Organizational Development is a process of change that is applied in companies with the intention of improving, in the production process, machinery or changes in people's attitudes and behaviors through applications of continuous improvement and constant training in theoretical courses / practical; These activities can take one or several years, with the vision of carrying them out indefinitely due to the continuous changes or innovations that arise day by day in the world market. The Internet and social networks have changed the traditional forms of consumption, now they can be worldwide and with economic, fast and effective delivery of products from different countries which show various models that day by day enter the world market, making it necessary to remain in that economic dynamism,Organizational Development (which in the future of this work will be called DO) is an elementary process aimed at the effective solution of certain problems that affect or modify the work environment, productivity or efficiency and the achievement of the stated objectives (Cristancho, 2015).Key words: Change, models, efficiency.
What is Organizational Development (DO)
WG Bennis defines Organizational Development as “A response to change, a complex educational strategy whose purpose is to change the beliefs, attitudes, values and structure of organizations, so that they can better adapt to new technologies, markets and challenges, thus as at the dizzying pace of change itself »quoted in Angulo, (2012).
DO is a tool for change in organizations that allows them to take advantage of their resources in order to achieve efficiency and effectiveness (see Figure 1).
The DO aims (Sánchez, 2009):
- Develop work teams with high-performance personnel. Supply of information that involves workers in decision-making. Transactional analysis. Confrontation meetings where the problem is raised, proposals and, above all, agreements are reached that are fulfilled. Intergroup conflicts that generate distance between its members. Laboratory of sensitivity.
Figure 1: Dynamics of Organizational Development (DO) - Source: Idalberto Chiavenato, 2012.
In order for an organization to achieve its objectives, it must analyze various strategies to improve the organizational, technological and information structure and the interrelation that exists between them through the DO, both internally and externally, since there are elements that directly impact and influence the the organization as the social, political, economic, ecological environment and internally the personnel whatever their category or position and the organization with good or not good attitudes towards the organization, which have a direct impact on the work climate and culture, In addition to this, the management of technology by trained people, the experience, age, staff turnover, behavior of formal and informal groups that have direct results in individual and group production and performance, among others (Sanchez, 2009),the DO defines the objectives to be met to achieve a change within it and be perceived in its internal and external image, which will contribute to better sales and growth when the conditions are appropriate for it, since even if the conditions exist, if there are no the intention to grow, the organization remains in a static state (Cristancho, 2015).
Organizational Development (OD) process in an organization
- Create a climate of receptivity to recognize organizational realities. Diagnose, solve problems and unsatisfactory situations. Establish a climate of trust for all staff. Develop the potential of individuals. Develop the capacity for collaboration between individuals, work teams and groups, creating synergy with shared efforts. Make compatible, make viable, harmonize and integrate the needs of the personnel with the objectives of the company. Establish objectives, goals and purposes that allow developing and implementing strategic planning. Establish a climate of general confidence of all personnel. Develop the potentialities of individuals. Implement the establishment of objectives, goals and ends that guide strategic planning. Locate decision-making responsibilities.Develop the organization through the development of individuals. Perfect the information and communication system and processes.
Developing people within organizations is currently decisive in order to be competitive and remain in the market, their development and involvement in the production process can lead to success or failure for the organization, hence the importance of implementing educational strategies, synergies that impact on the following variables (Soto, 2015).
Figure 2. Variables of DO in workers - Own elaboration, 2019
These are factors that the organization must develop and ensure that its impact creates an acceptable work environment where the worker and the company achieve their determined objectives, allow them to grow and remain in the market (Angulo, 2012).
Organizational Development Models
Below are several authors who have developed DO Models in organizations, models that have been carried out in different social environments, times, companies or organizations and which can be taken as an example to propose their own model according to the characteristics of the organization. and the elements it has.
Figure 3. Various authors who have carried out research on DO - Own elaboration
Those who direct the administrative structure need to be aware of the need to make a change appropriate to the current dynamism, they must promote it with all those who make up the organization, creating awareness of everyone's contribution, improving their performance and delegating responsibilities in the various tasks of according to the needs that arise (Universia, 2013).
One way to generate a change in personnel is through constant training appropriate to the needs of the company, promoting participation, conviction and free and open communication in all senses in order to share ideas or proposals for improvement., breaking paradigms and thus obtaining good results, also seeking to encourage camaraderie at all levels (Valdez, 2009).
Reddin's model
His model is based on the fact that the administrator is required to be effective in a variety of situations and his efficiency can be measured in the proportion in which he is able to transform his style appropriately, to the situation of change, understanding with This will achieve excellent results and achieve the objectives set (Andrade, 2015)
Figure 4. Reddin's Organizational Development Model. Source:
Likert model
This model establishes that people are the organization and that the behavior assumed by subordinates depends on administrative behavior and the organizational conditions that they perceive (Soto, 2015). Likert identified 4 management models:
Figure 5. Likert system theory - Source: slideshare
Grid model
This model was created by Blake and Mouton (1973-1986) pioneers in the introduction of an integrated and programmed OD technology, claiming that organizational change begins with individual change, as a thawing mechanism, and that process problems in Interpersonal, group and intergroup levels must occur before changes in strategies and in the internal environment of the organization, establishing a model of a mesh composed of two axes, the horizontal axis represents the concern for production on a scale of 1 to 9 and a vertical axis represents on a scale from 1 to 9 the concern for people, which involves motivation, work environment and production results (Valdez, 2009),thereby achieving also determine the type of leadership manifested in these scales and detect deficiencies or qualities of those who are in this production process.
Figure 6. Blake and Mouton model - Source: studocu
Lawrence and Lorsch model
The contingency theory mentions that organizations operate as open systems whose survival occurs through internal and external balance, since the organization at no time is detached from external events, a society with values and a determined culture will influence the work environment (Unileón, 2014), a corrupt or crime-ridden society is likely to promote workers with few values, directly impacting the organization with theft or negative attitudes, lack of honesty, the optimal organization model is subject to the environment with which it is related, considering technology, the environment, political, social and economic, organizational behavior and organizational structure.
Figure 7. Lawrence and Lorsch model - Source: slideshare
Edgar Schein model
Schein (2013), presents the following model to study Organizational Culture, proposing that the following steps be carried out to achieve better efficiency in achieving the purposes:
- Analyze the socialization process of the new members. Use those notable, important or outstanding events that occur, to elaborate the biography of the organization using documents and interviews as sources of information, from the very origin of the organization. Analyze the beliefs and values of those who originated or represent the culture; It refers to key people, about whom their history within the organization must be elaborated. Analyze the information collected and that is considered pertinent, with special emphasis on unusual events or those that surprise due to their characteristics. Adaptability, sense of identity, capacity to perceive reality, state of integration, creativity, resources. Share this information with everyone so that it is known and it is not taken for granted that they know it.
This model analyzes since the worker is integrated into the organization and goes through the period of socialization, it is important that since the worker is hired there is an affinity with the objectives of the company to achieve in turn the development of their creativity and competitiveness, (Audirac, 2009) in a healthy work environment.
Figure 9: Organizational culture model according to Schein
The elements that make up the organizational culture are represented by:
- Level 1: Artifacts, audible, visible behavior patterns, technology and art Level 2: Values, personal interpretation of patterns Level 3: Assumptions and personal ideas that affect behavior
In this model, objective and subjective aspects that directly impact people's behavior are considered, since in an organization human resources can produce innovations as long as the conditions for this to occur are created, which allow the organization to improve and Staying in the market, sometimes human resources are seen as a high cost item and not as an investment, Organizational Development can be an option to optimize administrative processes and human situations and try a process of change and improvement.
Figure 9: Visible and hidden aspects of organizations
Model of Kurt Lewín
Defines change as a modification of the driving and restrictive forces that maintain the behavior of a stable system, to maintain the same state of the organization, when the forces are balanced, the levels of behavior are maintained and achieved, being necessary to increase the Forces that promote change or decrease what prevents it, or change both tactics, propose a three-phase plan to carry out the planned change (González, 2015).
- Defrosting: reduces the forces that keep the organization at its current level of behavior. Change or movement: it consists of moving to a new state or new level within the organization with respect to behavior patterns, habits, behaviors and attitudes. the organization is stabilized in a new state of equilibrium where culture, norms, policies and organizational structure are used, the new method is integrated as a part of normal work activity. Lewín maintains that these phases can be achieved in the following way when the problems that arise within the organization are first analyzed through a SWOT study.
Figure 10. Organizational SWOT. Source: Kurt Lewin (2016)
Marvin Weisbord model
It visualizes more as factors of influence in the members of the organization, the structure of the company with all its members, activities and organizational design, they emphasize planning, incentives or rewards to obtain better results in the production and quality of the activities a make, the salary is a basic complementary part for people to decide their permanence in the organization although it is not decisive, if it is important to consider it, since in many occasions the work environment also influences the permanence of people in the organization,The performance of people is analyzed to make a better valuation and locate the right person in the right position, avoiding subjectivity, using comparison methods or Likert scales to make the best selection of personnel, avoiding favoritism or the Halo effect. (González, 2015), in addition, the functions in the following areas that are described below are more supported.
Figure 11. Marvin Weisbord model. Source: González Castillo, 2015
Marvin Weisbord's model visualizes organizational structure and design through DO
Which considered the following aspects (Queb, 2017):
- Personnel, internal competences between organizational units.Collaborations.Remuneration standards.Delegation of authority.Hierarchies.Organizational control. Responsibilities. Performance evaluation. Rewards: the company must visualize whether they impact positively or negatively on employees. Useful functions: these help an organization perform its functions and processes effectively to operate effectively and achieve its objectives, in logistics, control, training, budgeting and planning. Relationships and interaction to make decisions and the way they are communicated. Leadership: is responsible for knowing and managing the influences that exist in organizations, communities or trends in the external environment.
Patríck Williams Model
It considers the organization as a system composed of several subsystems that interact with each other to have a total vision of the client system, preparing a comprehensive diagnosis through (Arias, 2012):
- A total vision of the organization. See the effectiveness of the efforts made to better do the activities with a vision of the whole. The organization is considered as a complex system made up of several subsystems that influence each other and their environment (see figure 13).
Figure 12. Patrick Williams three-dimensional model - Source: slideshare
The DO consists of achieving greater efficiency and productivity, maximizing profits and utilities, optimizing pre-sale and post-sale services with efficiency and effectiveness that enables compliance with established goals and objectives, based on the initial diagnosis with which the process to solve problems is analyzed, identify organizational dysfunctions and determine weaknesses, areas of disagreement, priorities and objectives with changes in work methods, products, organization and the work environment (Queb, 2012), the process of change involves:
- Diagnose and understand business problems. Develop a process that generates a strategic plan. Socialize the diagnoses, and the plan to find solutions to them, and implement the culture of Organizational Development. Implement work teams in the company. Evaluate each step and the results obtained with permanent feedback. Training, motivating, developing, establishing a healthy work environment, recognizing the reality of the organization and involving its human capital.
Figure 13. Phases of Organizational Development - Source: Own elaboration
Causes of failure of Organizational Development
When a new system is implemented in the organization in a natural way, people arise who agree or disagree in such a way that they only cause abnormal situations, below are some causes of the failure of Organizational Development (Ortiz, 2009):
- Negative attitude of workers. Resistance to change. When they do not know how to do things well. Lack of support at decision levels. Disregard the philosophy of the organization. Due to apathy, lack of interest or conviction of workers to carry out their activities well. By sabotaging company programs, preventing their progress and development. The imposition to implement Organizational Development and not having the support of workers. Not taking into account the worker.
In organizations people of different profiles work, their uses and customs must be respected, this aspect also favors the increase in productivity benefiting the organization and those who depend on it, a few decades ago it was not necessary for an entrepreneur to have university training, Today it is almost an exclusive condition to have business postgraduate degrees to act at managerial or management levels (Melis, P, 2017).
It is important not to create a culture of terror here, not about the one that stays or the one that leaves, but consider the culture that prevails in the organization, since with it uses, customs, sayings, communication, rumors, knowledge are shared. and reflect the way of being of people, various theories have been written that reflect human behavior and some strategies that can be implemented to detect deficiencies and in parallel these characteristics can be better exploited, in the case of Mexico the worker has a lot of initiative and can innovate, creating a suitable work environment produces better and with excellent quality (Almejo, 2015).
The DO must respond to the changes and current dynamics of the world in all senses with strategies that allow knowing beliefs, attitudes, values and the organizational structure to achieve efficiency, improve productivity, provide security and confidence in after-sales services., achieve being efficient, effective, make the most of the resources that allow low costs promoting an organizational health, the tendency of each model of organizational behavior is towards a more humane and open organization, discipline within and outside organizations is has become more a matter of self-discipline, than something that must be imposed externally (Audirac, 2009), the changes are initially generated by the top management of the organization and vary according to the situation,In the work environment, the fundamental purpose that must be fulfilled is to monitor it over time and accurately evaluate the results, to prevent and implement support strategies and achieve success.
Who makes the change in Organizational Development in organizations?
The person who makes the change must have characteristics and qualities as a stimulator to increase efficacy and / or occupational health, can act as a co-author, working with clients or with participants in the target system, with theoretical and practical capacity and training to guide the organization efficiently, with the following qualities (Arias, 2012):
- Generate valid data and useful information Create the conditions to generate alternatives and integrate the members to acquire a commitment Develop the potential of the personnel and their resources to achieve the planned objective
Figure 15. Change agent profile - Source: Castillo Girón, 2018
Conclusions
It is important to consider what the world dynamics are generating in almost all aspects of humanity, the needs, tastes, products change, day by day new products appear on the world market by different countries, in addition to the way of marketing by the producers is not only a local or national market, now the market becomes global at competitive prices, in addition to this the world corporations that dominate a large percentage of the markets can bring the cheapest products from other countries, given this it is important to consider a change in the organization (Andrade, 2015), Organizational Development is presented as an alternative for companies, so that the change is achieved and the company or organization can be competitive,It is necessary to offer innovations and above all allow it to remain in the market, some techniques to generate changes in the organization that allow it to obtain the achievements set out through (Castillero, 2016):
- Collect data to assess existing problems and company culture related to organizational behavior. Data feedback and confrontation discussing areas of disagreement and establish priorities for change. Planning actions and solving problems with activities or plans to support the changes aimed at solving problems. Development of teams to achieve intergroup interaction with good communication and trust that allows motivating members. Intergroup development: larger groups can be developed that include several teams, in this way the groups confront each other to to improve intergroup relations. Education and monitoring:evaluate the results of organizational development efforts and alternately develop complementary programs in the areas that are necessary to achieve additional results with the purpose of making the company more effective. Understand the organizational culture that prevails in the organization in order to to adapt strategies that consider this culture, in the case of Mexico it is important to highlight the religion, uses and customs, said, idiosyncrasies of the Mexican and take it positively, not negatively, since there are Mexican companies competing worldwide with Mexican people, which shows that if you can when this instead of threat it becomes strength.To understand the organizational culture that prevails in the organization in order to adapt strategies that consider this culture, in the case of Mexico it is important to highlight the religion, uses and customs, sayings, idiosyncrasies of the Mexican and take it in a positive, not negative, way. that there are Mexican companies competing globally with Mexican people, which shows that if you can when this instead of a threat it becomes a strength.To understand the organizational culture that prevails in the organization in order to adapt strategies that consider this culture, in the case of Mexico it is important to highlight the religion, uses and customs, sayings, idiosyncrasies of the Mexican and take it in a positive, not negative, way. that there are Mexican companies competing globally with Mexican people, which shows that if you can when this instead of a threat it becomes a strength.which shows that if you can when this instead of threat it becomes strength.which shows that if you can when this instead of threat it becomes strength.
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