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Organizational Development

Introduction

Organizational development is a strategy aimed at improving the results of an organization at various levels for instance, at individual and group level. Organizational development at any point is geared towards bringing an increase in terms of performance at organizational and more specifically at individual levels which has an impact at turning around the general image of the company or say firm in terms of the output realized in the performance of work at various points in the organization structure. Organizational development comprises a collection of many plans focusing on bringing change in form of interventions and trace its foundation on the humanistic-democratic values which aims categorically at improving organizational effectiveness for the employee whereabouts. It is paramount though to consider the task to be undertaken in the OD and without exception and the process for implementation of the process. Burke came up with a model that has seven phases; the entry, contracting, diagnosis, planning, intervention, change and evaluation.

There are a number of ways of landing clients in OD but I would prefer gathering for clients through adverts incorporation with the mailing services. Use of spam mails, and hyperlinks as well as the creation of official pages on social sites would serve a greater deal into ensuring that one lands new clients, after which one responsible for the marketing takes an initiative of taking into consideration other upcoming trends in the advertisement fraternity.

Building relationship with prospective clients in the service is one other important factor. It calls for the organization in question working on changing the firm’s culture and engaging them in proactive advertisement procedures. The clients should be involved in the activities of the organization to make them develop an interest in the services as well as the progress of the firm. These would be an effective way of motivating the prospective clients into subscribing to the company’s series of services and practices.

Conversion of prospective clients to active clients takes a number of steps though important is the marketer’s efforts into sharing information concerning the company for instance the financial data, the history and the current progress being made by the company into ensuring future development in the firm’s route map of success into making it better in terms of management, financial data, say for example the profits realized in the line of the organization’s business.

Negotiation techniques are important to making reliable and effective clients’ for an organization. Proper negotiation techniques that caters for good working relationship, addresses the issues of power and authority, clear and simple in procedure and not replace interpersonal and organizational development processes.

The VP would be either the product developer or the product services officer. In this case they would be my client and I would seek to give them a proper guideline on how to deal with system or say the customer upgrade services. I would ask them on how best they are applying as well as putting in effect the SWOT analysis in determining their way through in the business. SWOT would work well on their part in ensuring the company run in accordance to the current trends and recommended ways of handling customers. It would be a red flag for the company if the VP’s want to decide on what is to be upgraded instead of being advised on what they need to be upgrade in order to meet the customers’ demands and the market expectation. Focus should be put on consolidating the best way to deal with customers which is only achieved through incorporating their differences and coming together with a concrete solution.

 

References

Mayhew, D. J. (1999, May). The usability engineering lifecycle. In CHI’99 Extended Abstracts on Human Factors in Computing Systems (pp. 147-148). ACM.

Payne, A., & Frow, P. (2005). A strategic framework for customer relationship management. Journal of marketing, 69(4), 167-176.

Porras, J. I., & Robertson, P. J. (1992). Organizational development: Theory, practice, and research. Consulting Psychologists Press.

Reinartz, W., Krafft, M., & Hoyer, W. D. (2004). The customer relationship management process: Its measurement and impact on performance. Journal of marketing research, 41(3), 293-305.

Watkins, K. E., & Marsick, V. J. (1993). Sculpting the learning organization: Lessons in the art and science of systemic change. Jossey-Bass Inc., 350 Sansome Street, San Francisco, CA 94104-1310.

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