Applying Organizational Development Processes

Marlowe, H. A., Hoffman, W. S., & Bordelon, S. (1992). Applying organizational development processes. Journal of Managerial Psychology, 7(6), 22-32. doi:10.1108/02683949210018340

Introduction:

        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.