Dr. Adeniyi Mofoluwake. MPH 543 Leadership and Organizational Management. Week 7 Evaluation Report. Instructor Dr.

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1 Dr. Adeniyi Mofoluwake MPH 543 Leadership and Organizational Management Week 7 Evaluation Report Instructor Dr. Shantel Anderson Comparing and contrasting Organizational Development Strategies 1 P a g e

2 Organizational development According to Borkowski (2011); organizational development is a systematic process of addressing organizational issues or implementing change strategies. Organizational development can also be described as a planned process of change that uses behavioral science and a systematic approach in an organization-wide process to solve problems with an aim of improving the organization s effectiveness (Borkowski, 2011). Organizational development is a planned initiative. It might be based on a needs analysis and implement change using a strategic approach (Borkowski, 2011). Organizational development experts are being consulted in the health care systems to facilitate change initiatives and ensure the long-term viability of the organization (Borkowski, 2011). According to Borkowski (2011); the three main features of organizational development are; (i) Organizational development is applicable to an entire system. It does not direct change at single individual or team or unit or group in an organization. (ii) Organizational development involves the impact of behavioral sciences on the process of change. This is because the interrelationship of group dynamics, group processes and culture on the process of change is recognized as well as the huge attempt made at ensuring the process of change is successful. Also, the component of behavioral sciences in organizational development will enhance the organization s leadership s understanding of the psychology of change, the essential stages that will make change successful, the essence of critical mass and the preventive coping strategies that need to be implemented to overcome an anticipated barrier. 2 P a g e

3 (iii)organizational development includes planned change based on diagnosis, intervention, and redirecting, if the need arises. Organizational development views organizations as open systems and it is supported by multidisciplinary theories; it is based on continuous examination of the progress of the process of change and data; and it recognizes that if a part of the organization is impacted by change, an effect will be felt in another part of the organization (Borkowski, 2011). The process of organizational development For an effective intervention, three major criteria are needed; the extent to which it fits the organization, the degree to which it is based on casual knowledge of intended outcomes, and the extent to which it transfers competence to manage change to organizational members (Borkowski, 2011). Most organizational development practitioners use the Action Research Model (ARM) as a roadmap to implement change processes (Borkowski, 2011). The Action Research Model bases intervention on initial research, follows up the process through feedback using data analysis to deter mine the effectiveness of the process of change, adjust these interventions as the need be and feeds additional research using the results (Borkowski, 2011). The steps to the Action Research Model are; Identifying problems Consulting a behavioral science expert These are the entry and contracting stages (Borkowski, 2011). Gathering data and making preliminary diagnosis This is the stage of making a diagnosis (Borkowski, 2011). Making available feedback to a key group or a client 3 P a g e

4 Jointly diagnosing the problem by using data analysis to determine the focus This is the stage of planning and implementing change (Borkowski, 2011). Jointly planning the next course of action Acting by intervening This is the stage of evaluation and institutionalizing change (Borkowski, 2011). Gathering data to determine the effectiveness and or outcome of the change process (Borkowski, 2011). Categories of organizational development strategies According to Borkowski (2011); the broad categories of the types of organizational development interventions are; Strategic interventions; ensures organizational maintenance of a competitive advantage, marketing strategies and organizational performance issues by dealing with large-scale strategic issues in an organization. Techno structural interventions; deal with organizational design issues and or work design issues by addressing structural issues within the organization. Human process interventions; deal with issues between persons in an organization. Human resource management interventions; deal with human resource issues in an organization. Organizational development strategies (i) Team building (ii) Process improvement (iii)total quality management (iv) Work redesign 4 P a g e

5 (v) Structural change (vi) Training (vii) Performance-management systems (viii) Appreciative inquiry (Borkowski, 2011). Comparing and contrasting strengths and weaknesses of Performance-Management Systems and Process Improvement strategies Performance-management system intervention is composed of goal setting, appraisal, and reward systems. It involves designing a performance-management system in the absence of none or redesigning one in the presence of an ineffective one (Borkowski, 2011). The performancemanagement systems strategy is grouped into the human resource management interventions category (Borkowski, 2011). 5 P a g e

6 Public health performance management systems phases (adapted from Analytix, 2012) The phases of a performance management system are illustrated above. Performance management systems takes into consideration the mission and vision of an organization while implementing its strategy, processes systems and performance management. This eventually gives rise to behavioral changes and or actions and the intended results become evident with time (Analytix, 2012). Performance management strategies success depends on an organization s ability to equip its employees with needed skills and tools to enable them become responsible for their jobs, development and future. It possesses the ability to align an individual s performance with a department s plans in order to achieve an organization s vision, mission and strategies (Analytix, 2012). The performance-management systems strategy comprises goal setting, appraisal, and 6 P a g e

7 reward systems (Borkowski, 2011). It enables management and subordinates team up to identify goals, establish objectives and attain them (CiteHR.com, n. d.). The performance-management systems strategy aims at identifying appropriate mechanisms specific to an individual for measuring employee performance (Borkowski, 2011). Despite that Performance-management system interventions have the ability to help organizations define and achieve their objectives, align employee behaviors and positively impact an organization s performance; it encourages perverse behaviors, stifling innovation and learning, and it has little effect on decision making (Micheli & Manzoni, 2010). Examples of performance-management systems are; job reviews, salary increase processes, employee self assessments, manager reviews, e. t. c. (Richard, 2014). A process is the steps involved in the accomplishment of a job. Process improvement is described as making things better (Handbook for process improvement, n. d). Process improvement falls into the human process intervention category. It looks at work processes and the way an individual works within the processes (Borkowski, 2011). The process improvement strategy meets with team and or group members; observes their interaction, problem identification skills, problem solving procedures e. t. c.; makes available feedback to the team and counsels employees in an attempt to influence and change employee behavior (CiteHR.com, n. d.). The process improvement strategy aims at improving efficiency (Borkowski, 2011). Process improvement is a proactive task and an ongoing process. It identifies, analyzes and improves on existing business processes in an organization while optimizing and meeting new standards of quality. It can be complemented with sub-processes. Its successful implementation results in improved product quality, improved customer satisfaction and loyalty, 7 P a g e

8 increased productivity, developed employee skill and efficiency, and a higher return on investment. Examples are benchmarking, lean manufacturing (Appian, n. d.). The phases of process improvement are illustrated below. Process improvement identifies etiologies of unpleasant events happening in a work process by scoping, documenting and analyzing work processes. Process improvement improves on these etiologies by redesigning work processes and implementing the redesigned work process. Process improvement then manages the work process by operating the implemented redesigned work processes. Eventually, process improvement measures work processes to assess the level of improvement by reviewing and evaluating the implemented redesigned work process (University of Michigan information and technology services, 2013). 8 P a g e

9 Public health process improvement strategy phases (adapted from University of Michigan information and technology services, 2013). A successful process improvement strategy tells an organization the causes of events happening in a process and enables the organization to use this knowledge to reduce variation, eliminate barriers to customer satisfaction and improve customer satisfaction. It focuses on waste elimination (money, materials, manpower, time and opportunities) and enables jobs to be done at a cheaper rate, in a quicker and safer manner and in an easier way (Handbook for process improvement, n. d). 9 P a g e

10 Examples of process improvement strategies are; Expanding the scope of work an organization manages. This will include consumers, suppliers, partner, and employee e. t. c. This will require aligning goals and support systems to manage work between partners (Power, 2014). Targeting the increasing amount of work knowledge. This will be dependent on social collaboration tools. Reducing previously considered impossible cycle times to durations using quick experiments and more agile management processes (Power, 2014). 10 P a g e

11 References Analytix. (2012). Strategy and performance management. Retrieved from: Appian, (n. d.). What is process improvement in organizational development? Retrieved from: Borkowski, N. (2011). Organizational behavior in health care. (2 nd Eds). Sudbury, MA: Jones and Bartlett Publishers. CiteHR.com. (n. d.) Organization development interventions. Retrieved from: Handbook for process improvement. (n. d.). Retrieved February 21, 2014, from: Richard, F. (2014). Houston Chronicle. Examples of performance management systems. Retrieved from: Micheli, P., Manzoni, J. (2010). Strategic performance measurement: benefits, limitations and paradoxes, Long Range Planning, 43( 4), Retrieved from Power, B. (2014). Harvard business review. Three examples of new process strategy. Retrieved from: University of Michigan information and technology services, (2013). Process improvement. Retrieved from: 11 P a g e

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