HRD 670: Systematic Design Of HRD Programs Fall 2019 Assignm

Hrd 670 Systematic Design Of Hrd Programsfall 2019 Assignment 2assig

Assessing strengths and weaknesses Please fill out the following sections, using the same organization as Assignment # 1 : A. Organizational Culture (5 pts) How would you describe the culture of the organization? Use the terms used in Class #3. B. The Strengths of the Organization (10 pts) What are the strengths of the organization? Remember, strengths are internal to the organization. List at least two. C. Weaknesses (10 pts) What are the weaknesses of the organization? Remember, weaknesses are internal to the organization. A weak economy is not a weakness . List at least two. D. Identifying Performance Gaps (20 pts) a. List two performance gaps (must be related to weaknesses) using numbers such as dollars or time and using this format (5 points for each gap): i. Performance should be___________ but is _____________ ii. Performance should be ___________but is_______________ iii. EXAMPLE : Profit margin should be 10% but is 5%. You can use sales, production numbers, etc. b. Using Mager & Pipe (as discussed in class), determine the causes of each of the gaps (5 points for each cause): i. Cause of first performance gap ii. Cause of second performance gap E. Addressing the Gaps (10 pts) a. Proposed HRD intervention which would close the first gap b. Proposed HRD intervention which would close the second gap HRD interventions include individual training and development, career development, organization development, and performance management initiatives. Please describe how the intervention would close the gap.

Paper For Above instruction

The systematic assessment of organizational strengths and weaknesses is a fundamental process in designing effective Human Resource Development (HRD) programs. This paper explores this assessment through a hypothetical organization, aiming to understand its culture, internal strengths, weaknesses, and performance gaps, and finally proposing appropriate HRD interventions to bridge these gaps. The goal is to develop tailored HRD initiatives that address specific organizational deficiencies and leverage its strengths to foster sustainable growth and improved performance.

Organizational Culture

Understanding the organizational culture is pivotal as it influences employee behavior, motivation, and the overall climate of the organization. Based on the terminology used in Class #3—such as clan, adhocracy, market, and hierarchy culture—this organization exhibits a hierarchy culture. Its structured procedures, formalized policies, and emphasis on stability and control reflect a traditional, bureaucratic environment where compliance, order, and efficiency are prioritized. This culture fosters predictability and consistency, which are essential for managing large-scale operations, though it may also inhibit innovation and adaptability.

Strengths of the Organization

The internal strengths of an organization serve as its competitive advantages. Firstly, the organization boasts a well-established formalized structure that ensures clarity of roles and responsibilities, facilitating efficient workflow and accountability. Secondly, it has a highly experienced management team with deep institutional knowledge, enabling consistent decision-making and strategic stability. These strengths support operational excellence and a steady organizational direction, providing a solid foundation for growth and development.

Weaknesses of the Organization

Despite its strengths, the organization faces internal weaknesses. One significant weakness is resistance to change, stemming from its hierarchical culture that emphasizes stability and control, often leading to inflexibility and slow adaptation to market changes. Another weakness is limited innovation capacity; the strict adherence to procedures and formal policies stifles creativity and hinder the adoption of new ideas. These internal issues can impede organizational agility and long-term competitiveness in a dynamic environment.

Identifying Performance Gaps

Performance Gap 1

Performance should be to increase sales revenue by 15% annually, but the current sales growth is only 5%. This discrepancy indicates a significant performance gap affecting revenue and market share.

Performance Gap 2

Performance should be to reduce employee turnover rate to below 10% annually, but current turnover stands at 20%. This high turnover rate indicates issues with employee retention that can undermine organizational stability.

Causes of Performance Gaps

Cause of First Performance Gap

The primary cause of the sales growth gap is insufficient sales training and development. Sales staff lack updated product knowledge and effective customer engagement skills, resulting in suboptimal sales performance.

Cause of Second Performance Gap

The high employee turnover is caused by inadequate career development opportunities and ineffective performance management systems. Employees perceive limited growth prospects and lack recognition, prompting them to seek opportunities elsewhere.

Addressing the Gaps with HRD Interventions

Intervention for Sales Performance Gap

Implement a targeted sales training and development program focused on product knowledge, consultative selling techniques, and customer relationship management. This program aims to equip sales personnel with the skills needed to increase sales volume and value, directly addressing the sales performance gap.

Intervention for Employee Turnover Gap

Introduce a comprehensive career development initiative, including mentoring, internal mobility opportunities, and personalized development plans. Additionally, revamp the performance management system to include regular feedback, recognition, and rewards. These interventions will enhance employee engagement, job satisfaction, and perceived growth opportunities, thereby reducing turnover.

Conclusion

In conclusion, a systematic assessment that identifies organizational culture, internal strengths and weaknesses, and specific performance gaps allows HRD professionals to design targeted interventions. By aligning HRD strategies with organizational needs—such as enhancing sales capabilities and improving employee retention—organizations can foster sustained growth, adaptability, and competitive advantage in a dynamic environment.

References

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• Mager, R. F., & Pipe, P. (2014). Analyzing Performance Problems: Or, You Really Oughta Identify Your Performance Gaps. Impact Media.
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