Organizationsshould be concerned about the process of organizational developmentbecause any inefficiency in the process leads to losses in terms oftime, customers, quality, employees and productivity.
Stage1: Anticipating the need for a change
Themanager develops a perception that the firm is in disequilibrium andneed some improvements. The manager needs to be sensitive to changesin the environment (Isa, 2014). For example, the appointment of a newCEO of AT&T ushered in changes in the management style when heinformed the top executives that the firm could no longer keep themas long as they did not mess up. Retaining the top jobs requireddemonstrated performance, not just obeying rules and regulations.
Stage2: Development of the practitioner-customer relationship
Aninternal organization development practitioner team may be initiatedat the level of the vice president to create an atmosphere for sharedresponsibility and relationship that is defined by trust (Isa, 2014).The practitioner assesses the weakness of the organization and offersa set of possible solutions. For example, the major weaknesses ofAT&T before the appointment of the new CEO included the lag incustomer contact, inability to track ROI back to the events, and highcost of production. The practitioner made a list of expected outcomesthat included enhanced decision making, faster follow-up, andadequate support tom sales teams.
Stagethree: Diagnostic stage
Thisstage involves the collection of significant data and theestablishment of the causal relationship. The AT&T main challengewas to determine the main causes of a decline in sales. This calledfor the establishment of the relationship between the lack of supportfor the sales team and the decline in sales.
Stagefour: Action plan
Thisstage involves the determination of the suitable organizationaldevelopment techniques that can resolve the challenges identified instage three (Isa, 2014). For example, AT&T selected the totalquality management, job design, and adequate support for the salesteams as the solutions for a decline in quality, sales, and laxity ofthe top executives.
Stagefive: Self-renewal and monitoring
Thelast stage involves monitoring of the organizational developmentprogram to determine is it brings the desired change. Theorganizational development plan should help the company have acontinuous improvement (Isa, 2014). For example, AT&T had tomonitor the effectiveness of the set of strategies implemented toimprove sales and enhance quality. Changes can be made if thestrategies do not bring the desired effectiveness.
Isa,N. (2014). Organizational development process. SlideShare Inc.retrieved July 13, 2015, fromhttp://www.slideshare.net/NajminaMdIsa/organizational-development-process-9999684