A631.7.4.RB_FogartyShawn

            The Embry Riddle University courses of MSLD 630 and MSLD 631 in conjunction with additional articles and individual research provide an overview of organizational development. The two courses collectively present a view of managing change and organizational transformation. Our text illustrates two opposing ideas in that organizational development is viewed as a rapidly changing field keeping up with the times and conversely a simple “fad” that will become irrelevant in time (Brown, 2011, p. 425).

            Given my vast and robust knowledge in week seven of the second course I see the field of organizational development as an increasingly robust and expanding field. This field is likely to keep pace with current trends and future research about this field will provide new and exciting ways to evaluate and change organizations. The advent of new technologies will continue to call for this change. A positive culture to an organization is essential; this may call for change to processes and procedures that would impact all aspects of any organization. For instance, an organization cannot simply by new machinery to modernize without a proper implementation plan that would incorporate training, evaluation, and revision to processes and procedures. Change is not simple; to be done correctly it needs a ringleader (organizational practitioner) much like a circus. Someone that can run the show so all the stakeholders get to experience and benefit from of the change program.

            I do not see this field as a “fad.” There are already decades of research, utilization, and successful organizational change companies and programs in operation. Notable enterprises such as Bain Consulting Firm, OD Grid International, and The Center for Organizational Design have worked on multi-million dollar organizational change programs. Those that see organizational development as a “fad” are those that likely implemented a change program such as Total Quality Management against the wrong problems. By not conducting a comprehensive study of the root problem, they would have likely abandoned the change program (Brown, 2011, p. 425). The bandwagon approach to change will never work and leaders must be patient and dedicated for any change program to work. Constantly assessing and analyzing, making corrections as needed but most of all understand that change is constant. Following the conclusion of one change cycle is the beginning of the next change cycle (Brown, 2011, p. 425).

            To conclude, I see the future of organizational development similar to that as outline in our text. Organizational development will continue to be “a process design to increase organizational effectiveness by integrating the needs of the individual members for growth and development with the organization’s goals” (Brown, 2011, p. 429). Since the external environment will always, always, continue to change, so will the needs for organizations. This will inherently keep the need for organizational development alive. However, much like the external environment, the field of organizational development will have to change as well through innovative techniques and programs that support organizations needs.

References

Brown, D. R. (2011). The Challenge and the Future of Organizations. In An Experiential Approach to Organization Development (8th ed., pp. 420-444). Boston, MA: Prentice Hall.