Hexadecimal Company

Explain the connection between organizational learning and training and development. How does this connection help us understand why the performance appraisal training program was not more successful?

The Organizations have evolved over the years and from the Concept of people management they slowly have moved towards the concept of System managements and this is how an organizations needs to aim to grow and to succeed in growing complex market environment.

Launching positive and results oriented strategies, the OD was able to: (1) develope team improvement presentations to the TCVP; (2) organize union team meetings; (3) develope creative newsletters; (4) institute feedback emails establishing improvement behaviors concerning all departments through agreed upon meetings; and finally (5) establishing report with the employees and unions to formulate effective strategies. All the while, the HRD and the PM refused to allow productive growth and thus attempted to terminate the OD employment. However, the TCVP prevented that

Cummings, T. G.; and Worley, C. G. (2015). Organization Development and Change, (10th Ed). Mason, OH. Cengage Learning.

A: Employee development helps to maintain a trained, motivated and committed workforce so that they are able to respond to innovation and change. Employees are able to produce goods and services and some goals may initially cause a decrease in profit and because employee development can be costly. Goals for change and innovation may cause conflict depending on how they approach the goal and implement strategies for productivity that can be approached differently by employees. This can also cause conflict, but the best plan can be determined by trial and error. Symptoms of structural deficiency can appear as a result of too many problems and to many decisions related to those problems, if the hierarchy delegates responsibility to the lower levels it still may be insufficient. Different organizational structures need to use innovation to accompany all aspects of decision making, ranging from what the marketing

This paper will examine organizational structures, organizational systems and how organizational culture influences both structure and systems. Throughout this paper, there will an analogy to the human body to help further the understanding of the concepts of structure and systems in an organization. This analogy is based on the academic work of Goold and Campbell (Goold & Campbell, 2002). The first part of this paper will review different organizational structures. The second part will look at various organizational systems and how they may be

The first step in driving the necessary change within the organization is to secure an outside consultant to serve as a change agent. The change agent will facilitate and guide the organizational development (OD) through process consultation intervention. In this process, it will be necessary to identify sources of resistance through Force field analysis. Once the sources are identified, one-on-one meetings and group meetings will be conducted to educate the employees on the changes and the reasons why change is necessary. This step will find the management team working to re-define the vision of the organization. As part of motivating the

Today’s companies are challenged by frequent changes in market demands and consumers’ desires for new products and services. Companies which fail to adapt to these changing conditions often find themselves struggling to survive. This is the situation for the Texas Plant, as described in the case study by Pryor, Humphreys, and Taneja (2011). The Vice President, Human Resources Director, and Organizational Development Manager find themselves not only facing the struggles of transforming the Texas Plant, but also the difficulties of working together to achieve it. The following paper describes these difficulties and examines how the actions of the leaders impacted the change process. Recommendations to assist the plant’s leadership in moving forward will be offered.

The first step in driving the necessary change within the organization is to secure an outside consultant to serve as a change agent. The change agent will facilitate and guide the organizational development (OD) through process consultation intervention. In this process, it will be necessary to identify sources of resistance through Force field analysis. Once the sources are identified, one-on-one meetings and group meetings will be conducted to educate the employees on the changes and the reasons why change is necessary. This step will find the management team working to re-define the vision of the organization. As part of

Change is going in the organization. With the help of theories I can easily visualize

Organization Development (OD) is a deliberately planned, organization-wide effort to increase an organization's effectiveness and/or efficiency, and/or to enable the organization to achieve its strategic goals (2015, Wikipedia).

In observing the Franklin Company, it is evident that there is a need for change to help the company with its present problems. The managers’ perception is that the organization is in a state of volatility. Which has resulted from a lack of growth in sales and a competitive advantage. There is a felt need to ascertain new ways of doing things. In the Franklin Company situation, it was revealed that every department has its own ideas and feel they have the right answers to overcome their problems. They all want to play an important role in the company growth, however they have different perspectives on how to fix things. No matter what level of professionalism is involved, conflict is inevitable. For example, there are several issues that hinders the departments communication, collaboration and trust. In order to implement change, all three key element need to be present but they are often hidden. After the meeting with the management team, a OD practitioner decision was made to plan and implement structural, technological and behavioral strategies to improve the condition and functioning of the Franklin Co.

Organization development grew out of the human relations traditions of the 1940s and 1950s, and it has had enormous influence on management practices and thinking about how organizational effectiveness can be achieved. Critical manpower and resource shortages faced by all organizations, public and private, during World War II and in the immediate post-war years stimulated a search by social scientist and managers, separately and in cooperation with one another, for effective means to maximize the utilization of existing individual and organizational resources. (Ritcher, I 2007). Organization Development was by tradition about planned change efforts, instituted to enhance organization effectiveness within the context of the traditional, hierarchical, management-as-experts, top-down era. The legacy of leaders and organizations developed in this context remain. Organizational Development is about how organizations and people function and how to get them to function better. Organization transformation signals the need to transform mindsets, engage people and make the deep shift to the ongoing mutual learning environment needed for the long-lasting change characteristic of our world today.

When it comes to organizations, change is constantly occuring. Managers are accountable for preparing the business, in addition to helping the employees cope with the change. The purpose of this paper is to highlight an organization and to diagnose the need for change and present a plan to transform the company, using Kotter 's 8-Step Approach. The following topics will be covered in this paper, company overview, diagnosis, Kotter 's 8-Step Approach, and Conclusion.

Organizational development (OD) is an application or process of building a greater level of efficiency within the organization. OD develops the ongoing effort geared for long-term effects. OD works to help management and employees on a variety of levels. Organizational development is perhaps unequaled in its ability to meet any type of organization needs. However, the solutions developed from the role of OD may not be necessarily interchangeable with different organizations (Grant, 2010).