Organizational Development: Role, Culture, and Change Management

This report provides a comprehensive overview of organizational development, emphasizing its role in improving efficiency and productivity. It explores the importance of change management, including the crucial roles of managers and supervisors in supporting change initiatives. The report examines the dimensions of organizational culture based on the Organizational Culture Profile (OCP) framework, providing insights into different cultural typologies. It also addresses strategies for minimizing resistance to change, particularly from middle management, and offers advice to top management on handling employee resistance during the introduction of new technologies, such as modern machinery in a textile manufacturing unit. The report suggests practical organizational development interventions, including honest communication, stress management, employee training, and negotiation to facilitate smooth transitions and ensure employee buy-in.

Running head: ORGANIZATIONAL DEVELOPMENT 1
Organizational Development
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ORGANIZATIONAL DEVELOPMENT 2
What is the role and importance of organization business development?
Organizational development is the utilization of organizational resources to improve
efficiency and increase productivity. As much as organizational development requires a
significant amount of resources and time, its role and importance are justifiable. As per Chaskin,
(2009) Organizational development helps to identify areas where change is needed in an
organization. Each need is analyzed and potential change is identified in a change management
plan. Organizational development serves as a tool for organizational growth. This is where an
organization is able to analyze sales projections and consumer demand and act accordingly to
stimulate company’s growth. Product innovation is a benefit of organizational development.
Organizational development assists in the analysis of different production element and comes up
with new ways which will be efficient and effective.
Organizational help in developing a communication avenue with employees about the
desired changes. This is because the need for employee development is necessary since there is a
constant change in the market and industry. This coerces and organization to ensure that the
employee skills are in tandem with the changing environment. An organization which is involved
in organizational development, takes into concern work process of efficiency and accuracy.
Evaluations are able to identify duplicate processes or process which needs to enhanced to
improve the quantity and quality of product.

ORGANIZATIONAL DEVELOPMENT 3
Discuss the dimensions of organizational culture based on: dimensions of Organizational
Culture Profile (OCP).
As much as an organizational culture cannot be immediately observed, a set of values can
be used to identify a culture of an organization. In this regard, researchers have come up with
different culture typologies. One of the typologies that have caught much attention is
Organizational Culture Profile (OCP) where culture is depicted in a set of values (O'Reilly,
Chatman & Caldwell, 1991). As per the OCP framework, companies that have innovative culture
are flexible and are adaptable to any changes that occur. Such companies are identified by a flat
hierarchy titles. Companies with aggressive cultures value most the competition and are keen on
being outperformed by competitors. In this regard, such companies fail to adhere to activities that
depict corporate social responsibility. Outcome- oriented culture as per the OCP framework are
those that value achievement, action and results. A good example can be a technology or
electronic company whose achievement leads to better revenue. Stable cultures are predictable,
ruled and bureaucratic. People-oriented culture are those that are supportive, fair and respect to
individual rights. Companies with team-oriented cultures are collaborative and encourage
cooperation among employees. An organization which is characterized with detailed oriented
cultures as per the OCP framework, pay attention to precision and details in the work process.
The organization should have safety culture as it impacts on the financial safety and also
the health safety of the employees. Through policies and programs, both health and financial
safety is guaranteed in an organization (McKinnon, 2013). Service culture in an organization
exists when employees are motivated to take customer-centric approach. This is where customer
needs are put first before any other needs.

ORGANIZATIONAL DEVELOPMENT 4
What are the most important things to do to get my managers and supervisors supporting
change management?
Managers and supervisors are the most important people when it comes to change
initiative in an organization. It should be noted that in times of change, even those who lead can
become a stumbling block and can resist the change that is brought to an organization
(McCalman, Paton and Siebert, 2015). Getting managers and supervisors to support change
initiative through stipulating their five roles in change management. One of the roles is
communicating about the change. Employees would want to hear about how they are going to be
affected by the change. An employee’s supervisor and manager are key conduit to pass such
information. Managers and supervisors should be the advocates for change, they should be
onboard for change even before their employees.
Managers and supervisors should be the coach for employees. There are mandated to
assist the employees as coaches in every step of the change. Managers and supervisors are
responsible for communicating with the project team and the employees to provide sufficient
details on the change. Managers and supervisors are the best suited to be able to deal with
resistance since they are close to their employees and are best suited to calm them and show
them the right direction.
How could you minimize resistance from middle management in implementing this change?
The traditional role of middle managers to include, planning, directing, controlling and
staffing. Since there has been a lot of changes in the contemporary management of organizations,
the role of middle managers have increased and at present, they are able to assume more enabled
and empowered roles in the management of organizations. In order to prevent resistance to

ORGANIZATIONAL DEVELOPMENT 5
change from middle-level managers, companies should ensure that they directly engage this lot
of managers in day to day organization of a company. In this way, they will not feel left out on
the incoming change. Introducing change at the right time is also necessary to avowing
resistance from middle-level managers. This is because this type of managers and used to the
daily operation of the organization and they tend to be used to the same routine hence
introducing change when it is necessary will prevent any resistance. Identifying the root cause
for change and acting accordingly. This will enable an organization to get reasons why middle
managers are resisting change and see whether the change can be customized to suit their
preferences.
The managing director of a well established textile manufacturing unit plans to introduce new
imported machines and modern methods of production. The workers in the factory numbering
around 2,000 are fearful of the change brought out and hence resisted in many ways. As an
OD consultant, how would you advise the top management to tackle the problem? What OD
inventions would you suggest and how would you implement them?
Employee resistance to change is natural and very common in the workplace. Employee
resistance to change is more common when it comes to the introduction of new technology to
assist in the operations (Frankel, 2012). For instance, in this case, where there is the plan to
introduce new machines to assist in the operation textile company, the two thousand employees
are expressing resistance. This this is because they gear there job security the most since
modernized machines are set to reduce the human labor. As the organizational development
consultant, I would advise the management often Textile Company to communicate the change
in an honest way to reduce the fears of unknowns early enough to also win the hearts of loyal
employees. Introducing stress management since it is understandable that change cab threatens

ORGANIZATIONAL DEVELOPMENT 6
employees’ self-esteem and morale. Providing training programs that will help the employees
adapt to the anticipated change early enough. Negotiating with employees is also important since
it will assist bring on board those who feel lost about the program.

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References
Chaskin, R. (2009). Building community capacity (p. 88). New Brunswick, NJ:
AldineTransaction.
Frankel, E. (2012). Management of Technological Change: The Great Challenge of
Management for the Future (p. 4). Springer Science & Business Media.
McKinnon, R. (2013). Changing the workplace safety culture (p. 144). CRC Press.
McCalman, J., Paton, P., & Siebert, S. (2015). Change Management: A Guide to Effective
Implementation (4th ed., p. 287). SAGE.
O'Reilly, C., Chatman, J., & Caldwell, D. (1991). People And Organizational Culture: A Profile
Comparison Approach To Assessing Person-Organization Fit. Academy Of Management
Journal, 34(3), 487-516.