History of the Organizational Development - Assignment Example

The initiative is supported by THDC’s business development incentives in the form of project grants, low-interest loans, job-training grants state income tax credits, and real or personal property tax (Terre Haute Economic Development Corporation, 2013).

Secondly, from a social responsibility perspective, this statement entails the improvement of social and cultural aspects of Terra Haute County by launching projects that preserve the environment and by implementing apprenticeship programs that help prepare young citizens for their future job applications.

Lastly, from an employer perspective, this statement involves the provision of a favorable working environment for all of its employees through the fostering of good corporate culture.

            From all of these perspectives, it can be claimed that THDC’s missions contribute to the attainment of business development and good corporate citizenship.

            Looking at THDC’s organizational structure, its top management is comprised of senior planners and partner investors. Its middle management is made up of managers who lead THDC’s various business functions such as sales, marketing, and engineering. 

1. Organizational Development (OD) Issues and Causes

            While THDC’s long-term and short-term corporate plans seem strategic, implementable, and results-driven, certain issues have arisen as regards its organizational development. Looking closely at the OD structure of THDC, it can be claimed that: (1) manpower pooling to fill in its sales department is relatively weak; (2) lack of competency development measures on middle management employees; (3) organizational unity and oneness has not been formed yet given the diversity of mindsets on the company’s culture and vision.  

1. Manpower Pooling of THDC

            Having a strong OD structure can influence the attainment of objectives set by any organization. Examining the current manpower pooling program at THDC, it seems obvious that the company emphasizes more on enriching its current business partnerships than investing in HR programs that encourage external job applications.

Reviewing the organization’s lineup of offerings, it can be claimed that there is logic to this move. For one, THDC emphasizes providing available commercial and industrial properties to business investors. The Vigo County Industrial Park, for example, features a 500-acre site with a functional underground power service, and ready-to-go services such as natural gas, sanitary sewer, potable water, and a fiber optic system (Terre Haute Economic Development Corporation, 2013). In addition to this, the Fort Harrison Business Park has greenfield sites that could be developed for new industrial structures—around 113 acres situated at the northeast corner of North Fruitridge Avenue and Steelton Road in Terre Haute, Indiana.

With commercial spaces in Fort Harrison Business Park that are yet to be constructed and sold, THDC must not only rely on its current roster of business partners but rather explore new investors who are willing to enter this type of business. Thus, THDC should up its line of sales team to strengthen its client prospecting initiatives, which could lead to productive meetings and other related engagements.  

2. Lack of Competency Development Measures

3. Fostering Organizational Unity and Oneness

4. Recommended interventions and reasons for choosing so

1) For Manpower pooling – intensify its marketing efforts through marketing programs that will encourage more applications

2) For lack of competency development – the creation of an HR plan to be formed by the immediate supervisor and the HR director

5. Expected hurdles and how to overcome them, and reasons for choosing such methods