Creating an Organizational Development Proposal

Organizational Development Proposal Name Institution Course and Code Professor Date Organizational Development Proposal Section 1 Summary of the Action Research Case Study A family-owned oil and mining company located in Louisiana; Blaze Mining has faced severe internal issues over the past ten years. The organizational leadership has become adversarial and antagonistic, leading to uncooperative internal teams, which have negatively influenced management and delivery of essential functions. The conflict, mainly among the family members overseeing the various departments, has affected the company's financial performance and brought inefficiencies. The latter struggles need help to maintain its position and guarantee its sustainability, thereby making reform inevitable. The extent of the leadership division and its effects on the company shocked the newly promoted CEO of Blaze Mining. Understanding that addressing such issues is crucial for the company’s survival, the CEO has turned to Organizational Development (OD). This intervention aims to identify the sources of problems with leadership and culture and address them. It introduces a three-month program consisting of three-monthly workshop sessions, targeted interventions with every department or division in a company, and a last overview meeting with all participants (Burke, 2022). The intervention vision is to enhance organizational performance and sustainability by restructuring the dysfunctional leadership into a joined-up team via team building and culture change. Type of Problem and Justification The main problems affecting Blaze Mining can be attributed to toxic corporate culture and corporate governance failure. The leadership team – mainly family members – has become more forceful and uncompliant over the last decade. This has negatively affected the organization's performance by breaking down cohesion and hampering communcation, decision-making, and efficiency in operations (Griffin et al., 2020). This internal conflict has impacted the necessary management and operational responsibilities and led to the deterioration of the work culture, affecting employee morale and motivation. Given these manifested issues, the new CEO understands that the future of this company is at risk provided no drastic measures are commenced. According to Moyo (2023), these aspects are critical to organizational effectiveness, staff motivation, and long-term organizational success, which is why it is so crucial to address these matters. The specific issues at Blaze are leadership, corporate culture issues and lack of team cohesion. An example of negative leadership dynamics is the lack of cohesion within the leadership team, where individual battles and lack of coordination of efforts cripple movement within an organization (Rass et al., 2023). The challenge also has a cultural side, as toxic work environments result from undesirable habits and attitudes. These difficulties could be more exceptional in family business enterprises since the business and relationship aspects may intertwine. It means that the radical change aimed at overcoming the leadership dysfunction and the general cultural problem can be provided through the intervention focused on team building and organizational culture change to open the opportunity for a happy working team. Selected Action Research Process Blaze Mining has opted for an action research approach that entails diagnosing, planning, intervening, acting, and assessing the plan’s effectiveness. According to Assoratgoon and Kantabutra (2023), addressing organizational culture and leadership issues also employs an iterative model, which starts with an assessment to identify the root of the problems. Due to the need to assess the current state and spot specific problem areas for further targeted analysis and intervention, quantitative and qualitative data collection tools, such as questionnaires, interviews, and direct observations, will be employed. An intervention plan that details the specific actions necessary for addressing the issues that have been highlighted will be developed based on the conclusions arrived at in the study. Errida and Lotfi (2021) indicate that special workshops can focus on specific people, interventions within departments, and strategies aimed at making the leadership team less hostile and more cooperative. Once the action plan is developed, the implementation phase will begin, where the outlined actions will be completed. As a result, there will be structured seminars to foster good relationships between the leadership team with effective communication and interaction. According to Griffin et al. (2020), cross-departmental projects and training programs will also promote department synergies and team cohesion. This phase will involve establishing control and feedback mechanisms to gauge the performance and feedback from employees and stakeholders. The last step consists of evaluating the effectiveness of the interventions that have taken place by examining leadership cohesiveness, communication, and other quantitative and qualitative organizational performance measures and parameters. This assures that the interventions are in harmony with the organization’s needs and make a positive and lasting change using the assessment, planning, implementation, and evaluation cycle. Intervention Type Team Development Intervention Blaze Mining is especially in need of team development intervention due to conflicts that have ensued into hostility among the leaders of the company, who are all related and deal with different divisions. These dysfunctional dynamics lead to better decision-making, adequate communication, and operational inefficiency. This intervention aims to increase cooperation and rebuild trust between leaders by promoting team development (Griffin et al., 2020). Structured working sessions will address conflicts of interest and interpersonal communication. These workshops will include activities such as role-playing games, team-building exercises, and dialogues facilitated by a moderator to encourage student tolerance and acceptance. The rationale of the team development intervention is to transform the leadership team into a highly integrated, efficient force for change by addressing these underlying issues. Organizational Culture Change Intervention For Blaze Mining, the organizational culture change intervention is vital since it currently needs more cooperation. Burke (2022) notes that working conditions, employee productivity, and organizational culture are all negatively affected by this toxic culture. A culture audit is the initial step in the risk remediation process and the only way to determine the standards, perceptions, and practices that created the dangerous climate. Based on these insights, an individualized intervention plan will be developed to alter the corporate culture to embrace collaboration, communication, and learning (Errida & Lotfi, 2021). Supporting the effects of the desired cultural changes will require practices such as internal communication and cultural awareness sessions, workplace leadership training, etc. Coordinating cooperation on mission-critical activities will necessitate forming cross-functional teams and modifying performance management systems to encourage collaboration (Assoratgoon & Kantabutra, 2023). It may be to the advantage of Blaze Mining to focus on changing organizational culture because by doing so, a positive change around the employees would be achieved, and the company would be able to meet its strategic goals and objectives by creating a welcoming environment. Intervention Process Initial Assessment and Diagnostics: Conduct surveys, interviews, and observations to gather detailed information on the leadership dynamics and organizational culture. Workshop Sessions: Facilitate structured workshops to build trust, improve communication, and enhance collaboration among the leadership team. Targeted Training and Su...