Organizational Development: A Supplement for the Effective Organization

Abstract

Much can be said about the pros and cons of organisational development (OD) in today's ever-expanding and constantly evolving world of dynamic organisations. It may be argued that OD has even more of a place in today's technologically advanced world of change and economic competitiveness. This article will discuss how OD may enhance the effectiveness of an organisation within an evolving world. It is intended to contextualise OD and the process thereof, different phases in the Action Research Model and the necessity of training and development in OD. It will conclude with the similarities between OD andEmployee Assistance Programmes. KEYWORDS organisational development, action research model, employee assistance programmes INTRODUCTIONIn formulating the heading of this article, the authors stumbled upon the word 'supplement' and after giving it some more thought, found this word quite fitting and accurate with regards to the content of this article. Organisational development (OD) is to the developing, 2 successful, productive organisation what supplements are to the serious body builder. The word supplement is defined in the Cambridge Advanced Learner's Dictionary (2008) as "something which is added to something else in order to improve it or complete it" (p. 1464).In weight training terminology 'supplement' refers to any substance whether in powder, syrup, tablet, or capsule form, containing specific key ingredients, for example protein, carbohydrates, amino acids, glutamine, arginine, taken orally to enhance and or maintain muscle growth and endurance. It can thus be concluded in layman's terms that a supplement is something taken, used or utilised in order to help achieve specific results quickly and effectively.In the OD work environment the word supplement is rarely, if ever, used. The authors like to think of OD projects as the 'supplements' of a successful organisation, with the performance enhancing ingredients being assessments, interviews, evaluations, behaviour observation, action plans, problem identification and resolution, strategic planning, selection, training and development, and change management to name but a few. No major company or organisation can really achieve optimal effectiveness and productivity without some of these supplements.OD is not a quick-fix for organisational problems. The time period for completion of an OD project can vary but this would be determined by the nature of the issues being addressed and would be set out in the contract establishing the terms and conditions between the organisation and the consultant. There needs to be room for reviewing the work, extending it if necessary, bringing it to a close if required, or creating a way to sustain the momentum that has begun to take shape. French and Bell Jr. (1984) describe OD as a long-range effort supported by top management to improve an organisation's problem-solving and renewal processes, particularly through a more effective and collaborative diagnosis and management of organisational culture -with special emphas...

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