Individual Project Employee Performance Mon, 5/2/16 Nu

Type: Individual Project Employee Performance Mon, 5/2/16 Numeric –8 slides with speaker notes of 200–250 words per slides (excluding Title and Reference slides)

Working with organizations to improve the interactions of members and increase productivity through collaborative behavior is an essential role of the organization development human resources specialist. You will need to pick an organization to use for this project. The organization you choose may be your current employer, or alternatively, an organization in which you volunteer or one about which you can easily find information through the school library, the Internet, or other sources. Research and address the elements of organizational effectiveness that will improve interactions in a presentation for senior leaders: Explain the concept of organizational effectiveness, as it relates to the interactions of members.

Describe methods used to assess the behaviors and attitudes of organizational members, and apply 1 model in an analysis of your organization. Analyze methods used to improve the behavior and attitudes of organizational members. Propose processes to build teams and manage their different stages of development. Evaluate methods of managing conflict and change within the organization.

Paper For Above instruction

Introduction

Organizational effectiveness is a critical measure of a company's success, especially in its ability to foster productive interactions among members. Effective organizations create an environment where collaboration, trust, and positive behaviors flourish, leading to enhanced performance and achieving strategic goals. The role of Human Resources (HR) specialists in organizational development (OD) involves diagnosing and improving these interactions by assessing behaviors, implementing change strategies, building cohesive teams, and managing conflict and organizational change effectively.

Understanding Organizational Effectiveness

Organizational effectiveness refers to the extent to which an organization achieves its goals, adapts to its environment, and maintains a healthy, motivated workforce. It emphasizes not only output but also the quality of interactions among members that influence performance. As Katzenbach and Smith (1993) suggest, organizational effectiveness depends largely on how well organizations foster collaboration, communication, and shared purpose among employees. The interconnectedness of organizational culture, structure, and individual behaviors directly impacts overall productivity and adaptability. For senior leaders, understanding and improving organizational effectiveness involves examining how members interact, their attitude towards their work, and the underlying behavioral dynamics contributing to organizational success.

Assessment of Behaviors and Attitudes

Assessment tools are vital for understanding member behaviors and attitudes. Methods such as employee engagement surveys, 360-degree feedback, and behavioral observation provide insights into individual and group dynamics. For example, employee engagement surveys measure commitment, satisfaction, and perceptions of the work environment, helping identify areas needing improvement (Saks, 2006). Additionally, 360-degree feedback offers a comprehensive view of an employee’s performance from peers, subordinates, and supervisors, revealing strengths and development areas. Applying these tools allows HR specialists to gauge organizational climate and identify potential barriers to collaboration. In my chosen organization, we utilized engagement surveys annually, which revealed that communication gaps significantly hindered teamwork and trust among employees.

Applying the Johari Window Model

The Johari Window model (Luft & Ingham, 1955) is an effective framework for analyzing organizational communication and self-awareness. This model categorizes knowledge about individuals into four quadrants: open, hidden, blind, and unknown. Applying the Johari Window to my organization revealed that a large 'hidden' area suggested employees were reluctant to share concerns or ideas, which impaired transparency and trust. Facilitated workshops and open communication sessions helped expand the 'open' area, improving mutual understanding and teamwork. The model encourages self-disclosure and feedback, crucial elements for fostering a collaborative organizational culture.

Methods for Improving Behaviors and Attitudes

Improving behaviors and attitudes requires intentional strategies such as training, coaching, and reinforcement of organizational values. Leadership development programs emphasize emotional intelligence, communication skills, and conflict resolution. For instance, implementing workplace emotional intelligence training has resulted in better interpersonal skills and reduced conflicts in the organization (Goleman, 1998). Recognition programs and consistent feedback reinforce positive behaviors and motivate employees. Creating an inclusive environment where diversity is valued also enhances attitudes and fosters collaboration. In my organization, a peer recognition program led to increased morale and a stronger sense of belonging among team members.

Building Teams and Managing Developmental Stages

Team building involves structured processes that align members’ efforts toward common goals. Tuckman’s model of team development (forming, storming, norming, performing, and adjourning) helps managers guide teams through stages effectively (Tuckman, 1965). Proactively managing these stages ensures smooth transitions and high performance. For example, during the storming phase, establishing clear roles and open communication reduces conflicts. Regular team development activities, such as retreats and collaborative projects, promote cohesion. In my organization, team leaders facilitate development by setting expectations, encouraging participation, and providing feedback at each stage, fostering resilient and high-functioning teams.

Managing Conflict and Organizational Change

Conflict management strategies like mediation, negotiation, and applying conflict resolution models, such as Thomas-Kilmann's Conflict Mode Instrument, help resolve disputes constructively (Thomas & Kilmann, 1974). Encouraging open dialogue and understanding differing perspectives reduce tension and promote problem-solving. Managing organizational change requires a strategic approach that emphasizes communication, participation, and support. Lewin’s Change Model (unfreeze-change-refreeze) guides organizations through transformation by preparing individuals, implementing new practices, and stabilizing changes (Lewin, 1951). In my organization, transparent communication and participative decision-making minimized resistance during a major restructuring, leading to smoother implementation and greater acceptance.

Conclusion

Enhancing organizational effectiveness necessitates a comprehensive approach to analyzing and improving member interactions. The integration of assessment tools, models like Johari Window, team development processes, and change management strategies creates a resilient organizational environment. HR specialists must continually develop their skills in diagnosing behavioral issues and fostering positive attitudes, facilitating effective teamwork, and managing conflict and change. By doing so, organizations can achieve their strategic objectives while maintaining a motivated and cohesive workforce.

References

• Goleman, D. (1998). Working with Emotional Intelligence. Bantam Books.
• Katzenbach, J. R., & Smith, D. K. (1993). The Wisdom of Teams: Creating the High-Performance Organization. Harvard Business School Press.
• Luft, J. & Ingham, H. (1955). The Johari Window: A graphic model of awareness. Proceedings of the Western Training Laboratory in Group Development, 1, 91–96.
• Lewin, K. (1951). Field theory in social science. Harper & Brothers.
• Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7), 600-619.
• Tuckman, B. W. (1965). Developmental sequence in small groups. Psychological Bulletin, 63(6), 384–399.
• Thomas, K. W., & Kilmann, R. H. (1974). Thomas-Kilmann Conflict Mode Instrument. Xicom.