Essay About Organizational Development Processes And End Result Of The Desired Outcome.Abstract

Applying Organizational Development ProcessesMarlowe, H. A., Hoffman, W. S., & Bordelon, S. (1992). Applying organizational development processes. Journal of Managerial Psychology, 7(6), 22-32. doi:10.1108/02683949210018340Introduction:        The organizational development process is a constant process.  The process begins when a problem has been identified or there is a need for change.  The need for change can come from growth or possible negative aspect of poor leadership or performance.  Once the problem is identified the process begins in a cycle with an end result of the desired outcome.Abstract:        This article presents a look at the organizational schemata which occurred in a study regarding the Palm Beach County Government in Florida.  Palm Beach County is one of the country’s fastest growing counties.  In the early 1990’s the PBCG was expecting a large shortfall to the sum of nearly 70 million in taxes.  They did not want to increase taxes so they held initially wanted to hold two budget retreats but ended up holding five.  The article discusses the organizational schema of the budget retreats and the findings of organizational development processes.  The article is in depth and discusses various theories and how they apply.  The article comes to three conclusions about the OD process and organizational schema.  One is that the process serves to surface and identify schemata.  A second lesson is that there is a delay in the existing organizational schema and the acceptance of a new one.  Additionally, there are behaviors linked to this second lesson.  Third is that shift in organizational schemata is an fluctuating process and requires quite a bit of time.Reflections:        This article was in line with describing a development of plan to resolve a given problem.  In the article, a breakdown of the plan to fix or resolve the shortfall is discussed.  Additionally, the article talks about how the organizational plan and development of the plan or process of changes are going to occur.  The PBCG knew that they would need to reduce the amount of government there was without compromising the level of service.  A difficult task for any government.  One of the biggest hurdles was conducting all this within public view and making the public aware; being transparent.

How Organizational Development Processes are Used:

Organizational development process that involves the evaluation of organizational problems and finding the solution.  The process has two steps.  The first step involves the first assessment. When an issue is identified it is identified that a change needs to be made that will lead to the best solution and the best results.  As with any study, the objective should be to identify the need for change as first step and then the next step is what the researcher calls the evaluation.  In some methods, this evaluation should last 30-100 min and can cover as many as 3-5 days by studying the current needs and the findings of that study.  In some research organizations have several different research groups that are conducting the evaluation.

In the case of the DCCC, which has a project of 100% financial support for nearly 20 years, both the first step and the “end result” of the evaluation period in 2010 is done on a case study basis, not an individual study (an internal analysis to make a final judgment about the project). The assessment report is then entered into the DCCC Office of Economic and Social Security Office of the Director of the Office of Management and Budget. The first step of the Evaluation Phase can be scheduled as long as the committee is meeting within 2 weeks of the start of the evaluation period or as a month or two.

At the beginning of the evaluation period, the DCCC evaluates the most recent budgetary request made to the DCCC by the state. One problem that occurs is the DCCC does not have enough time to identify the needs in some of the states and it would be impractical to complete any evaluation from the DCCC without at least the state approval of the DCCC and the state in charge of the evaluation.  The state is given the opportunity to evaluate as many requirements as they see fit, including the needs of the agency for the time and the budgets for the next 20 years. Because the state usually has the time to complete the evaluations in time to the final stage of this study, there is often no time necessary for individual evaluations to occur beyond the end of the period for which the state is expected to receive the most support. Many state agencies, especially those in Washington, have their own evaluation processes.  These process also involve the application of many different processes to address organizational issues. However, they do

”. –> If a state agency requests an evaluation of a number of priorities for the agency, the decision is made by the DCCC. The DCCC provides the following input: “Where appropriate, in addition to a specific goal or policy for which an individual state agency will submit, state agencies will submit a total of 10 documents within a seven day period of receipt, subject to additional processing provided by the DCCC. This total includes budget documents, agency documents, legislative documents, and other documents submitted by state agencies using other forms of public record and, once the request is submitted, will be posted to the DCCC. These documents are considered to be a complete set of proposals and are subject only to one hearing. A DCCC review will not consider documents submitted to other state agencies that are not submitted by a state agency. However, an agency review of a DCCC budget document after the request is submitted may be required by state agency and agency representatives to assess the state. Any documents that are not found on the DCCC budget will be considered to be complete proposals under state law.”—
The DCCC is expected to complete both an evaluation of the state’s budget proposals and, if successful, a report to Congress on each of the state’s proposed projects. At present, the most urgent federal priorities of the DCCC need to be met during each of these five years, with some state-specific work to begin in late 2013 and the year after the state’s budget submission. As previously discussed, the DCCC does not provide the complete schedule for these three years.  In addition, the states would have to make several significant changes to their programs such as changing funding patterns and changing staff. While this process is currently underway, the DCCC is hopeful that it has already completed in January an assessment by the D.C. Council Task Force on Financial Inbound Development and Economic Development. One of their recommendations is for states and counties to submit bids in late 2013 to the DCCC. A report on this proposal at the DCCC annual meeting on May 28 was also submitted.  DCCC Policy and Management for Legislative Services provided additional information about this review and other state projects underway.