Organizational Development Proposal

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Feb 20, 2024

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1 Organizational Development Proposal Sherika Harris The University of Arizona Global Campus BUS370: Organizational Development Jennifer Familant February 9, 2024

2 Organizational Development Proposal Kansas City Center Hospital's outpatient surgical center faces low nurse staff morale and strained relationships between physicians, unit managers, and nurses. The CEO, DON, and HRM are concerned about losing doctors due to their haughty conduct and lack of leadership. The hospital seeks an organizational development consultant to help the facility regain unity and overcome difficulties. This intervention will provide direction and collaboration to develop and bring unity back to the hospital. The Problem Lewin's three-step model addresses organizational change, unfreezing, changing, and refreezing. It emphasizes preparing the organization, implementing necessary changes, and ensuring they are integrated and sustained within the culture. The action research process involves collaboration between researchers and members to diagnose, implement, and evaluate outcomes. The problem addresses the issue of declining employee morale and productivity following a restructuring process, which is considered an organizational change problem in Organizational Development due to the uncertainty, role changes, and potential layoffs that can significantly impact job satisfaction. City Center Hospital faces a significant issue of low staff morale, hindering productivity and the hospital's objectives. The CEO, DON, and HRM are concerned about the declining morale of nurses and their impact on their work. Addressing these disparities is crucial for the hospital's goals. The CEO is concerned about potential doctor departures and suggests resolving these issues to maintain staff. The CEO, DON, and HRM must work together to increase hospital productivity and profitability, recognizing the value of employees in business development and progress and creating unity among physicians, nurses, and unit administrators.

3 Action Research The City Center Hospital demonstrates using Organizational Development (OD) to enhance performance through action research. Participants must reflect on their initiatives, improve fairness, and understand the necessary scenarios. Teachers and OD consultants must anticipate and prepare for obstacles using strategic planning, a realistic execution plan, and post- intervention evaluation. Human resources are critical for organizations like City Center Hospital, and interventions attempt to improve people's performance and productivity, which requires good communication and stakeholder involvement. To increase nurses' morale and recognize their successes, the hospital might develop a training program and performance certificates. Leadership might build career development strategies to respond to changes. Conflicts between nurses, administrators, and doctors should be resolved, and departments should not treat one another separately. Intervention strategies, including human resources, can boost employee morale and foster teamwork. Successful interventions can increase profit margins and patient- centered care services. Section 1: Interventions City Center Hospital's employment practices, including independent contractors and outsourced nurses, may negatively impact nurse morale. The CEO noted that job security led to ineffective leadership. The hospital should offer more revenue and provide higher compensation and benefits to improve output quality, productivity, and efficiency. The HRM department can implement pensionable and permanent contracts for doctors, nurses, and unit managers to improve morale and job stability. This will expand the hospital's human resources pool, align the workforce with its objectives, and offer patient-centered care services, ultimately increasing profit margins. The HRM division can execute this tactical action. The intervention to boost

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4 employee morale and productivity combined individual coaching and team building. Personal coaching provided personalized support to employees struggling with restructuring changes, while team-building activities aimed to improve communication, collaboration, and mutual support among team members. This approach aimed to improve job satisfaction and engagement at all organizational levels. Section 2: Role of the Consultant A key component in organizing an intervention inside an organization is a consultant. They work with leaders and staff to identify the core causes of problems, co-design solutions, and guide their execution to guide, facilitate, and accelerate change. Their proficiency in intervention techniques, change management, and organizational behavior promotes a cooperative and all-encompassing approach to problem-solving. The OD Consultant must lead the intervention process since the leaders' egos might jeopardize its outcome. Setting clear goals and guidelines is important so everyone knows the same goal and desired outcome. This will encourage more thorough intervention. It is vital to carry out organizational efforts like team meetings and team-building activities. Open lines of communication should be made available through teleconferences or in-person meetings to ensure everyone agrees. This will help get the desired outcome. Competencies and Ethical Behaviors The consultant should be able to listen actively, empathize, solve problems, and communicate effectively. Honesty, transparency, and secrecy are all examples of ethical behavior. In addition, the consultant should exhibit cultural competency by understanding and respecting the organization's varied viewpoints and beliefs. It is critical to uphold ethical standards while ensuring all stakeholders' well-being and dignity.

5 Section 3: Outcome The suggested research methodologies for this intervention include qualitative approaches like interviews, focus groups, and observations, as well as quantitative ones like surveys and organizational data analysis. Qualitative approaches will provide valuable insights into employees' experiences, perceptions, and emotions during the restructuring process, while quantitative methods will provide measurable statistics on improvements in productivity, job satisfaction, and employee engagement. The OD transformation initiative is projected to greatly boost staff morale, work satisfaction, and overall productivity in the firm. This intervention will improve staff engagement, motivation, and support. Team building exercises will boost communication and collaboration, resulting in a positive cultural shift, increased employee well- being, and a more unified work environment. Reasoning Individual coaching and team building activities are used in the intervention to address the drop in employee morale and productivity as a result of restructuring. This will reestablish stability, support, and camaraderie in the workplace, resulting in higher morale and job satisfaction. The emphasis on open communication and cooperation will build a healthy workplace culture, resulting in increased productivity and overall effectiveness. Conclusion Organizational Development (OD) is a dynamic area that studies human behavior, facilitates change, and promotes organizational success. Through a hypothetical action research case study and intervention planning, the area investigates addressing organizational obstacles, the role of consultants, ethical concerns, research techniques, data collecting, assessment, and expected opposition to change. The project findings demonstrate the potential for positive transformation

6 inside the company, stressing the significance of employee morale, job satisfaction, and productivity in the context of organizational change.

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7 References Bierema, L. (2020). Organizational development: An action research approach (2nd ed.). Zovio. Cady, S. H., & Kim, J.-H. (2017). What we can learn from evaluating OD interventions. OD Practitioner, 49(1), 50–55. Christopher J. Miller, Bo Kim, Allie Silverman, & Mark S. Bauer. (2018). A systematic review of team-building interventions in non-acute healthcare settings. BMC Health Services Research, 18(1), 1–21. https://doi-org.proxy-library.ashford.edu/10.1186/s12913-018- 2961-9. Picincu, A. (2020, July 6). What are the advantages of a diverse workforce? (Links to an external site.) Chron. https://smallbusiness.chron.com/advantages-diverse-workforce-18780.html

Organizational Development Proposal

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