Please Do The Project Proposal As Per The Attached Files

Please Do The Project Proposal As Per The Files Attached If Everything

Please do the project proposal as per the files attached. If everything is fine I will give you the final project as well. After the semester is underway (usually around week 5 of a 16-week semester), I will require each group (or individual, if you are working alone) to submit a short document (about 1 page--no special formatting required) explaining the direction your OD intervention project is expected to go. If you have two workable possibilities and aren't sure which is better, please submit a proposal for both (in a single file) and I'll let you know which seems better in my feedback. For each proposal, please tell me the following things: who in this class you are working with (if you are part of a group), what organization you are considering doing your project on, what your connection to this organization is (former employee, spouse's employer, etc.), what sorts of OD-related issues this organization is facing or may be facing, what sort of access you think you will be able to get to this organization for data collection (e.g., "I am friends with the manager and he has given me permission to interview people and make on-site observations"), what sort of data you think you will collect, and how you expect to analyze it. I know this will probably be preliminary and may change, but I want to hear SOMETHING from you at this time to (1) be able to correct you if you are going a bad or unfruitful direction, and (2) to help prevent you from procrastinating.

Paper For Above instruction

The development of an effective organization development (OD) intervention is grounded in a thorough understanding of the specific issues faced by a targeted organization, along with a clear plan for data collection and analysis. This proposal outline aims to facilitate a strategic approach to designing OD initiatives that are contextually relevant and feasible within the organizational landscape.

Firstly, identifying the collaborating individuals or team members involved in the project provides clarity regarding roles and responsibilities. Whether working collectively or individually, specifying collaborators ensures accountability and leverages diverse perspectives, which can enrich the intervention process. Following this, selecting the organization becomes a critical step, which should be based on accessibility, relevance to the practitioner's expertise, or personal connections. The nature of these connections—such as previous employment, familial ties, or community involvement—influences both access and depth of engagement with the organization’s internal dynamics.

Understanding the organization's potential issues with OD—whether existing problems or anticipated challenges—guides the focus of intervention efforts. These issues could range from communication barriers and leadership conflicts to structural inefficiencies or cultural shifts. Recognizing these challenges early allows for targeted assessment and strategic planning. Equally important is establishing the scope of access for data collection, which might involve interviews, observations, surveys, or document analysis. Permission levels, trust, and rapport-building are crucial components for gathering valuable data while respecting organizational boundaries.

Data collection strategies must be aligned with the specific issues and access permissions. Qualitative data, such as interview transcripts and observational notes, alongside quantitative data like survey results or performance metrics, offer comprehensive insights into organizational dynamics. For analysis, techniques like thematic coding for qualitative data or statistical analysis for quantitative data are employed to identify patterns, relationships, and areas for intervention.

By providing preliminary information regarding these aspects—who is involved, what organization is selected, connection details, anticipated issues, data access, data types, and analytical methods—the proposal document sets a foundation for ongoing development. It serves as a guide for identifying potential challenges early and refining the OD plan accordingly. This strategic planning process enhances the likelihood of implementing meaningful and sustainable organizational change aligned with the organization's needs and capacities.

References

  • Cummings, T. G., & Worley, C. G. (2014). Organization development and change. Cengage Learning.
  • French, W. L., & Bell, C. H. (2014). Organization development: Behavioral science interventions for organization improvement. Pearson.
  • Cameron, E., & Green, M. (2015). Making sense of organization development. Sage Publications.
  • Burke, W. W. (2011). Organization development: A process of learning and changing. Pearson.
  • Block, P. (2011). Flawless consulting: A guide to getting it right the first time. John Wiley & Sons.
  • Van De Vliert, E. (2007). Organizational climate and culture. Routledge.
  • Pascale, R., & Athos, A. G. (2012). The art of systems thinking: Essential skills for creativity and problem solving. Nicholas Brealey Publishing.
  • Schein, E. H. (2010). Organizational culture and leadership. Jossey-Bass.
  • Lewin, K. (1947). Frontiers in group dynamics. Human Relations, 1(1), 5-41. https://doi.org/10.1177/001872674700100103
  • Kotter, J. P. (2012). Leading change. Harvard Business Review Press.

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