Fixing Key Issues in Organizational Development

Fixing Key Issues in Organizational Development

The field of organizational development assures to make an important contribution to management theory and method. As an expanding body of information and techniques, it represents an innovative and fresh approach to increased effectiveness and planned change in organizations. It appears to be especially suited to meet the present and future demands of our society. There are, however, several key issues in organizational development which must be met if organizational development is to take its place as a significant and useful discipline for practicing managers.

The process of organizing, planning, leading, and controlling resources must be prevalent within an existence with the overall aim of achieving its objectives. The organizational management of a business needs to be able to make decisions and resolve issues in order to be both effective and beneficial.

As organizations continue to expand, the opportunities for workplace problems intensify. Small business owners and managers usually face one or more of the below-mentioned levels of conflict – Creating a great business of any kind is a challenging task, one that can be filled with demanding tasks and problems for organizations.

The key issues in organizational development over the past years are summed up below

  • Individual Employee Issues – Individual employee problems can be personality struggles, manager issues, personal anguish, or focus on the structure of the company. Management should know the reason for the problem and who or what keeps aggravating it. If there is no clear cause, then the reason could be insufficient or upsetting communications. For instance, a staff member in a scattered organization may feel they must answer to several supervisors if the social structure is not communicated clearly.
  • Team Problems and Disconnect – To perform well, teams must be committed to working toward an agreed goal. If they experience personal detachment from other team members, the team will not be able to perform its normal functions.
  • These issues are often a result of organizational or management communication collapses that confuse the team and personal common goals. Team leaders must offer constant feedback and create unity. When facing team issues, managers must identify the problem and take instant corrective action to avoid more serious performance breakdowns.
  • Organization-wide Problems – Simple employee or team issues can quickly expand to the whole organization if immediate reformatory action is not taken. This situation must be avoided at all costs, as it often results in the creation of groups, which are not in harmony with each other. If all the avoidance actions fail, be ready to take much more powerful corrective measures. These problems must be avoided by negatively changing the corporate culture which has been carefully polished to make the company a high-performing entity.
  • Absence of clear direction – Lack of direction is one of the most common organizational problems and it arises from two main causes: The leaders seldom discuss or list a well-considered direction or strategy for the future or they fail to communicate a logical message about the strategy to all members of the organization.
  • There are several activities to be carried out and the organization lacks the adjustments needed to gain the grip necessary to help the organization transform, adapt, and shape the future. These activities would ensure the organization’s long-term, sustained growth. Individuals lack an understanding of their role in the company. As a result, people become confident and satisfied to just show up, take care of today’s business, and hope that someone is in the leader’s place leading the company.
  • Difficulty combining varied personalities into a team – This can be a huge challenge, regardless of whether the team is part of a special project or an operating team in a production facility. People’s personalities differ widely, and the diversity of backgrounds, opinions, views, and experiences can cause challenges for teams. This creates a novel set of probable issues and opportunities. If it is possible to get people to come into association and support common objectives, a diverse team of leaders can produce amazing results.
  • Taking on the demands of customers and meeting the threat of competitors can work too. However, if leaders stay in their departments, protect their personal issues, fail to share information, refuse to collaborate on shared problems, or lack the ability to think with an ambitious mindset, the organization will under-produce.
  • Failure to develop key competencies and behaviors – In organizations, there are a lot of hardworking people who have good intentions. But, in spite of their experience in the industry and their technical talent, creating a high-performance organization is often still out of reach. Nearly everyone including senior leaders has many leadership weaknesses.
  • Sometimes leaders are aware of their behavioral shortcomings, while in other cases, they are blind to their leadership deficiencies. People inside the organization are often afraid to openly say what they think and helping enormously successful leaders with their weak spots can be tricky. Leading and managing an organization is a difficult task that requires a unique blend of skills. Leaders must use their natural strengths and improve their behavior. Without continuous improvement, an organization’s capabilities will be greatly limited.
  • Poor communication and feedback – There are numerous leadership teams in which there is a lack of honesty, constructive, and openness about the team members’ styles, skills, or behaviors. Without a culture of openness and feedback, organizations will struggle to grow. In fact, this is a key issue in organizational development. Many teams try to struggle through this somehow, enduring the bully. People often fear revenge if they open up, but the reality is that leaders can’t execute their strategies when people fail to communicate. This is an issue that must be overcome.
  • Lack of awareness – Building a dense organization takes hard work and a keen awareness of the culture and environment that exists in a business. Market conditions change fast. This demand huge portions of a leader’s time. Since executives are busy focusing on their many necessary operational distractions, many of them fail to remain focused. This means that communication suffers, and leaders fail to recognize people or invest time reviewing processes and better ways of working across functions. People then become disengaged and lose focus and commitment.
  • Turnover – Managers falsely attribute employee turnover to either the quality of the job offer or claim the employee wasn’t a fit anyways. The truth shows something quite different. Most employees leave their jobs because of their manager. Employee turnover is very costly in every organization.
  • Productivity – The manager of a team has a big impact on its effectiveness. They account for most of the variance in employee engagement. Employee performance depends on how effective their manager is. Despite these facts, most employees do not have an effective manager helping them in their performance at a high level. It’s hard to be productive if your manager doesn’t take advantage of your strengths, nor do the things that make you engaged at work.
  • Process Management – Managers determine the best process for their teams. Their decisions determine how things get done. Good managers do this by enabling and empowering the strengths of their team. People who focus on their strengths are more likely to be engaged in their jobs and more productive. Bad managers use politics which slows down the process and fail to resolve key issues in organizational development.
  • Leadership Pipelines – Leadership pipelines are found to be a top concern of executives. It continues to be an unresolved problem for many companies. Employee development begins at the managerial level, yet many managers aren’t doing it. They have plenty of excuses like other tasks piling up, demands to hit numbers, and many other responsibilities. Meanwhile, it continues to be the perk people want at work, and look for in future jobs.
  • Relationships with Customers – Managers set the example for how their teams treat customers. If they are careful and diligent, their team will be, too. If they’re blunt and brief, unfortunately, so will their team. If they are not worried about the customers well, neither will their teams. This can lead to big problems for leaders when bad customer experiences lead to major client issues.
  • Being more Innovative – Every company claims to be innovative yet fails to get beyond marketing claims. The best ideas are often aroused from front-line staff since they are closest to the needs of the customer.  Not every idea will be unique and managers need to learn to say no. Even worse, if managers take credit for their team’s ideas, they are discouraging them from coming to them with future ideas. Good managers listen to their team’s ideas and give them credit when they are worth it.

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Fixing key issues in organizational development is never easy but starting by improving your managers can have a major impact on most of them. Organizations are battlefields in which people struggle not to join the list of the unemployed. Few people expect to have job satisfaction; in fact, satisfaction is having a job. Many roads can lead to key issues in organizational development. Successfully solving these issues involves resolving the current problem right away to avoid a repetition of the problem. Though this is difficult to accomplish, it is necessary.