Effective Administration and Accountability in Internal Structures - Research Paper Example

?Literature Review Table of Contents Introduction 3 2. Purpose/Problem ment 4 3. Methodology 5 4. Findings/Results 5 5. Conclusion 11 6. Implications 11 References 13 1. Introduction The changes that are taking place in the modern dynamic environment across the world are challenging the organizations to strive towards effective administration and accountability in their internal structure. As a result of the prevailing dynamism in the present world, managing the organizational administration has grown up to be a complex phenomenon and this complexity has been immensely impacted by rapid changes in the environment. The environmental changes are again stimulated by both internal and external forces as well (Getahun, 2003). Accordingly, the managers and administrators of an organization are necessitated to acquaint themselves with the required competencies that are of extreme importance for the success of the organizations. This indicates that the respective managers and administrators of various organizations globally should acquaint themselves with the latest knowledge, managerial attitudes and skills and other forces for enabling the organizations to manage the changes and also at the same time stand out in this competitive market. Thus, for achieving successful results and remaining competitive in the modern dynamic world, the organizations focus on several organizational developmental (OD) practices. The OD practices are built on unique core values and philosophies that ultimately guide the organizations’ actions and behaviors. The practices are considered value-based principles and include the five most important values. The first value is that of inclusion and respect of the opinions and beliefs of each and every individual for taking up decisions. Secondly, OD practices include collaboration that enhances the organizations’ cohesion with clientele in a comprehensive client system. The OD practices also accounts for authenticity and strive for congruence to enhance qualities of the clients. Self-awareness is another important OD practice influenced by the organizations which is aimed towards development of interpersonal skills along with self-awareness. Finally, the OD practice includes the aspect of empowerment that concentrates on helping every individual in the client organization with the objective of enhancing their empowerment and self-sufficiency that can transform the workplace into productive and satisfying working conditions (Sheldon, 2010). 2. Purpose/Problem Statement In the present paper, the role and the function of the OD practices in the successful performance of an organization will be invested with respect to various researches performed on the current scope of the organizational development. It is hypothesized that the organizations that concentrate heavily on the OD practices are more likely to achieve success than the organizations that follow traditional trend and does not consider the current dynamic environmental nature. The action plan for examining the hypothesis will be broadly discussed in the methodology section of this research paper and the findings from various researches involved will be presented in the next section. This hypothesis has been specifically chosen for the present research because OD is believed to be focused on transfer of knowledge and skills to the organizations so that the organizations become more capable of managing the future anticipated development (Cummings, 2004). This statement of the nature of OD instigated the notion of examining the effectiveness of OD and this is presumed to be accomplished by reviewing the performance of those organizations which undertake the practices in OD. 3. Methodology The examination of the hypothesis will be undertaken through review of six important literatures based on researches conducted by researchers during the past. The six important literatures have been collected through the help of scholarly articles. These produce significant literatures with presentation of the respective literatures’ adequate factors of reliability and authentication. The most important trait of finding relevant past literatures that should examine the hypothesis in the present literature is consideration of the most appropriate keywords and off target databases. Few of the keywords used during the research process of finding the scholars representing past researches on areas of the present research were: organizational change and development, relevance of OD practices, dynamic environmental forces and success factors. The databases that disembarked as a result of the search process were authentically evaluated and on the basis of advantages and disadvantages of each of the sources, the six literatures were selected to be used for examining the hypothesis chosen. 4. Findings/Results The research conducted by Weick and Quinn (1999) suggested that organizations are becoming increasingly concern about organizational development due to the pace of change taking place in the environment. The researchers have found that this pace is illustrated as the pattern of operation and characteristic rhythm and rate occurring in the organizations. In the research paper, the researchers had demonstrated an interesting fact with respect to the requirement of changes in the internal structure of an organization that is initiated by the changes. Changes had been explained as composed of two forms: episodic change and continuous change. The research findings also demonstrated that successful organizations firstly understand the organizational inertia and then undertakes comprehensive analysis regarding the adaptability of the changes that the organization is liable to (Weick & Quinn, 1999). This research paper helps in evaluating the critical success factors of an organization and also provides the basis for supporting the hypothesis that successful organization primarily considers the organizational development as an essential factor. However, this paper cannot entirely support the present hypothesis because it had not considered the reason of failure of certain organizations in the changing environment. Moreover, the successful organizations’ activities had been considered from the point of view of measures within the internal environment whereas the external environment forces such as that of the customers’ changing demands had not been considered during the research. The research work conducted by Denison and Spreitzer (1991) demonstrated a model based on the competing values of the culture of an organization by setting the values in the context of the developmental prospect of an organization. The researcher had underwent valued research because they, at that time, concentrated on the organizational activities towards change and development from the perspective of various quantitative measures that the organizations take for bringing about the desired changes. In this paper, the researchers had put emphasis on the necessity of examining the relationship between the prevailing values of the organizations along with definition of the structures of the organizations and meaning and values that each of the individuals hold who operate in the internal environment of the organization. The research paper has been considered significant from the point of view of analyzing the hypothesis assumed in the present research because this paper had provided a framework of competing values that each and every organization has to identify and most significantly needs to evaluate the degree of relationship between the values. This is because the values associated with the organization primarily helps the managers and administrators within the organization to take further decision regarding the developmental changes aimed towards the organizations’ success. The framework also helped in determining the organizational culture which is another important dimension to be considered in the modern dynamic environment (Denison & Spreitzer, 1991). Although the research paper can be considered a comprehensive approach towards the critical success factors of an organization, it fails to determine the factors for organizational development in the form of qualitative measures undertaken by the organizations. The qualitative factors undertaken by the organizations for coping up with the prevailing dynamic conditions in the world market had been ignored in the research paper. Hence based on the research findings, the hypothesis of the present research cannot be completely supported. However, based on the quantitative explanations demonstrated in the research paper, it can be concluded that successful organizations are those which value their internal strengths and base their OD practices depending on those values. The research conducted by Brown and Duguid (1991) presented the success factors in organizations through representation of the relationship between three important factors: learning, working and innovation. This research is a move towards recognition of human factors in the organizational development. The relationship had been demonstrated through the difference which individuals perceived between the modern forms of doing things and the earlier practices and values. The researchers argued that the difference between the successful and less successful organizations was best viewed through evaluation of the relationship among the three factors mentioned above. The organizations which can best measure the relationship are the successful ones and those which cannot fails to succeed in the competing world at present (Brown & Duguid, 1991). This literature has been reviewed because it adds a new dimension towards understanding of the organizational development practices undertaken by the organizations in the present world. The findings of the research suggested that the success of an organization is directly related to the initiation that the management takes towards measuring the relationship among the success factors and those organizations are more successful that can actually measure the degree of relationship. Thus, the research findings can be mentioned to be of supportive nature towards the hypothesis assumed in the present research. An important aspect of the success of organizations on the basis of organizational development had been presented by Lalonde (2007). The researcher demonstrated the importance of crisis management towards the organizational development. The advantages and disadvantages of crisis management in the arena of organizational development had been depicted by the researcher. The researcher had taken up this research to overcome two of the most important limitations of crisis management by earlier researches: first being the distinction made in this field by two important approaches, planning for crisis management and evaluation of the contingencies within the organizations. The other limitation in this field is that the previous researchers had never blended the case studies undertaken by them, although several case analyses had been done. As a result of less synchronization the crises seemed to be unrecognizable and possessed a tendency to occur repeatedly. Thus, the researcher in this research had taken care of all the limitations of earlier researches and had presented the crisis management comprehensively from the view point of organizational development (Lalonde, 2007). The research findings hold good towards examination of the present research in terms of finding the factors that organization follow during perseverance of organizational development. However, the research seemed to be concentrated on the dimension of organizational development and crisis management. This research has been chosen to be discussed for supporting the present hypothesis because the consideration of those organizations which have not been successful towards bringing in organizational development also needs to be considered. Crisis management is an important issue that organizations facing adverse situation should undertake in order to survive in the present competitive world. However, the result of this research had helped to conclude that those organizations which undertake crisis management survives in adverse situation and thus can utilize this management as an important factor of organizational development. The research by Bushe and Marshak (2009) had presented the divergence of organizational practices demonstrated in various journal articles and textbooks of organizational development. In the present times, various controversies and commentaries regarding the state of OD had aroused. This research paper has been considered relevant because the researchers focused on the importance of the founders of organizations’ traditional beliefs and values toward its prospect and evaluated the importance of perceiving continuous organizational development in the present dynamic world. The discussion had been kept concentrated on the various orientation and trends of the OD practices which are attributed towards evaluating the differences prevailing in the values which are directly related to the changes in expectations and needs of the market (Bushe & Marshak, 2009). This research paper holds value in the present research as the findings had been directed towards the modern amenities of the market which are essential to evaluate the performance of both successful and unsuccessful organizations. Performance evaluation of the successful organizations would provide the basis for organizational development and on the other hand performance evaluation of the unsuccessful organizations would reveal the reason of their failure so that future adversities can be avoided. On the basis of research findings, it can be concluded that the successful organizations are those which can adapt to the modern market beliefs and those which cannot adapt ultimately fails. The adaptation process determines the level of importance of organizational development practices. The research conducted by Beckhard (2004) has been ultimately considered to be taken up in the present research for finding support to the present hypothesis that bank on the situations where organizational development becomes essential. The researcher had presented various situations in organizations that demand organizational development, among which the following three have been considered to be of immense importance. Firstly, the organizations need to undergo organizational development when the managerial strategy needs a change or modification. This requirement is with respect to the internal environment of the organization. Secondly, organizational development is essential when there is a necessity of changing the organizational climate, consistent with the needs of both the internal organizational members as well as those of the external environment. Environmental needs are composite of the changing preferences of the customers. Thirdly, the necessity of organizational development arises when there is need of transforming the organizations’ cultural norms. This is also an internal prospect of the organizations where managerial recognition is essential for making the cultural beliefs adaptive to both the internal as well as external environment. The research findings also suggest that the organizations that fail to realize the need of organizational development pertaining to the above mentioned requirements are less likely to survive in the present competitive market (Beckhard, 2004). This research is relevant towards supportive actions for the present hypothesis because the findings precisely suggest that organizations in order to become successful must be complacent with the organizational requirements so that organizational development practices can be initiated on time. 5. Conclusion The literature review that has been conducted based on the supportive and the opposite facts towards the hypothesis presumed suggests that although the success factors of the organizations are dependent on its adaptive nature, organizations should primarily focus on building up their core competencies through complete review of the internal environment. The internal review helps the organizations to recognize their inner strengths and weaknesses so that timely and accurate actions can be initiated towards organizational practices. Developmental perspective of organizations is an essential facet in the modern dynamic environment and it has been evaluated from the literature review that only those organizations become ultimately successful which can behave adaptively to the market dynamism (Cummings & Worley, 2008). In order to operate competitively within the modern market and to face the market dynamism effectively, the issues that organizations need to consider have to be related to the changing preferences and requirements of the external environment. In order to be aggressive in the external changing environment, the organizations must behave in a way so that required development arises with the use of the best practices (OD practices). 6. Implications The literature review conducted on the present topic implies that for an organization to operate effectively in the market and create competitive advantage in the modern dynamic environment, it is essential to focus on both the internal as well as external environment necessities. In relation to the fulfillment of internal necessities of the organizations, it is the responsibility of the managers and the administrators to work cohesively with the organization’s members and strive towards bringing the most desired transition within the organization. The research findings suggest that in future, researchers can uphold research initiatives towards the effectiveness of the organizational development practices in the cycles of new product development. New product development is often accompanied by the transformation in various forms within the internal organizational environment. The effectiveness of OD practices can be researched in the future during these crucial phases of every organization, be it product or be it service. Another implication for future researches that evolved from the present literature review conducted is that organizational development can be utilized for developing core competencies of the organizations. Core competencies are those factors that require complete review of the available resources of the organization and review in this prospect demands recognition and realization of every internal factors of the organization. The review of internal environment of organization is also essential in forming OD practices. Thus, future prospect prevails in this area where organizational development circumstances can be effectively utilized for developing the organizations’ core competencies. References Beckhard, R., (2004). What is Organizational Development?. Product Data. Retrieved Online on May 04, 2011 from http://media.wiley.com/product_data/excerpt/64/07879842/0787984264.pdf Brown, J. S. & Duguid, P., (1991). Organizational Learning and Communities-of-Practice: Toward a Unified View of Working, Learning, and Innovation. Organization Science. Retrieved Online on May 04, 2011 from http://www.idi.ntnu.no/grupper/su/publ/ese/brown-duguid91.pdf Bushe, G. R. & Marshak, R. J., (2009). Revisioning Organization Development. Journal of Applied Behavioral Science Online First. Retrieved Online on May 04, 2011 from http://www.organizationchange.org/media/download_gallery/2009/BusheMarshak--RevisioningOD.pdf Cummings, T., (2004). Organization Development and Change. Foundations and Applications. Retrieved Online on May 04, 2011 from http://media.wiley.com/product_data/excerpt/79/04718773/0471877379.pdf Cummings, T. G. & Worley, C. G., (2008). Organization Development & Change. Cengage Learning. Denison, D. R. & Spreitzer, G. M., (1991). Organizational Culture and Organizational Development: A Complete Values Approach. Portals. Retrieved Online on May 04, 2011 from http://www.denisonconsulting.com/dc/Portals/0/Docs/paper_competing_values.pdf Getahun, D., (2003). Organizational Development as a Framework for Creating Anti-Poverty Strategies and Action. eTools. Retrieved Online on May 04, 2011 from http://info.worldbank.org/etools/docs/library/114925/eum/docs/eum/ethiopiaeum/Module2OrganizationalDevelopmentEth.pdf Lalonde, C., (2007). Crisis Management and Organizational Development: Towards the Conception of a Learning Model in Crisis Management. Organizational Development Journal. Retrieved Online on May 04, 2011 from http://business.yru.ac.th/files/project/journal%20management/t14.pdf Sheldon, B., (2010). Principles of Organizational Development Practice. Island 94. Retrieved Online on May 04, 2011 from http://www.island94.org/2010/04/principles-of-organizational-development-practice/ Weick, K. E. & Quinn, R. E., (1999). Organizational Change and Development. Annu. Rev. Psychol. Read More