Organizational Development Paper

The process of organizational development can be explained in four phases. The first phase involves the identification of significant problems. The second phase involves finding appropriate strategies to deal with the problems. The third phase entails implementations of the strategies. The final phase involves evaluating the outcomes. [Move the period to follow the citation] (West Chester University, 2010, p. 1)

The outcome businesses are looking for with organizational development is a long term improvement of an organization. The goal is for the company to identify the problems and solve the issues on their own without the added expense of huge consulting firms.

Three different theories associated with organizational development have been identified the first one being the classical organizational theory. The classical theory was developed in the early 20th century and carried on up until the middle of the forties. The second theory was the humanistic organizational theory that developed in the forties. This theory was developed because of the lack of human pleasantries in the classical theory. The development of the humanistic theory brought in the human resources groups that benefited both the company and the individuals working. The third theory is the contingency organizational theory that is a better fit for today's society. The contingency theory is basically a design that fits in with the company existing situation lies. The company will make changes based upon the leadership needed at that time.

In order for a successful organizational change and development to happen the upper level management team has to be in agreement with the change coming aboard. Without the support or the upper level managers driving the efforts the efforts could end in failure. The managers have control of the resources and budget. Change management cost money and takes a time out of the workforce to make this happen. Another thing that has to happen is the planning. The upper management is in charge of the direction the company is going. The management also needs to be enthused about the change.

The organization needs to have a consultant ready to help with the change to minimize any chance for failure. The consultant is an outside voice of reasoning that has no interest other than success. Resistance from some of the employees is expected, however the consultants will be able to help manage through these issues. Some of the resistance can be from the upper management if they have not bought into the change. Acquiring a professional consultant will pay off in the end.