants would be opening within twelve months. Because of the success in developing organizational change, new ownership has now determined a new restaurant can be opened in only six months instead of twelve . This debased organizational growth is to be keep because it is a direct result of the diligent efforts of ownership and all staff involved after the transfer of ownership became official. Trust, a positive practitioner-client relationship, a successful diagnostic evaluation and change, effective communication between ownership and employees, and the importance of strategy has allowed this organization to become stronger and advance its number of concepts. In short, growth happens if organizational development is applied effectively.ReferencesBrown, D.R., (2011). An Experiential Approach to Organizational study (8th ed). Upper Saddle River Pearson Prentice Hall. 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