Organizational Development Practices Research Articles

Organizational Culture and Leadership Style Among Local Government Unit of Davao del Norte, Philippines

This study investigates the relationship between organizational culture and leadership styles among Local Government Unit (LGU) departments in Santo Tomas, Davao Del Norte. A descriptive correlational research design was employed, with data collected from 108 department head employees using a sample size calculator. The organizational culture questionnaire was adapted from Dawson et al. (2011), while the leadership style questionnaire was derived from Marx et al. (2015). Respondents completed the questionnaires personally distributed and collected by the researchers. The findings revealed a mean score of 4.45 (very high) for organizational culture and 4.51 (very high) for leadership style. A significant positive correlation was identified between organizational culture and leadership styles (r = 0.573, p = 0.001), indicating that higher levels of organizational culture are associated with enhanced leadership styles. These results highlight the crucial role of organizational culture in shaping leadership behaviors within LGU departments. The implications of these findings are discussed about organizational development and leadership practices in public administration.

The Essence Of Reinvented OD: A Study On Organization Development & Organizational Development

Welcome to the World of Reinvented OD. Kurt Lewin (1947), the founding father of OD, played a key role in the evolution. Everyone comes with multiple experiences in organizations—from your family to your schools; churches, synagogues, temples, and mosques; workplaces; charitable organizations; government agencies; sports teams; social clubs; labor unions; and so on. Some of the experiences have probably been positive, while some have probably been negative. That’s the nature of the world in which we live. In today’s Volatile, Uncertain, Complex, and Ambiguous (VUCA) World, businesses undergo regular change, creating a need for continuous Organization Development. There are some of the approaches, which professionals in the field of OD use to turn negative experiences into positive ones and how good OD practice relies on solid OD theory can help organizations to be more productive, more satisfying, and more effective and efficient. Since Tomorrow’s World is different from Today’s World, the Essence of Reinvented OD (Organization Development & Organizational Development), is very much essential for the Organizations in all over the World. The purpose of this study is to explore the Organization Development & Organizational Development as the Essence of Reinvented OD, which are the evidence-based scientific & sense-making New Approaches, helps Organizations more effective, adaptive to change by developing, improving and reinforcing the strategies, structures & processes.

Job Satisfaction of Career Service Providers in Qatar

Job satisfaction has a great influence on the performance of organizations. It enhances the employees’ engagement and commitment towards their organization. Therefore, this research focuses on the job satisfaction of career service providers (CSPs) in Qatar. This field played a crucial role in facilitating successful career outcomes for individuals. This study mainly focuses on salary, job facilities, job security, work environment, administrative discretion, and community appreciation to assess the level of job satisfaction in career service providers. A quantitative research approach was used to collect data from 300 career service providers in Qatar. A structured questionnaire was designed and SPSS used to analyze the data statistically. The findings suggest that Qatari employees generally express high satisfaction with human resource practices, skill development, and overall well-being. However, the research identifies areas such as professional development opportunities, workplace culture, and cultural nuances that require more in-depth exploration. The study concludes by emphasizing the need to develop contextually relevant strategies for improving job satisfaction, retention, and career progression for CSPs in Qatar. The findings of the study inform organizational development and human resource practices to enhance the overall effectiveness of career services in the unique cultural context of Qatar.

Enhancing Performance and Work Ethics of Low-Educated Employees

This research examines strategies to enhance the performance and work ethics of employees with limited educational backgrounds by implementing business ethics and organizational development practices, with a focus on PT Medi Modular Luar Biasa (PT MMLB), an Indonesian healthcare infrastructure company. The research addresses the challenges faced by companies in managing low-educated employees, including cognitive limitations, communication barriers, and difficulties adapting to organisational changes, which often lead to suboptimal performance and ethical lapses. Through qualitative interviews with employees and management, the study reveals significant differences in how employees with varying educational backgrounds understand and implement corporate values such as integrity, and professionalism. The research highlights the need for ethical leadership and structured organisational support to address these challenges. The findings suggest that enhancing the ethical climate and providing tailored training are crucial for improving both performance and work ethics among low-educated employees. The study proposes interventions such as clarifying role expectations, reinforcing ethical guidelines, and fostering a supportive work environment to drive continuous improvement and employee well-being. The research contributes practical recommendations for businesses facing similar challenges, emphasising the importance of ethical leadership in shaping positive employee behaviour and organisational outcomes.

CULTURAL AND SOCIO-ECONOMIC FACTORS AFFECTING THE FORMATION OF LEADERSHIP IN ACHIEVING SUSTAINABLE MANAGEMENT: IN THE CONTEXT OF UKRAINE

New challenges for leaders in the field of sustainable management are awareness of cultural and socio-economic factors in the practice of organizational development and organizational change. The purpose of the article is to contribute to the existing body of knowledge through a systematic study of the influence of culture and socio-economic factors on the formation of leadership in the context of sustainable management. The research methodology includes a literature review, analysis of cultural and socio-economic aspects that influence the formation of leadership for sustainable management. The study is based on the analysis of empirical data obtained through questionnaires. The research results highlighted the impact of culture on leadership in Ukraine, some age differences in the perception of culture as an important element of the triad "sustainable management - leadership - cultural and socio-economic factors", the importance of socio-economic factors and the crucial role of education in the development of leadership for sustainable management. Leaders must adapt their approaches to management, considering cultural aspects, economic conditions and societal demands.

The Mediating Effect of Affective Commitment on the Relationship between Competence Development and Turnover Intentions: Does This Relationship Depend on the Employee’s Generation?

The main objective of this investigation was to study the effect of organizational competency development practices on turnover intentions and whether affective commitment explains this relationship. Another of the study’s objectives was to test whether these relationships vary according to the generation to which the participant belongs. The study sample consisted of 2123 participants working in Portuguese organizations. The results indicate that organizational competency development practices (training, individualized support, and functional rotation) negatively and significantly affect turnover intentions and that affective commitment mediates this relationship. However, these relationships vary according to the participant’s generation. For Generation Y and Generation X, this mediating effect is found in all dimensions of organizational competency development practices. For the baby boomer generation, there is only a mediating effect of affective commitment in the relationship between individualized support and turnover intentions. These results indicate that human resources should consider the generation to which the participant belongs when implementing competency development practices.

Organizational commitment as mediating between administrative creativity and job performance among department managers at Al Hussein bin Talal University

This study examines the impact of organizational commitment on administrative creativity and job performance among department managers at Al Hussein bin Talal University. Job performance refers to managers' ability to accomplish their job-related duties efficiently and effectively. Administrative creativity refers to managers' ability to generate innovative ideas and solutions. Organizational commitment is loyalty to an organization. Quantitative research will be used in the study. Surveys will be distributed to department managers at Al Hussein bin Talal University to collect data. The study will use validated measures of administrative creativity, organizational commitment, and job performance. To examine the relationships and mediating effects among the variables, statistical analyses will be performed, such as correlation analysis and mediation analysis. This study will impact human resource management and organizational development practices at Al Hussein bin Talal University. The university can improve department manager performance by fostering a culture that encourages innovation and administrative creativity. In addition, understanding organizational commitment can improve employee commitment to the organization.

Sense of Place and Sustainable Development: The Case of a Tibetan Luxury Enterprise

This study investigates how sense of place guides organizational sustainable development practices. Despite global phenomena, sustainable development challenges such as poverty and climate change are locally experienced and require local actions. Sense of place, which focuses on local phenomena, offers rich potential to understand organizations and sustainable development practices. This article presents an in-depth case study of Norlha Textiles, an enterprise implementing sustainable development practices in a nomadic village on the Tibetan Plateau. I apply an ethnographic approach to data collection through 3 months of fieldwork. I identified two forms of sense of place: emotional attachment and functional dependence, which can be disembodied from or embodied in the biophysical place. Then, I theorized organizational sustainable development practices in three pathways: maintaining, developing, and transforming place. This study advances organization studies on sense of place and sustainable development.

Organizational Resilience and Development Practices in Marathwada's Automobile Manufacturing

Organizational Resilience and Development Practices in Marathwada's Automobile Manufacturing

MacIntyre’s Manager and Congregational Development

My home diocese, the Episcopal Diocese of Maryland, has embraced the College for Congregational Development (CCD). In light of the fact that the CCD draws heavily upon organizational development theory and practice, I raise the question of how clergy respond to Alasdair MacIntyre’s critique of “the manager” in After Virtue. Given the unfamiliarity of MacIntyre’s book to many of my colleagues, I offer in this essay an exposition of MacIntyre’s critique of managerial expertise so that my colleagues can respond.

Embracing DDMT Teaching Model and Design Thinking for Organization Development

The multi-generational workforce presents challenges for organizations, as the needs and expectations of employees vary greatly between different age groups. To address this, organizations need to adapt their development and learning principles to better suit the changing workforce. The DDMT Teaching Model of Tsing Hua STEAM School, which integrates design thinking methodology, aims to address this challenge. DDMT stands for Discover, Define, Model & Modeling, and Transfer. The main aim of this study is to identify the organization development practices (OD) and gaps through interdisciplinary models such as DDMT and design thinking. In collaboration with a healthcare nursing home service provider, a proof of concept using the DDMT-DT model was conducted to understand the challenges in employment and retention of support employees between nursing homes under the healthcare organization. The paper highlights the rapid change in human experiences and mindsets in the work culture and the need for a design curriculum that is more relevant to the current and future workforce. The DDMT-DT approach can help organizations address these challenges by providing a framework for HR personnel to design training curricula that are more effective in addressing the issues of hiring and employee retention. By applying the DDMT-DT model, HR personnel can better understand the needs and motivations of the workforce and design training programs that are more relevant to their needs. The proof-of-concept research pilot project conducted with the healthcare nursing home service provider demonstrated the effectiveness of the DDMT-DT model in addressing the issues of hiring and employee retention. The project provides a valuable case study for other organizations looking to implement the DDMT-DT model in their HR practices. Overall, the paper highlights the importance of adapting HR practices to better suit the changing workforce. The DDMT-DT model provides a useful framework for organizations looking to improve their HR practices and better address the needs of their workforce.

A model-driven approach to adopt good practices for agile process configuration and certification

ContextThe agile development paradigm has been extensively adopted in the industry. This adoption is highly dependent on the knowledge and good practices applied by most experienced practitioners in organizations. Hence, it would be valuable to count on appropriate support to preserve and systematically use this expert knowledge in configuring agile development processes aligned with organizational standards. ObjectiveThis paper presents a model-driven approach for representing and selecting good practices to configure agile practices in development processes aligned with organizational development practices and quality standards. MethodWe define a conceptual approach for configuring agile development processes that fulfills enterprise good practices and external quality standards. This approach was implemented in a tool suite and applied to an industrial development scenario related to ISO 9001 certification. ResultsThe approach was implemented in a model-driven tool that provides automatic support for identifying good practices when configuring agile development processes. The tool also verifies consistency with development methods and quality standards, such as ISO 9001. ConclusionsThe results obtained from the industrial application indicate that practitioners can reuse expert knowledge to configure agile development processes aligned with quality certifications. Moreover, the approach also facilitates the tailoring of agile practices into concrete development processes that take advantage of organizational good practices.

The Organizational Change and Development Practices in Automotive Dealership

The Organizational Change and Development Practices in Automotive Dealership

Decision-making practices and instructional leadership styles of school administrators in Maddela I and II districts: Their correlation with organization development practices

Decision-making practices and instructional leadership styles of school administrators in Maddela I and II districts: Their correlation with organization development practices

Diagnostic and Dialogic Yachts Competing Round the Globe: How did They Fare?

As a practitioner recently turned scholar, my view is that organization development practices too often prioritize the organizational outcomes of change and, in doing so, overlook human outcomes. Using a personal experience from a round-the-world yacht race as a template, I explain how change practices can influence the lives of those involved. Halfway through the race, I switched boats from one managed with diagnostic practices to one managed dialogically. It was the dialogic boat that precipitated a more enriching human outcome. Here, I deconstruct the effect of these contrasting change practices on my experience.

Team Building and Appreciative Inquiry in Research and Development Teams

The changing nature of work has given rise to team-based organization structures. For making teams effective, organizations should train their employees in teamwork skills regularly. Team building is one of the training interventions often used by practitioners. The present study aims to assess the impact of team-building and appreciative inquiry training interventions in a controlled experimental setting. The impact of the interventions was assessed on the following dependent variables: group communication, group decision making, group performance, and group membership satisfaction. The sample comprised of 90 scientists of a Research & Development organization, randomly allocated to experimental conditions. The results revealed a significant impact of both the interventions. The Mean scores of participants exposed to either of the interventions were more than control group except in group membership satisfaction, where mean scores of only the appreciative inquiry group participants were higher than the control group. The results highlight the importance of both interventions in organizations. The study has wide implications for organization development theory and practice.

ORGANIZATIONAL AND ECONOMIC FUNDAMENTALS OF IMPROVEMENT OF ORGANIZATIONAL STRUCTURES OF BUSINESS ORGANIZATIONS

The article considers the need of transformations in the management systems of business organizations in modern conditions, which can be described as crisis – forming, as they are formed under the influence of a pandemic. The dynamic environment requires changes in the operation of business organizations due to different changes not only in demand in certain sectors of the economy and social groups (based on declining incomes), but also the impact of inflation in general, energy dependence on foreign sources and individuals, environmental factors, etc. To overcome the crisis, the operation of business organizations that need to change must be managed for their next usage in influencing on certain business elements. This means that the management system of a business organization must be adapted to changing conditions. The most inertial element of the management system of a business organization is the organizational structure of management (OSM). Management systems of business organizations, and especially their OSM, in most Ukrainian organizations do not correspond to their needs. Organizations that were established 30 or more years ago (in Soviet times) have, as a rule, management systems that are more or less correspond to the conditions of a stable environment of the USSR. Newly created business organizations, as research shows, form management systems without taking into consideration the modern theory of organizational development and organizational design practice (which is confirmed by the experience and efficiency of successful enterprises). Detailed analysis and diagnosis of the business organizations should be a prerequisite for their effective transformations. In the activities of Ukrainian business organizations we can observe more or less developed financial analysis based on standardized financial statements. However, it`s still hard to determine the real state of business organizations, because there was a loss of vital areas of economic analysis (use of fixed assets, stocks of various types, economic evaluation of resource markets, pricing options under the influence of individual factors, costs of core and ancillary activities, etc.). There is almost no organizational analysis (OA) and diagnostics as a basis for improving the management system as a whole and OSM as an integral part of it. It is known that the management system is a tool of controlled economic operation. The composition of the management system requires a combination of economic and organizational analysis: the managed system focuses on the evaluation of results on economic analysis, and the manager – on organizational analysis. To determine the synergistic effects of the system, it is necessary to combine these two components, which will serve as a basis for developing strategies for sustainable development of business organizations.

Generative Scholarship Through Prospective Theorizing: Appreciating the Roots and Legacy of Organization Development and Change to Build a Bright Future

How can Organization Development and Change (ODC) research and practice help create healthy, vibrant, and humane organizations and communities? This has been a guiding question for the field of ODC throughout a year-long series of activities (e.g., design meetings, webinars, and informal dialogues) linked to the 50th anniversary celebration of the ODC Division of the Academy of Management. In this paper, we provide our own reflections on this unfolding dialogue by proposing that ODC's future can be bolstered by leveraging its legacy and historical strengths as the basis to engage in a systematic approach for doing prospective theory-building ( Cooperrider, 2021 ), particularly on grand challenges like the transition to the Anthropocene. That is, we advocate for building theory that focuses on intentionally co-creating a better future rather than take it for granted or merely describing (and projecting) the past. In doing so, we believe ODC scholars and practitioners will be better equipped to create what we refer to as generative scholarship and write the next chapter for ODC as a revitalizing force in the world.

A Literature Content Analysis of Performance Incentives and Organizational Development Practices Focused on Nursing Job Satisfaction in Complex Health

In 2016, millennials surpassed Baby Boomers as the largest living generation in the United States. As more millennials have entered the nursing workforce, healthcare leaders have confronted a growing challenge of nursing shortages and high turnover rates for young nurses. Although nurses of all ages were pleased with their career choices, differences exist in how nurses in various age groups view job satisfaction, ideal workplace cultures, and workplace rewards. Generational differences among the nursing workforce have resulted in an increase in turnover, decreased retention, motivation, and job loyalty that have comprised the work environment of healthcare facilities. This inquiry uses an exploratory content analysis of the literature to understand the complex health administration challenges of creating managing, motivating, and retaining nurses.

The Role of Organizational Development in Achieving the Competitive Advantage of University of Hail as one of the requirements of The vision of the Kingdom of Saudi Arabia 2030

The current study aimed to identify the role of organizational development (curricula - strategies) in achieving the competitive advantage of the University of Hail as one of the requirements of the Kingdom's Vision 2030, and to achieve this goal the study used the descriptive method. The study reached a number of results, the most important of which are: Hail University has a high degree in applying the curricula of organizational development practices, and a medium degree in applying organizational development strategies. It also achieved a high degree in its ability to achieve a competitive advantage. A positive correlation with statistical significance at the level of (0.01) was found between the application of curricula and strategies for organizational development at the University of Hail and its ability to achieve competitive advantage as one of the requirements of the Kingdom's Vision 2030 as seen by the academic leaders. The strategy of values and re-education was the one that most contributed to predicting the amount of impact on the ability to achieve the competitive advantage of the University of Hail as one of the requirements of the Kingdom's 2030 vision, followed by the strategy of strength - oppression and finally the career approach, and at the end of the study it was recommended that for the success of the competitive advantage at the University of Hail, more reliance should be placed on the career approach in organizational development processes by developing the philosophy, mission, goals and strategies of the organization in response to changes in the surrounding environment.