The role of OD and HR in Restructuring Organisations
Introduction
In this contemporary city, changes are the only constant. Billy Joel said; “We’re on the verge of all things new.” This implements that we need changes to fit in the environment that we work in, and in order to do so, many efforts from different factors are requisite to achieve changes. To comprehend the goals of organisation development, it is necessary to have a rough idea of what an “ideal” effective, healthy organisation would look like, and explore the characteristics of the ideal end result of the changes.
French Bell Zawacki (2000) defines an effective organisation is one which:
The total organisation, the significant subparts, and individual, manage their work against goals and plans for achievement of these goals.
Forms follow function (the problems, or tasks, or projects, determines how the human resources are organised).
Decisions are made by and near the sources of information regardless of where these sources are located on the organisation chart.
The reward system is such that managers and supervisors are rewarded (and punished) comparably for: Short term profit or production performance. Growth and development of their subordinates. Creating a viable working group.
Communication laterally and vertically is relatively undistorted. People are generally open and confronting. They share all the relevant facts including feelings.
In the second point where Zawacki (2000) defines that forms follow function. It elaborates that changes are due to the problem we meet today, causing a domino effect leading to change. It is due to the problem that has already occur or exist in the current the corporate culture or work process that we need changes to overcome the difficulties in the organisation operation. Leading to the next point of Zawacki’s definition, after an organisation had identified the problem, there will be...