ORGANIZATIONAL DEVELOPMENT PROCESS

ORGANIZATIONAL DEVELOPMENT PROCESS 2

Introduction

Organizationaldevelopment is described as a set ofbehavioralscienceinterventionsand

techniques meant to plan andimplementtransformation inwork settings. Organizational

development comprisesa wide range of activities, procedures, andtheories that are familiarized

within a work setting so as to improve the organization. This planned process of change elicits a

transformation in the culture of the organization through the application of behavioral science

research, technology, and theory. Additionally, organizational development seeks to improve

both organizationalandindividual well-being andeffectiveness through the appreciation of

human and organizational growth (Madsen, 2016). For an organization to transform, there are

requirements that should be available and they include plan, technology, structure, and industry

processes.

Organizationaldevelopmentprocessskills the managersshould use

Organization growth requires behavioral science values and transformations that will

make the organization more functional and as well as successful. An organization faced with

high turnover, low morale, increases stress within the workforce, and outdates software

applications needs a transformation from the top to down so that to identify what changes are

required and how the transformation will result into high performance (Anderson, 2015).

Therefore, the executives needto work as self-governing experts so thatthey can carry out

organization development effectively. For this to happen, executivesshouldidentify a processof

carrying out the change. The processoforganizationalprogress is an intentionally considered

andsystematic procedure that will make a company more successfulby applying different

interventionsin the structure ofmanagement. The key interventions thatexecutivesshould

practice include respect and empowerment, enclosure, democracy, self-awareness, and social