Q1.How can a culture persist in an organization for over 170 years across different owners?
A 20 year old Yves Cantat is an electrical maintenance worker at Lafarge’s plant in France. Those days are gone when mixing cement was like making a huge cake. Now everything is computerized. Each and everything has been changed from equipment to production processes since last 20 years but not the employees. Lafarge is the world’s biggest cement producing company with over $15 billion in revenues from 133 cement plants in 46 countries. There are only 4 CEO’s and two of them have written books about the company’s culture. Rother, Mike (2009)the key responsibility of managers in Lafarge is to develop their people. They always try to expose their employees to challenging assignments that help them to learn from their achievements and mistakes and support them to outperform themselves. The training given to the employees require to monitor the development of employees. Their main is to become a learning organization. It is expected here that the people of Lafarge share their experiences and also seek same from others so that best practices could be derived from the ability to recognize and share their success regardless of their position in the company. To deal with the conflict is an integral and productive part of teamwork. Teamwork is not about reaching consensus on each and every issue rather it is about each individual contributing, accepting, and seeking differences of opinion as a source of progress. The effective teamwork also creates an environment of trust and confidence that can only be built daily through professionalism, personal commitment, shared goals and respect for common rules. To learn in an organization means continuous testing of experience and then transforming that experience into knowledge which is accessible to the whole organization and also relevant to its core purpose. To change the way the members must interact among themselves about redesigning the formal structures of the organization it is also the hard to see patterns of interaction between people and processes.
Q2.Is OD an emerging discipline or only a passing fad
Organizational development has come a long way since past five decades. The practitioners feel that organizational development has become too ritualized and its field lacks rigorous empirical foundation and also fail to deal with critical issues. Ashby W R (1956)The reward system and performance management interventions is considered a part of human resource management and leadership and strategic change methodologies are shared with the strategy and the business policy discipline and reengineering is practiced by industrial engineers and information technologists. The issues and interventions are closely identified with organization development are part of traditional business practice. Beck hard R (1969) It also supports the criticism that organizational development is just a bag of tools and techniques, and unless organizational development generates new interventions and approaches for dealing with today’s business and organizational problems that lose its identity. The development of organizational development practitioners also include a solid ground in the fundamental theories of change and intervention dynamics as well as the broad disciplines that underpin those theories. Schultz, Diane P. Schultz, Sydney Ellen (2006) The practitioner must be familiar with the wide ranges of social sciences. To efficiently develop the organizational development practices the new methods. The organizational development retains an aura of mystique as it takes so many forms and draws on multiple disciplines and operates in a moment according to context and culture. The ongoing development for practitioners remains a real priority as the nature of work relies on the individual ability to read the organization and also make effective interventions which are relevant and sensitive to the organizational context. The organizational development has survived and evolved through many new challenges, new disciplines and paradigms.
- Ashby W R (1956) An Introduction to Cybernetics, Methuan & Co: London
- Beckhard R (1969) Organization Development: strategies and models Addison‐Wesley: Reading MA
- Rother, Mike (2009), Toyota Kata, McGraw-Hill,
- Schultz, Diane P. Schultz, Sydney Ellen (2006) Psychology and work today: and introduction to industrial and organizational psychology (9th ed.) Upper Saddle River, NY: Prentice Hall p262.