Report on Strategies for Contributing to Organizational Development

This report delves into the multifaceted aspects of organizational development, examining strategies for team development, training activities, and the creation of effective communication plans. It explores consultative processes aimed at maximizing employee participation in organizational development initiatives, along with management strategies designed to resolve conflicts and achieve consensus among individuals and groups. The report also covers the realignment of processes to support organizational development, including setting objectives, identifying change management techniques, and outlining specific activities and interventions within an organizational development plan. The analysis considers various factors such as employee engagement, health and wellbeing policies, and the implementation of new technologies to streamline processes. The report emphasizes the importance of employee training and the establishment of representative committees to address issues and implement changes effectively, as supported by the references to various academic sources.

RUNNING HEAD: CONTRIBUTE TO ORGANIZATIONAL DEVELOPMENT
CONTRIBUTE TO ORGANIZATIONAL DEVELOPMENT
Student’s Name
University Name
Author’s Name

2CONTRIBUTE TO ORGANIZATIONAL DEVELOPMENT
Table of Contents
Task 1.........................................................................................................................................3
1. Discussion of the team development and the training activities............................................3
2. Consultative processes for the maximisation of the participation to the organisational
development process..................................................................................................................3
3. Management strategies for the conflict between individuals or groups to achieve consensus
....................................................................................................................................................3
4. Development of the Communication Plan.............................................................................4
Options for surveying the benefits or loss for supporting the organisational development...4
Determination of the people who are supposed to take key role in the process of
organisational development....................................................................................................4
Task 2.........................................................................................................................................5
Strategies for realignment of the processes so as to support organisational development........5
1. Process to set objectives and strategies for organisational development...........................5
2. Identification of the technique of change management......................................................5
3. Setting out activities and/or interventions in the organisational development plan...........6
Reference List............................................................................................................................7

3CONTRIBUTE TO ORGANIZATIONAL DEVELOPMENT
Task 1
1. Discussion of the team development and the training activities
The factory workers’ issue have to be discussed openly with them. It might be so that
previously in the company, the worker’s issues were not being acknowledged in open
sessions. Sharing of vision can be an important tool in this context. The way their services
generate value for the company can be communicated to them and in turn the company’s
plans for employee appraisal can be discussed with them. The employed have to be provided
on job training by the in house engineers’ team so that they are able to bring more perfection
in the finished products they deliver.
2. Consultative processes for the maximisation of the participation to the organisational
development process.
The primary loopholes of the company are in the production unit of the company. The
employees might be facing some internal wager related or appraisal related issue and because
of which they are reluctant in the production process. This is why, at times the delivered
products does not match with the specifications of the clients. Such incidents incur financial
losses for the company, since all flawed products are converted in to scraps. Hence,
influenced from the opinion of Albrecht et al. (2015), it can be opined that the consultative
process should include an open session regarding the issue like personal grievances of less
adaptive technologies or any other issue that they are facing. Secondly, from the end of the
management, an arrangement for quality training should be arranged and the issues that is
incurred by the company if they fail to deliver would be communicated with the workers.
3. Management strategies for the conflict between individuals or groups to achieve
consensus

4CONTRIBUTE TO ORGANIZATIONAL DEVELOPMENT
In this context the management should have to acknowledge some basic issues from the
workers’ perspective. The works have some apathy regarding the working environment. They
are prone to health hazards in the factories. Hence, as per Karanges et al. (2015), the
company should formulate a health and wellbeing policy for the employees in order to ensure
their engagement with the organisational motives.
However, the workers should also commit that if their issue are acknowledged by the
company, they would take every possible step to mitigate the flaws in productions for which
te company have to incur huge organisational loss.
4. Development of the Communication Plan
Options for surveying the benefits or loss for supporting the organisational development
The employees’ motifs have to be recognised by the company in this context. The
reason for the repeated flaws from the end of the production team have to be realised. Tis
would help the company to realise what kind of control measures have to be implemented.
Determination of the people who are supposed to take key role in the process of
organisational development
The company have to form a representative committee constituting of executives who
would learn the issues related to poor wage or poor health conditions or pathetic workplace
conditions that they are facing and what are their expectations from the management. This
group would consist of the Chief and assistant HR manager and the employee union
representatives (Slack, Corlett & Morris, 2015). Other than that the production and sales
team executives would also be present.
Another committee of engineers have to be formed who would communicate with the
production team in order to assess the reasons for repetitive failures. The team of engineers

5CONTRIBUTE TO ORGANIZATIONAL DEVELOPMENT
would comprise of Senior Operations Manager, the product design team head and the
assistant supervising engineer and manager.
Task 2
Strategies for realignment of the processes so as to support organisational development
In order to facilitate this organisational change, rigorous training is required for the
employees of the organisation. The opening of savings bank account can e computerised and
the process can be conducted over an automated machine that the customers can access at the
customer service desks. The number of such counters have to at least 3 and at the most 10 for
a particular branch. The same machine would help the customers to apply for an ATM card.
They only need to fill out a virtual form for that. Regarding the process of loan sanction,
physical assistance is required (Teimouri et al. 2016). The purpose of loan requires manual
speculation. After the primary access granted by the bank, the customers can work out the
rest of the process by a self-help kiosk. However one bank representative would be present to
guide the customers regarding their experience.
1. Process to set objectives and strategies for organisational development
The counters or the bank branches where the rush of the customers is higher should be
selected first for the process. In case if this infrastructure is manageable by the limited
workforce of the branch, then the process would implemented on large scale. Besides, every
branch should have customer support IT professional who would help the customers to be
acquainted with the process. Other than that, the company should make all around publicities
in order to make the customers familiar with the process.
2. Identification of the technique of change management

6CONTRIBUTE TO ORGANIZATIONAL DEVELOPMENT
The process that is to be implemented by the banks would be promoted through ad
campaigns over all form of media. The customer assistance staff as discussed earlier, should
be present at the bank branches to assist the customers to be acquainted with the process. The
perceptions of the customers regarding the implementation of the policy should be also
prioritised by the company. As opined by Atkinson (2018), in case if the customers want
flexibility in the operations, the bank can help the customers by developing software
applications whereby they can operate the concerned processes by means of self-help kiosks
that would be placed separately in the branches. Again, some customers’ assistant should be
there at the branches to help the people with the process.
3. Setting out activities and/or interventions in the organisational development plan
It is essential the employees associated with customer transactions be trained in the
similar infrastructure. This would result in queue clearance at the banks faster and the service
receipt on the part of the customers would also be easy (Schoenmaker, 2016). In the initial
phase the banks would select 2100 most capable and experienced employees who would
experimentally implement the procedure. Two parameters would be considered. They are:
i) How much are the customer happy with the service of one window shopping
plan of the banks?
ii) How much ease of operations is the banks able to achieve?
The work of the employees in the initial period would be supervised by the IT staff who
would be allocated for managing the new software and the automated service machines.
These kind of staff would be present to assist the employees from the service end and the
customers from their end.

7CONTRIBUTE TO ORGANIZATIONAL DEVELOPMENT
Reference List
Albrecht, S.L., Bakker, A.B., Gruman, J.A., Macey, W.H. and Saks, A.M., 2015. Employee
engagement, human resource management practices and competitive advantage: An
integrated approach. Journal of Organizational Effectiveness: People and Performance, 2(1),
pp.7-35.
Atkinson, C., 2018. Disruptive trade technologies will usher in the'internet of rules'. LSE
Business Review.
Karanges, E., Johnston, K., Beatson, A. and Lings, I., 2015. The influence of internal
communication on employee engagement: A pilot study. Public Relations Review, 41(1),
pp.129-131.
Schoenmaker, D., 2016. The Banking Union: An overview and open issues. In The Palgrave
Handbook of European Banking(pp. 451-474). Palgrave Macmillan, London.
Slack, R.E., Corlett, S. and Morris, R., 2015. Exploring employee engagement with
(corporate) social responsibility: A social exchange perspective on organisational
participation. Journal of Business Ethics, 127(3), pp.537-548.
Teimouri, H., Chegini, M.G., Jenab, K., Khoury, S. and LaFevor, K., 2016. Study of the
relationship between employee engagement and organisational effectiveness. International
Journal of Business Excellence, 10(1), pp.37-54.