BUS599 - Integrative Project, Mod 2 Case Assignment Essay

BUS599 - Integrative Project, Mod 2 Case Assignment - Essay ExampleOrganization development (OD) strategies aim to improve brassal ability to key and assess its effectiveness to provide appropriate remedy or interventions to problems and issues (Tichy, Hornstein, & Nisberg, 1977). These utilized open systems which optimized a transparent explication of the inputs, throughputs, and outputs of the organizations feedback loop. This is hoped to motivate organizational members to participate in change processes (Burke, Coruzzi, & Church in Kraut, 1996 French & Bell, 1995 Harrison, 1987). Organizational development involved some models (Howard and Associates, 1994) that could facilitate the enhancement of deepening the understanding of organizational organization of categorizing organizational data interpret these data to generate meanings and to develop common organizational language. It feces withal identify vital variables of the organization and depict its traffic and impacts. Thi s is an empirical method of evaluation. It also uses comprehensive kind of analyses. The latter cover 1. Force Field Analysis (1951)- This is developed by Kurt Lewin developed this model of analysis. It is perceived as relatively simple and can be creatively visualized because it can depict the driving and retraining forces of an organization (Leadership Sphere, 2012). These driving forces encompass environmental factors and change management while the restraining forces may include limited resources and demotivated human resources that could bar organizational sustainability and development (Leadership Sphere, 2012). When these hindering and driving forces are identified, the organization can proceed to formulate recommendations to solve the problems and regain organizational balance. This model aims to bring about the state of equilibrium of driving forces to eliminate the restraining factors (Leadership Sphere, 2012). 2. Leavitts Model (1965) This refers to dominance systems, c ommunication systems, and work flow within the organization. This includes the use of technology (or machinery), tasks, and subtasks that are embed in organizations product and services (Leadership Sphere, 2012). This will also include the human resources designated to perform roles and tasks to attain organizational goals (Leadership Sphere, 2012). These variables are dynamic, interrelated, and interdependent. Any changes in each of the variable will impact to the other variables in a chained effect. Sometimes, the change in variables may produce compensatory or retaliatory change in the other variables. However, this model does not address the concerns on external environment that may affect the variables of the organization (Leadership Sphere, 2012). 3. Likert System Analysis (1967) This fundamentally addresses the concern on organizational motivation, communication, interaction, decision-making, goal-setting, control, and performance (Likert, 1967). While there is no interpre ter to depict this is as an analytical tool but this can be addressed by enhancing or using recommended systems of organizational management. This encourage democratization of decision-makings, participation, consultation, put to work of benevolent leadership and transformational leadership (Leadership Sphere, 2012). The framework originally has no standard scale strongly agree, agree, neither agree nor disagree, disagree, and strongly disagree. It used to have a customized scale labels for each question raised