Organization Development Approach Research Articles

Operationalization of Knowledge Capital in Promoting Performance Development Based on Social Return on Investment (Sroi) at Bumdes Bumi Arum, Tlahab Temanggung

The urgency of improving business performance is to make a contribution to the company, where the organizational development approach seeks to increase business solution capabilities. The problem faced by micro businesses in the Tlahab Village area is a decline in performance as indicated by sales results in business units. Each business unit has not been able to optimize the role of knowledge and entrepreneurial networking capital to encourage better performance. Theoretically, it is necessary to study the behavior of business owners in the context of building business performance based on a social profit approach. Social profit, focuses on business governance actions by incorporating the power of micro business networks in the Tlahab Village area. Social networks are important business capital, which has potential as locality-based intellectual capital. The ties between micro business networks, business owners and workers have the potential to be leveraged for business performance . This is supported by research conclusions that business performance is influenced by the leadership of micro business owners. It is necessary to study in more depth how the owner behaves in managing business networks.

An Organizational Leadership Development Approach to Support Health Worker Mental Health.

An Organizational Leadership Development Approach to Support Health Worker Mental Health.

Facilitators and barriers to implementing a specialized care unit for persons with cognitive impairment in an acute geriatric hospital: a process evaluation

BackgroundImplementing dementia care interventions in an acute hospital poses multiple challenges. To understand factors influencing the implementation, in-depth knowledge about specific facilitators and barriers is necessary. The aim of this study was to identify facilitators and barriers to implementing an interprofessional, multicomponent intervention of a specialized unit for persons with cognitive impairment in an acute geriatric hospital.MethodsWe conducted a process evaluation as part of a participatory action research study. For data collection, semi-structured individual interviews with fifteen professionals involved in the implementation of the specialized unit. We further conducted two focus groups with twelve professionals working on other units of the geriatric hospital. We performed a qualitative content analysis following Kuckartz’s content-structuring analysis scheme.ResultsWe identified the following barriers to implementing the specialized unit: uncontrollable contextual changes (e.g., COVID-19 pandemic), staff turnover in key functions, high fluctuation in the nursing team, traditional work culture, entrenched structures, inflexible and efficiency-oriented processes, monoprofessional attitude, neglect of project-related communication, and fragmentation of interprofessional cooperation. An established culture of interprofessionalism, an interprofessionally composed project group, cooperation with a research partner, as well as the project groups’ motivation and competence of managing change facilitated the implementation.ConclusionsThe implementation faced numerous barriers that can be described using the key constructs of the i-PARIHS framework: context, recipients, innovation, and facilitation. Overcoming these barriers requires an organizational development approach, extended project duration and increased process orientation. Furthermore, strategically planned, precise and ongoing communication towards all persons involved seems crucial. Differences between the work cultures of the professions involved deserve particular attention with regard to project-related roles and processes.

Performance of Administrative Reforms: Can the Organizational Development Approach Reconcile Utopia and Dystopia?

Performance of Administrative Reforms: Can the Organizational Development Approach Reconcile Utopia and Dystopia?

An Organization Development Approach to Branding: Lessons from Sustainability Pioneer Interface

Sustainability pioneer Interface, Inc.’s midcourse correction illustrates the impact of an organization’s ability to redefine its purpose beyond profits. Using Interface’s journey as a model, my team developed an Appreciative Inquiry-inspired and OD-based approach that supports organization change through the development of an authentic narrative that engages employees, innovates industries, and solidifies responsible corporate reputations.

A Compelling Beginning and More to Uncover

The article by Hastings and Schwarz, Leading Change Processes for Success: A Dynamic Application of Diagnostic and Dialogic Organization Development (OD), deserves close review by scholars and practitioners. Their research supports arguments that OD approaches can be meaningfully categorized as diagnostic or dialogic and that differences in those approaches have significant implications for organizational change success rates. Concerns about how one assesses a leader's mindset and counterpoints to the conclusion that oscillation between diagnostic and dialogic approaches is always associated with higher success rates are presented.

Responses to the Problem of OD Stagnation: A Tribute to Warner Burke

As our most qualified inspector, sage, and futurist for organizational development (OD), Warner has set the standard for what great organizational change and development should be. He has recently accused the field of being stagnant and in need of new approaches to organizational change. In his view, there has been no innovation in OD since appreciative inquiry was introduced in 1987. This article takes seriously Warner’s challenge and discusses positive organizational scholarship (POS) as a step forward in innovative OD scholarship. POS highlights some phenomena that have largely been overlooked in mainline OD articles, and the article provides illustrations of successful POS interventions relying on a POS–OD approach to change. A sampling of new OD-type intervention practices is introduced.

Scaling up malaria elimination management and leadership: a pilot in three provinces in Zimbabwe, 2016\u20132018

BackgroundFocus for improved malaria programme performance is often placed on the technical challenges, while operational issues are neglected. Many of the operational challenges that inhibit malaria programme effectiveness can be addressed by improving communication and coordination, increasing accountability, maintaining motivation, providing adequate training and supervision, and removing bureaucratic silos.MethodsA programme of work was piloted in Zimbabwe with one malaria eliminating province, Matabeleland South in 2016–2017, and scaled up to include two other provinces, Matabeleland North and Midlands, in 2017–2018. The intervention included participatory, organization development and quality improvement methods.ResultsWorkshop participants in Matabeleland South reported an improvement in data management. In Matabeleland North, motivation among nurses improved as they gained confidence in case management from training, and overall staff morale improved. There was also an improvement in data quality and data sharing. In Midlands, the poorly performing district was motivated to improve, and both participating districts became more goal-oriented. They also became more focused on monitoring their data regularly. Participants from all provinces reported having gained skills in listening, communicating, facilitating discussions, and making presentations. Participation in the intervention changed the mindset of malaria programme staff, increasing ownership and accountability, and empowering them to identify and solve problems, make decisions, and act within their sphere of influence, elevating challenges when appropriate.ConclusionsThis pilot demonstrates that a participatory, organization development and quality improvement approach has broad ranging effects, including improving local delivery of interventions, tailoring strategies to target specific populations, finding efficiencies in the system that could not be found using the traditional top-down approach, and improving motivation and communication between different cadres of health workers. Scale-up of this simple model can be achieved and benefits sustained over time if the process is imbedded into the programme with the training of health staff who can serve as management improvement coaches. Methods to improve operational performance that are scalable at the district level are urgently needed: this approach is a possible tactic that can significantly contribute to the achievement of global malaria eradication goals.

NAV Café – A Nemzeti Adó- és Vámhivatal személyi állományának utánpótlása, felkészítésük gyakorlati kérdései

As part of a new organisational development approach, the ‘Police Cafe’ method provided excellent opportunity to talk about a special student community, customs officer candidates and their future employer, the National Tax and Customs Administration (NTCA). Among the Hungarian authorities, this specific organisation combines administrative, law enforcement and investigative functions. At an outstanding location, in a comfortable atmosphere, with active dialogue and sincere expressions participants had a rare opportunity to learn about the expectations posed by the revenue authority for its new employees and also, how the cadets think about their chosen profession. Lecturers of the Law Enforcement Faculty of the National University of Public Service as well as senior managers from several sectors of the NTCA also attended the workshop where participants analysed very actual problems such as how to direct potential candidates to the organisation; how recruits should be prepared for the challenges of their service; how to integrate them into the staff and, in longer terms, how to keep new generation staff members within the agency? Feedbacks from the working groups indicated that not simply a change in our habits of thought is required, but additional development of effective training practices, the introduction of new communication channels, and improvements in the organisational culture are also needed for the success.

Constructing HR Systems Introducing an Organizational Development Approach: The Case of Nursery School Y

Constructing HR Systems Introducing an Organizational Development Approach: The Case of Nursery School Y

Knowledge management strategy: an organisational development approach

PurposeThe purpose of this paper is to formulate a knowledge management strategy model that aligns with the organisational growth stage and the characteristics of the business processes at every growth stage. The difference in characteristics at each growth stage has an impact on the characteristics of business processes, such as decision making and the period of process execution.Design/methodology/approachThis research focussed on three fashion companies in Indonesia, and data were collected using a historical case-study method. Data collection was performed through in-depth interviews with the business owners, directors and managers, by direct observation, and through the collection of secondary data from the companies’ documents.FindingsThrough this research, a knowledge management strategy based on organisational growth stages was produced. It was found that when an organisation is at the entrepreneurial stage, the knowledge management strategy focussed on humans with tacit knowledge as well as explicit knowledge. At the growth stage, a transformation of tacit knowledge into explicit knowledge, especially at the individual level, is required, whereas at the expansion stage, the focus of the knowledge management strategy is on a system usage at the organisation level.Research limitations/implicationsResearch using the case studies method has a limitation in the generalisation of the model. The knowledge management strategy generated in this study is unique to the fashion industry, where if the research were performed in other industries, there is a possibility for different results. Moreover, the characteristics of the business processes that are examined in this study are limited to the period of implementation and level of interaction. Other more detailed dimensions such as task variety and task analysability can be used to obtain more detailed characteristics of business processes.Practical implicationsUsing the knowledge management strategies model formulated at every growth stage, the company owner can specify a knowledge management strategy that suits the organisation’s goal. Also, the results of this research can provide information on the priority for developing a knowledge management system aligned with the company’s growth.Originality/valueThe knowledge management strategy formulation from the organisational development point of view has not been investigated previously. In fact, the needs of the organisation, along with its growth, will change. Therefore, this research provides a new perspective which is more dynamic and can be integrated into formulating the knowledge management strategy.

THE FIRST-YEAR EXPERIENCE INCORPORATING THE ORGANIZATIONAL DEVELOPMENT APPROACH AT KOBE TOKIWA UNIVERSITY

In Japan, the first-year experience that rapidly gained attention at the beginning of the twenty-first century was clearly positioned in 2008 as formal undergraduate educational programs (The Central Council for Education, 2008). The term “first-year experience” is defined as a “comprehensive educational program primarily created for freshmen” to promote their smooth transition from high school to university and to create successful academic and social experiences at university (The Central Council for Education, 2008). Thus, the first-year experience is a specific program with activities implemented by diverse universities to fit the unique needs of their first-year university students (Tachi, 2008). One important issue of the first-year experience within the undergraduate program has been identifying ways to guarantee the quality of education. Kobe Tokiwa University’s four departments (medical technology, nursing, child education, and dental hygiene) require students to gain strong abilities to collaborate and cooperate in teams to be responsible for future team medical care or a school as a team. Therefore, in 2018, the university implemented a first-year experience program that incorporated the organizational development approach instead of the conventional human resource development approach. This article shares our experiences using a first-year experience program that incorporates the organizational development approach, and we discuss the potential of this approach for the first-year experience. To estimate the effectiveness of organizational development approach in FYE, we analyzed and compared the interim data that were reported on students in 2017 and 2018 using a text mining method. By introducing this “Organizational Development” approach into the students’ first-year educational curriculum, results suggest that it is possible to “deepen self-understanding” and “cooperate in self-understanding of others” at an early stage of a student’s enrollment. It is thought that this approach could become another effective method for universities to use for training professional persons as interpersonal aid workers.

CMMI-DEV Implementation Simplified

With the advance technology and increase in customer requirements, software organizations pursue to reduce cost and increase productivity by using standards and best practices. The Capability Maturity Model Integration (CMMI) is a software process improvement model that enhances productivity and reduces time and cost of running projects. As a reference model, CMMI does not specify systemic steps of how to implement the model practices, leaving a room for organization development approaches. Small organizations with low budgets and those who are not looking for CMMI appraisals cannot cope with the high price of CMMI implementation. However, they need to manage the risk of CMMI implementation under their administration. Therefore, this paper proposes a simplified plan using the spiral model to implement the CMMI to reach level 2. The objective is to make the implementation more straightforward to implement and fit CMMI specification without hiring external experts. Compared to related implementation frameworks, the proposed model is deemed competitive and applicable under organizations’ conditions.

Exploring staff involvement in an organization development intervention in a school in the Kavango region, Namibia

The study is to explore staff involvement in organization development (OD) intervention in one of a rural junior secondary school in Kavango region, Namibia and aimed at determining the level of participation in change initiative and probing in participants’ perception and experience of the intervention process. In a democratic country such as Namibia every citizen is expected to bring change and participating in activities to improve their own institution for example School. It is a common practice among teachers of Ntokota School that they are passive to take action in change initiative for improving working relationship and Organization. This study introduced an OD intervention to a School in order to inspire the mindset of staff to be active in change initiative for School improvement by using bottom-up approach strategy of staff participation in series of activities that would enable them to improve and eventually moving the School to the intended goal. OD concept Model of seven steps was used for intervention and it is a participant driven that encourages staff to release their potential to initiate change for improvement. The study is located within qualitative interpretive and critical paradigm. Observation and semi-structured interviews were the main data collection tools used in the study. The researcher transcribed, grouped similar data into category, coded and translated data into a real meaning and identifies themes that address the research goal. The paper reveals that the absence of staff cooperation, involvement in the decision making processes, democratic leadership were the main factors perceived retarded the staff activeness in change initiative and participation. Staff viewed OD intervention as the most significance approach to change as it offers significant understanding and conception of change and embraced new approach of fostering democracy, inclusion of staff in the decision-making process, taking a decentralized decision and enhancing cooperation among staff. The study is of potential significance to educators and educational leaders to use OD approach for change to improve human working relationship and behavior in their own organization. It may motivate researchers to pursue OD studies and conduct OD projects with any organization of their choice.

Shifting the paradigm: reevaluating resistance to organizational change

Purpose The purpose of this paper is to challenge the existing paradigm of resistance to organizational change by offering a novel, interdisciplinary perspective. More specifically, this paper seeks to detach from traditional formulations of resistance to change and introduce a new paradigm, reevaluating resistance through the Good Lives Model (GLM) and the concept of Primary Human Goods (PHG). Design/methodology/approach This conceptual paper uses contemporary literature on resistance to organizational change to make the case that the existing paradigm is one of negativity and deficiency. The authors define resistance, as currently formulated, subsequently offering a new perspective through the GLM. The etiological underpinnings of the model are provided and the concept of PHG is defined to illustrate relevance in reevaluating resistance to change. Findings The paper illustrates that resistance behaviors are not individual problems of employees, which must be overcome for successful change. Rather, resistance behaviors are the manifestation of disruptions to the achievement of PHG. Moreover, the paper demonstrates the pursuit of PHG is an innately positive, human activity that change strategies should take into account. The Dialogic Organization Development approach is also integrated as a means to uncover priority goods and disruptions that may impact them. Originality/value The paper provides a novel reevaluation of resistance to change through the interdisciplinary application of the GLM and PHG. Further, the paper uses the model to integrate several fundamental theories of human motivation into one cohesive, consistent framework.

Leadership by design: intentional organization development of physician leaders

Purpose – The purpose of this paper is: first, to present a qualitative descriptive case study of the Mayo Clinic leadership and organization development philosophy and approach; second, to summarize a strategy for using intentional organization design as a foundation for culturally aligned physician leadership development and third, to describe the Mayo Clinic Leadership Model. Design/methodology/approach – This manuscript is a qualitative descriptive case study of the Mayo Clinic leadership development philosophy and approach. The authors reviewed the organization design and leadership development programs of a leading healthcare institution. In the systematic appraisal, the authors sought to understand the key features and elements of team-based leadership development and the supporting organizational characteristics that guide development with the use of a customized institutional leadership model. Findings – The authors identified four intentional characteristics of the multi-specialty group practice structure and culture that organically facilitate the development of leaders with the qualities required for the mission. The four characteristics are: patient-centered organizational design, collaborative leadership structure, egalitarian leader selection process and team-based development system. The authors conclude that organization culture and design are important foundations of leadership development. Leadership development cannot be separated from the context and culture of organizational design. Mayo Clinic’s organizational and governance systems are designed to develop culturally aligned leaders, build social capital, grow employee engagement, foster collaboration, nurture collegiality and engender trust. Effective organization design aligns the form and functions of the organization with leadership development and its mission. Originality/value – This qualitative descriptive case study presentation and analysis offers a unique perspective on physician leadership and organization development in healthcare.

Sustaining a good model of practice education in challenging times

The Bacon Report (2001) recommended an increase in the numbers of occupational therapists, physiotherapists, and speech and language therapists in Ireland. As a result four new programmes were introduced in 2003. These new programmes, along with the existing programmes, resulted in a significant increase in placement requirements, against a backdrop of public service reform and a challenging economic environment. A National Steering Group for Practice Education was established to oversee the development and implementation of a national model of practice education. Three key principles underpinned the development and implementation of this model i.e., the use of an organisational development approach, promotion of an interprofessional approach, and innovative models for delivering practice education. First, the use of an organisational development approach involved key stakeholders in all aspects of the process, thus promoting ownership and collaborative problem-solving.Second, the use of an interprofessional approach promoted collaborative working and the achievement of quality outcomes within relatively short time-frames. Third, the exploration of innovative models of placement delivery has been helpful in relation to increasing placement capacity. As well as benefitting students, some of these models have been positive for patients. The learning from these experiences may be useful for other health and social care professions.

Another kind of difference

Purpose – Argues that a new approach needs to be adopted if organizations are truly to be transformed into ones which could be characterized as diverse. Design/methodology/approach – Considers whether an authentic developmental approach could be undertaken as a means to ensure organizations are authentic, using case material from an authentic development program delivered in the context of a diverse higher-education institution. Findings – Shows that, in order to create and cultivate an authentic organization, the individual life stories of all employees in addition to the organization life story would need to. Practical implications – Considers that it is imperative, in order to demonstrate courage and commitment, that the program be commenced with the owners, board of directors (including non-executive members), the senior management team, human-resources team and new members to the organization as part of the induction or graduate training. Both direct and indirect resources would require long-term commitment (two-five years) alongside the recognition that employees of the organization may leave as they were either not suited to the corporate approach or there is a mismatch in values, which might necessitate additional cost. The program would be driven by external expertise as a safe environment needed to be created alongside a commitment to confidentiality. Finally, the results of the program would be aligned with the performance-management initiatives and other change initiatives adopted as a result of the outcomes identified. Social implications – Claims that today’s talent holds very different expectations of work and possesses a range of dissimilar values. In particular, the millennials – sometimes called generation Y, gen net, Google generation and technology generation – hold very different expectations about the concept of work. Furthermore, if successful organizations wish to remain attractive and retain their talent, they would need to cultivate an organizational-development approach that is best fit for today’s society. In order to achieve this aim, it is crucial that an authentic leadership approach is adopted. Originality/value – Presents case material primarily based on evidence from a study of millennials/generation Y/gen net/Google generation/tech generation who have explored their values and how these relate to the organization.

Application of a Multicultural Organizational Development Approach to Change in a Canadian Police Service

Application of a Multicultural Organizational Development Approach to Change in a Canadian Police Service

Organisational development, appreciative inquiry and the development of Psychologically Informed Environments (PIEs): part two: the pilot study and evaluation

Purpose – Part One of this duo of papers outlined the appreciative inquiry (AI) philosophy, a strengths-based “positive psychology” and organisational development (OD) approach which is intrinsically creative and generative, and has been found to work well in many fields. The purpose of this paper is to describe its application in homeless hostels and demonstrates the benefits of using AI with the staff and residents, as both a personal development and an OD tool for hostels who want to become a psychologically informed environment (PIE). Design/methodology/approach – This is a case study exploring a new approach to the development of a PIE. The background of the approach and the way it contributes to a PIE as described in Part One is briefly summarised, and the implementation pilot project is discussed; the appreciative conversation and the 5 D cycle are key AI “tools” which were used. The inclusion of positive psychology approaches is referenced. In addition, in the spirit of evidence-generating practice in PIEs, preliminary quantitative and qualitative findings are reported to identify the outcomes of the approach – including client motivation, desire to build positive relationships, and increased emotional awareness. Findings – Residents responded very well to the approach, and a high proportion continued to apply their learning, making major steps towards independent living. This was backed up by quantitative data demonstrating effective outcomes for the supported housing sector, and qualitative themes start to illuminate the psychological processes behind the outcomes. The openness of PIEs to alternative psychologies is further demonstrated. The model was rolled out to other Westminster hostels. Originality/value – AI is well-established as an OD process and less well known as a personal development approach; but has not previously been articulated as a tool for working with hostel residents or for developing PIEs. This strength-based approach is an alternative to some of the problem-based psychological approaches that have been used. In addition, the AI intervention illustrated defining features of a PIE such as reflective awareness.