Organization development is a monitored and planned organization-wide aimed at maximizing an organization’s heart, efficiency and viability in response to changes, values, a mission, and vision in order to achieve organization’s objectives. However, organization development does not necessarily involve progress or improvement of organization’s instructional functions. Organizations are always changing and resizing, and always calling for reduction or growth. Just like a family with parents and children, organizations can be small and expand over time. Small children will also have their own family organizations when they grow up. During the process of development, the organization requires rules and guidance. Organization Development (OD) can be the result of growth or reduction. OD practice is the activity performed by OD team to track and monitor organizational changes. Therefore, whatever the size of the organization or its age or proficiency in the market is, its development is extremely important for its future and current prospects (Weisbord, 1987).
Organizational development includes all the efforts aimed at and directed towards the behavioral science that are able to reinforce the set of organizational knowledge, philosophy, expertise, productivity, improved service delivery, humanity and increased opportunities for the sole benefit of its internal and external publics in the long-run (Smith, 1998).
OD specialists are professionals who help clients and management change at the organizational level. Organization Development workforce carry out major responsibilities that will affect organizations, jobs, individuals, and society. Their role is the process of facilitating the organizational change, expansion, additional work force requirement, reduction, process initiation, and mapping. As far as the OD analysts are concerned, everything that affects the small or big changes within the organization is a Business Review Case.
Efficient management culture involves an organization’s attempts to improve its problem solving and re-energizing efforts. This acts as a change catalyst as applied in the behavioral science. However, scholars in organizational development argue that disciplinary and multi disciplinary approaches rather than behavioral science are the means that serve as organizational catalysts. This new trend is viewed as the interplay between various systems and procedures that have impetus to the organization’s procedures and general output.
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Organization development leaders are purely engaged in wholesome management that catalyses effective processes for efficiency-based methodology, since OD is an ongoing, systematic process to effect and implement organizational change (Weisbord, 1987).
It is also argued that OD is based on humanistic values such as providing opportunities. It is required that people should not only be human resources, but also human beings developing the full potential of all organizational staff, and the organization itself. This can only be done by providing the best opportunities to thrive as well as increase the efficiency of an organization in all its goals (Johnson, 1976). Additionally, an organization should strive to create an environment that provides exciting and challenging work as well as making it conducive for persons working in the organization in order for them to influence ways in which they relate to their productivity and environment.
As for a humanistic value, the treatment and recognition of workers as human beings with feelings, needs important to their life and everyday performance, is important. This is likely to improve their productivity pegging it on the fact that they will feel part of the organization, and each will ‘own’ the organization (Smith, 1998).
A Business Review Case investigation starts when the OD analyst receives a request from a client. Upon receiving the request, the business analyst examines the case and validates demands of the client at the departmental level. If the request concerns a process mapping, the analyst will identify the process, justify the need, and map the process in relation to other processes. If the request affects reorganization, the analysts will examine the request, contact the client, validate the information, develop the case, review the department functions, and provide a complete report before approval. If the request concerns the change management, the analyst will develop a change management case, validate, and get the authorization from top management and a change in the management team need to be assigned to perform the change management project. If the request is for title change, the analyst will contact the originating department, validate the request and perform the proper analysis.
During Business Review (OD practice), the OD team carry out many responsibilities, such as procedures review, process review, process mapping, develop organization objectives and goals, design the organization structure and layers, and identify the manpower requirement. After the OD project (Business Review) is completed, the final product is the operating organization that includes structures, departments, divisions, units, jobs, processes, procedures, documents, forms, buildings and offices, roles and regulations. Once the organization is successfully running, some jobholders maybe not are necessarily satisfied with their job grades. As a result, their direct managers may request job evaluation to promote the jobs.
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Assigning job grades is a part of the implementation stage but is often done after completing the business review of a project. The job evaluation process is not a part of the business review project. Evaluation of jobs is done independently for established jobs within the organization structure. Thus, it is highly recommended that Job Evaluation process is to be separated at the early stages of the Business Review (OD Practice) (Smith, 1998). Therefore, the conflict of interests may be prevented if Job Evaluators will not make their contribution into the development of Organizational Structures. The main reason for this is that they might affect the Job grade negatively as the number of staff reporting could be changed, or the responsibilities could be assigned at a certain part within the structure. In addition to this, the inflation of job descriptions aimed at reflecting more mental effort and job pressure may take place.
To conclude, all the humanistic values in the development of the OD improve the productivity of labor, enhance efficiency, promote the organization’s image and increase the interaction between the internal publics, external publics and management of the organization (Weisbord, 1987).
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