Contribute to Organisation Development - Desklib

This document provides answers to questions related to contributing to organizational development. It covers topics such as determining current strategic plans, consultation for determining organizational culture, organizational development change process roles, data collection for problem areas, and more.

Running head: CONTRIBUTE TO ORGANISATION DEVELOPMENT
CONTRIBUTE TO ORGANISATION DEVELOPMENT
Name of the Student
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Author Note

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Questions and answers:
Q1: How would you determine how current strategic plans are aligned with goals of an
organisation?
The performance analysis graph and comparison from the past performance executions can
determine the effectiveness of the current strategies implemented. Moreover, collecting review
from the employees and monitoring the performance implementation and output gained can
reflect the usefulness of the strategies. When companies operational satisfaction is achieved,
the success of implemented strategies are rated positively (Mežinska, Lapiņa & Mazais, 2015).
Q2: What areas would consultation need to cover in order to determine the culture of an
organisation?
The notion of dealing a culturally diversified workforce and any conflict arising regarding
inclusion policies need consultation. Perception varies in human beings and a work culture has
to be comfortable and acceptable of operating with people from different sectors. The
behaviour, code of conduct and perception of the employees will be in need of consultation in
determining workplace culture (Rauws, 2016).
Q3: What are the 5 key organisational development change process roles?
The five organisational development intervention steps in change process roles are:
 Diagnostic activity: Analysing the position of the organisation referring to the current
state
 Building team: Designing workforce according to work efficiency offered
 Sensitivity training: Experimenting change
 Intergroup relationship: Understanding team members compatibility
 Process consultation: Assisting the management (Rowledge et al. 2017).
Q4: What types of data may be collected to inform on areas of the business that are
experiencing problems or need realignment?
Surveying the most negative comments received or highlighted in verbal communication.

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Feedback from employees and target audience as well as reports from team analysers can be
collected for asserting the situations of existing problems and finding effective remedies.
Business operations is highly dependent on consistent and transparent communication (Tian,
Risku & Collin, 2016).
Q5: What types of activities can be used to decide upon strategies and objectives?
Conducting strategy effectiveness analysis plans, communication plans, meetings and strategy
evaluation activities can decide upon the objectives. Assessing the risk analysis of the
company with its internal environment analysis can significantly reflect the need of new
strategies and implementation decision (Mežinska, Lapiņa & Mazais, 2015).
Q6: What are some of activities and interventions that maybe required to be included
within the overall organisational development plan?
Interventions like collecting feedback after planning the strategies are often conducted to
understand the transparency in the team and proceeding on with actual implementing strategy
team building. From the initial diagnosis phase of the development plan to evaluation, the
interventions of collecting feedback can be conducted to make the strategies more effective
and acceptable (Rauws, 2016).
Q7: Why do we need to develop communication/education plans?
The need of communication or education development plan is a comparison of the experience,
current performing capability and future expectations. To evolve from the mediocre stage to
excel at every level, the development plan is needed that consist of ideas and ways to evolve
from operating members (Rowledge et al. 2017).
Q8: What would you need to do in order to implement organisation development
activities?
Identifying the need of development is the first thing to be interrogated. Understanding the
need will reflect places where the dis-functionalities are sustaining and has to be changed. The
activities of development can hence, be sorted and clarified. The correct steps to be taken

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while analysing the need and strategy implementation is significant otherwise it may result in
unwanted outcomes (Tian, Risku & Collin, 2016).
Q9: What types of surveys can you perform in order to identify any loss of support for
organisational development programs?
Survey questioning the lack of support and understanding the development plans can identify
the concern. Therefore, the areas of improvement are asked from the target audience to
develop the loopholes. There may exist many points of dissatisfaction from the employees side
about the company can be reflected through surveys (Mežinska, Lapiņa & Mazais, 2015).
Q10: How will regular team meetings assist to maintain the organisational plan?
Regular meeting improvises the scope of knowing each other through personal and
professional approach. Communication is an important factor that helps connecting distant
poles of evidences. With regular communication, the evaluation of the organisational plan will
be revisited everyday conferring ways of improvement and development (Rauws, 2016).
Q11: What methods of communication can be used by senior executives to support team
members in reinforcing organisation development program?
Senior executives can conduct meetings in-group or in personal with the team members for
identifying issues and eradicating them for the development of organisational plan. Senior
executives emphasise on communicating and relating a transparent connectivity to the team
members where every action is consulted and reported to the authority for maintaining
consistency (Rowledge et al. 2017).
Q12: Evaluations on organisational development plans will consist of an analysis of three
main aspects. What are they?
The three main aspects of analysis that evaluation on organisational development consist are:
 Effectiveness: effectiveness of the plan implemented is assessed
 Accountability: accountability in interpreting the stakeholder worth is assessed

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 Opportunity: identifying the opportunities out of the implemented plan is assessed
(Tian, Risku & Collin, 2016).

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Reference:
Mežinska, I., Lapiņa, I., & Mazais, J. (2015). Integrated management systems towards
sustainable and socially responsible organisation. Total Quality Management & Business
Excellence, 26(5-6), 469-481.
Rauws, W. (2016). Civic initiatives in urban development: self-governance versus self-
organisation in planning practice. Town Planning Review, 87(3), 339-361.
Rowledge, L. R., Barton, R., Brady, K., Fava, J., Figge, C., Saur, K., & Young, S.
(2017). Mapping the Journey: case studies in strategy and action toward sustainable
development. Routledge.
Tian, M., Risku, M., & Collin, K. (2016). A meta-analysis of distributed leadership from 2002 to
2013: Theory development, empirical evidence and future research focus. Educational
Management Administration & Leadership, 44(1), 146-164.