Cisco Systems Organizational Development

Cisco Systems Organizational Development

Cisco Company is an exceptionally large organization with a highly integrated structure operating across 300 stations in 90 countries worldwide. Given its extensive operational coverage, continuous diagnosis of its processes and management structures is crucial to ensure efficiency in recruitment, training, and employee management. Cisco's diverse workforce from multiple cultural backgrounds necessitates effective organizational development (OD) strategies to address specific challenges, particularly in fostering inclusive management practices.

The primary issue identified at Cisco pertains to its Human Resource Management system, notably in recruitment processes affected by cultural diversity, which has led to perceptions of inequity and discrimination among employees. This is especially problematic in a global context where varying cultural norms influence perceptions of fairness and inclusion. Consequently, an OD intervention focusing on improving inclusivity in recruitment is vital to enhance organizational cohesion, employee satisfaction, and overall performance.

Research by Moochhala & Bhogal (2020) emphasizes that OD involves systematic application of theoretical perspectives to solve organizational problems. In Cisco’s case, the core problem revolves around inclusive management during recruitment, which requires careful diagnosis and targeted strategies to foster equitable treatment across diverse cultural groups. The challenge lies in designing interventions that are culturally sensitive, promote fairness, and drive organizational change.

To address these issues, the application of the artifact theory of OD is proposed. Bond & Blevins (2020) outline a four-dimension model comprising Ascription, Fabrication, Displacement, and Reinterpretation. This framework facilitates developing targeted interventions by examining how organizational artifacts—such as policies, procedures, and cultural norms—shape employee perceptions and behaviors. Implementing this model involves re-evaluating recruitment artifacts, aligning them with inclusive principles, and involving stakeholders in reinterpreting existing practices.

By employing this intervention framework, Cisco can revamp its recruitment strategies to better reflect inclusivity and cultural sensitivity. Engaging stakeholders from various cultural backgrounds ensures that the new procedures are comprehensive and effective. This will involve revising recruitment policies, introducing bias-mitigation training, and establishing metrics to evaluate the progress of inclusivity efforts. Regular feedback and continuous improvement cycles are essential for sustaining positive change and deepening organizational commitment to diversity.

References

• Bond, M. A., & Blevins, S. J. (2020). Using faculty professional development to foster organizational change: a social learning framework. TechTrends, 64(2).
• Moochhala, M., & Bhogal, T. S. (2020). The unique aspects of organisation development in the social sector. NHRD Network Journal, 13(3).
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