The literature review has suggested the influence of leaders, employees and organizational values have on underpinning the development of the organizations (Branson, 2008). Furthermore, the literature preamble identified organizational ideology as a mechanism to grow the organization and assist in the optimising organizational development. This provides further basis to examine the possible impact of values across organizations from leaders and employees which have an impact on development enablers within an organisation. An important factor to consider here is the possible influence of leaders and their articulated values with employees within organizations, particularly around organizational development enablers (Schein, 1990). Castka, et al. (2003) indicates the goal of organizational development is to ensure the organization and all of its subsystems (processes,
departments, teams, employees, customers, reward system) are working together in an optimum fashion to achieve the results desired by the organization. The study would suggest this so called working together could be referred to as aligned. Crandon and
Merchant (2006) may support this proposition of alignment within organizational development arena when indicating organizations are often limited by the lack of organizational alignment and cohesive action when aiming to improve performance. The research has touched upon the possible influence leader, employee and
organizational values have on personal behaviours, as stated by Schwartz (1992) and Schein (1990), which in turn may influence the subsystems identified above which are associated with organizational development. However, the challenge for the research lies in identifying appropriate and relevant aspects within the organizational
development realm to examine the relevance of values on the overall organizational. Indeed when considering the options within the realms of organizational development which best fit, when researching in the context of values is not necessarily a simple process. One of the early definition of organizational development was proposed by Beckhard (1969, p. 24) who stated;
“Organizational development is a planned effort at the level of organization as a whole, supported by the high management in order to increase the effectiveness and well-being of the organization through planned interventions in the processes taking place in organizing, utilising in that the knowledge provided by behaviour science.” The field of organizational development has progressed considerably since this early definition for this emerging field within business management. However, literature still indicates the broad nature of organizational development, which means that many interrelated topics could be included under this heading (Mullin, 2002; Hannagan, 2002). Mihaela et al. (2011) build on the suggestion of interrelated topics but indicate organizational development is a new and barely structured field. What can be deducted from such outlines is, as with values, organizational development is not a clear cut field of study with many facets and perspectives. Therefore, before embarking on any rash recommendations on organizational development approaches some thought and clarity around organizational development should be considered. Hannagan (2002) examines Management Concepts and Practices, within this context he indicates organizational development is the skilled application of behaviour science to bring about organizational change through people. Mullin (2002) builds on this perspective by indicating organizational development is a long term effort to improve an
Hamour (2012) on the other hand suggests organizational development supports and assists organizations overcome the challenges and problems they face, giving the organization the ability to survive and achieve its objectives efficiently and effectively. What can be interpreted from these slightly different perspectives are several core themes which appear within the organizational development outlines. These themes being organizational change, goals, problem solving whilst ensuring this is done in the most effective and efficient manner possible. In summarising the study would indicate literature would be suggesting organizational development is concerned with
improving the overall efficiency and effectiveness of an organization in achieving its goals and purpose.
To add further debate within the field of organizational development, Abu-Hamour (2012) indicates there are two schools of thought within the field of organizational development. Abu-Hamour (2012) refers to traditional and modern approaches to organizational development. Traditional approaches influenced by bureaucratic and classic theory, focused on structures, legal and official aspects of the administrative system. Whereas, modern approach highlights the behavioural and humanistic aspects since they concerned with the people, their motives and needs and give the importance for external environment, working conditions and work as it addresses the group working methods (Whitman, 2009; Forbes,1998). What this does suggest is that organizational development is a field of management which can be classified as broad. In fact, literature has suggested organizational development is one which is not only extremely broad but can be classed as misnomer (Mullin, 2002). Nevertheless, in order to keep this field of management focus, organizations are made up of people and when discussing organizational development. The study would suggest organizational development practices should acknowledge the development and performance of those individuals and groups of people who comprise the organization. This further
compliments the research area of study with leader, follower and organizational values areas, since this too, is very much people focused.
This provides some interesting aspects to review when moving forward with the research; firstly organizational development is appreciating the organization, as a whole in achieving its objectives. Secondly, this is about identifying the most
meet its goals. The study would argue it is not necessarily about how efficient and effective the organizations processes are in delivering services, which may contradict some of the literature around organizational development. However, Kaufman (2003) indicates no matter how well individual employees do their job, how high we can get production is, how fast we ship is, everything has to end up adding value to both the organization and its external stakeholders.
This does highlight some important questions when establishing criteria around organizational development; what to review and how? Literature has suggested one of the major culprits that undermine performance in organizations are the flawed
measures and measurement driven processes (Crandon and Merchant, 2006). There is an argument to suggest that often the focus of development in organizational setting is not truly about how the organization is performing in terms of goals and customers, but around how effectively and efficiently it is meeting the measures set, with little review taking place outside of the measurement targets. Kaufman (2003) provides a fine example with reference to Andersen and Enron who at the time of their collapses were meeting internal targets, but not performing well with regards to organizational goals and purpose.
Nonetheless, the next challenge in examining organizational development once an agreed organizational purpose has been clarified is the establishment of effective measures in order to review to improve organizations ability to meet its objectives. Pitariu (2003) discussed the impact of values systems and attitudes within an organizational development context. Mihaela et al. (2011) supports this perspective particularly, around organizational development, planned effort of vision, mission, strategic targets, strategic objectives and general objectives. Linking alignment of values and organizational development within the context of purpose, vision and mission provides a further basis for the research to investigate theory within these management fields, particularly relating to possible ‘buy in’ by organizational staff. Supporting the point highlighted earlier by Grint (2010) who emphasised the need for buy in of staff, especially when organizations are experiencing problems in
One area which has been closely associated with organizational development but acknowledges the human element and working within the parameters of organizational purpose and customer needs is organizational commitment (Porter et al. 1974;
Mowday et al. 1974). The research has touched upon the convergence of values, work commitment and organizational commitment in the previous section ‘Values
Alignment’. Furthermore, in terms of the VCS this does highlight some interesting
aspects about organizational development which may be slightly different from public and private sector organizations. VCS organizations are often established to address or tackle quite specific objectives may that be addressing root causes to inequalities, implementing social change and/or wider societal benefit.
In establishing such VCS organizations their objectives, organizational goals and customers are often clearly defined and have often been established in response to a specific need or to address policy issues. This provides two opportunistic elements when researching organizational development field in VCS, the societal objectives provides clear defined organizational objectives and specific beneficiaries which can be classed as customers to assess if their needs are being met. Examining
organizational commitment around these parameters of values may provide an aspect within the organizational development which supports the current research. Whitman (2008) and Green, et al. (2001) may support this when suggesting the benefit of evaluating VCS is their focus to contribute to the public good provides an organizational goal which is not just about target driven statistical measures.
Furthermore, Lyons, et al. (2006) indicates that organizations which promote services for the great good of society need employees who have high levels of commitment if organizations are to fulfil its purpose(s).
This area of involvement may provide a development aspect for the research, which acknowledges one key area that needs to be considered. The people in the organization and the work they do, organizational development around the human aspects of work, how they do their work and the result they accomplish. Teruya (2004) suggests such human focused organizational development fields are exploited and fostered through effective organizational structures, policies and practices. Such organizational structures, policies and practices provide an opportunity to work with the suggested alignment of sub-systems across the organization that has been discussed by Castka, et
al. (2003). Combining the human elements with the sub-systems provides investigative elements for the research within the realms of organizational development.
A human element of organizational development which can be linked to earlier discussion around values and ‘work involvement’ discussed earlier. Whereby aligning work and individual values; may influence how a person may generally be interested in, identify with and is pre-occupied with one’s work in comparison to other aspects of one life. This interest in work is seen as motivating and their commitment and work involvement to the organization is high. This commitment and going that extra mile may provide a human element to organizational development aspect the research can develop, which Konrad and Mangel (2000) may identify as discretionary effort. In summarising the main points the literature has identified through an initial review of organizational development. The study would propose this area of management is focused on organizational change, goals and problem solving. In the context of the current research the organizational goals element of purpose, vision and mission is an aspect of organizational development which will support the field of research the study is currently investigating. Further supporting this area of development, the study would state the more contemporary approach of organizational development, which is focused on behaviour and humanistic aspects further enhances the current studies area of research, within a values context.